Mannaz - founded as The Danish Leadership Institute/DIEU
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Feedback analyses
180°/270°/360° feedback analyses
A feedback analysis offers a structured, fact-based way of identifying and focussing on the development needs of managers and staff. Mannaz works with various flexible tools that sample the data needed to do the analyses:
- Mannaz 360° feedback
Mannaz 360° feedback is a tool that maps an individual's competencies by means of a systematic, anonymous survey involving the individual's supervisor, colleagues, direct reports/staff, and customers. The Mannaz 360° feedback identifies the person's strengths and development needs in relation to the job as a manager.
- Tailor-made 180°/270°/360° feedback analyses
For various customers, Mannaz has tailor-made analyses that focus on managers or other levels of staff. The degrees define how many angles the person in questions will get feedback from, cf. the graphic below.
Tailor-made 180°/270°/360° feedback analyses
A feedback analysis is characterised by the following assets:
- The individual is analysed in relation to a list of parameters defined by the organisation.
- It provides a fact-based point of departure for the development of managers and staff.
- It provides substance for the subsequent dialogue between the manager and his/her superior.
The process
The process for carrying out a tailor-made 180°/270°/360° feedback analysis typically looks like this:
- Phase 1: Defining the managers' desired competencies
The managers' desired competencies are typically defined on the basis of the strategic challenges faced by the organisation, or the organisation's corporate values, and the challenges faced by the management group in particular. On the basis of the defined competencies, a categorisation of questions is formed.
- Phase 2: Sampling the data
The data is either sampled by the means of paper questionnaires, or online on the Internet. Mannazs proprietary data sampling and analysis system caters for both means.
When the data input is complete, one report for each manager is printed and sent to the manager.
- Phase 3: Analysis
The data is analysed and various types of reports can then be produced, e.g. benchmarking reports across managers, departments, or organisations. The overall conclusions are presented to the management group, and focus areas for further development across the organisation are identified.
- Phase 4: Feedback and development plan
In this phase, the individual manager receives feedback on the basis of his/her analysis, either in a direct dialogue with his/her supervisor, or - optionally - in a coaching session with a Mannaz consultant. On the basis of this dialogue, the manager develops his/her personal development plan. The analysis forms the basis for a constructive dialogue between the manager and his/her direct reports or staff.
- Phase 5: Follow-up analysis (optional)
A follow-up analysis can be carried out some time after the first analysis, to show whether the changes implemented by the manager results in the desired outcome. The follow-up analysis is typically carried out a year after the first analysis, to provide enough time for the changes to prove their worth.
The focus is flexible
The feedback analyses can be tailor-made so that the questions can provide the data needed by the organisation to enable it to address hitherto unidentified development needs among its managers. Which questions to ask, how to ask them, and how to turn the analysis results into action are processes that Mannaz can assist with and guide the organisation through. This entails a close dialogue with the organisation. It is our experience that a co-design process between the organisation and Mannaz is the best way to develop the road map for the analysis process.
Contact us
Please contact:
Ms Hanne Elster, Customer Relations Manager
for an unconditional, free-of-charge discussion concerning the possibilities of analysing your managers' performance and development needs.
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