Sample Self-Evaluation Form For Group Work: Fill & Download for Free

I doubt whether crowd wisdom is wisdom as usually defined and suspect that there is little that can be gained from it by individuals who are outside the contexts in which it is normally used. When crowd wisdom is used for market research it provides a picture of consumer choice that informs a manufacturer or sales outlet. When it is used to assess audience opinion in a TV quiz show it reveals an average judgment on the right answer to a multi-choice question. From the perspective of the quiz contestant or company sponsoring research they are being offered some sort of 'wisdom' but what this consists of is knowledge, preference or guess work. The contestant or company needs to exercise their own judgment as to whether they should accept it.For crowd wisdom to work it is important that the people involved are not influencing each other. If they talked to each other about what they thought before making a choice some would copy the answers of others and so introduce bias to the results. The individuals in the crowd are likely to hold a spectrum of views from those who might almost be considered experts to those who have no idea about the matter at all. Any 'wisdom' relies on a collective judgement in which those with some knowledge converge on the right solution while averaging out those who are simply guessing. The result can be surprisingly accurate or it can be totally wrong!I find it difficult to see how this process is likely to be of much use in everyday situations. If we have a problem of some sort we could gather a sample of opinions from friends, acquaintances and family members, perhaps ensuring diversity of opinion by asking people of different ages and circumstances. The time taken to do this would limit the number of people who could be asked. While doing it through social media might speed up the gathering of opinion the results would still need to be analysed. This wouldn't be exactly 'crowd wisdom' but the process might approximate to it. In the end, however, no amount of opinion from others can be a substitute for developing a wisdom of our own that enables us to make good decisions for the particular situations we face.Many boards of directors or management groups are now expected to carry out some kind of self evaluation on a regular basis. The results of the exercise help to provide an action plan to tackle flaws in group practice and improve performance. Those who complete an evaluation form may have been in the group for a long time or be relatively new to it. As they answer the questions independently they may have perceptions that do not match the reality of group practice or they may have axes to grind which bias their answers. A good action plan will not simply take everything that is said as of equal worth. The group carrying out the evaluation needs to discuss the results, prioritise suggestions and exercise a corporate wisdom as to what needs to be done.

Here’s a detailed step-wise process on how to set up a 360 Degree Feedback system:Step 1: Configure the 360 Feedback Process– Decide the Period: Define the period of the Review. Here you decide what the Review will be denoting the performance for which timeline.Understand that this is not the Review frequency, i.e. how many times you would like the 360° Review to happen.– The frequency of 360 Degree Feedback: Decide, how frequently you would like to have a 360° Feedback process. You may just look at it as a one-time process, but then it’s a bad idea! How you will process how the employee has improved over the past feedback and implementation.The frequency of 360 Feedback can be Monthly, Quarterly, Half-Yearly or Annually. We would recommend to have Quarterly 360 Feedbacks or at Max Half Yearly.– Decide the coverage of the 360 Feedback, i.e. who all in your organization will be covered in the 360 Feedback. Do you want all the departments to go at once, will there be separate reviews going for C-Level executives and Mid-level ones?No matter how much we say it, putting down things and documenting has a different effect and helps to separate the sound from the noise. This will the first step to formalize and document your entire process.Step 2: Define the number of Feedback givers– You have to decide the type and the total number of Feedback givers. Decide the highest upper limit of feedback givers for any employee.For example, a person can get up to 4 senior feedbacks, 7 peer feedback, and 3 junior feedback at max.– Make sure the number you select for feedback providers is an adequate representative sample so that the feedback is representative.– Do you want the employee also to also give Self-Assessment? A vital part of 360° Feedback and is recommended to have a Self-Evaluation. Employees may perceive themselves as one thing, but it’s important to understand how people are thinking about your approach. This also helps to find out blind spot and hidden strength (discussed later) in the report analysis.– Note you do not decide here, who will be the 360° Feedback providers here. It’s just the number we are giving.Step 3: Set Feedback AttributesFoundation of 360° Feedback is the types of questions asked and their relevance. You have to ask either Work-related Behavioral attributes or Performance Attributes or a combination.– If you selecting Work Related Performance Attributes you can put in points likea) Gets things doneb) Listens Carefullyc) Gives Feedback and direction.d) Expresses Information and priorities clearly.– For rating scale, you can use a Likert Scale. The format of a typical Likert Scale can is defined hereA) Strongly disagreeB) DisagreeC) Neither agree nor disagreeD) AgreeE) Strongly agreeYou can link the values of the scale above to numerical values, to help you asses and get a quantified result.– Work-Related Behavioral Attributes are the other type of questions you can ask. Examples of these Attributes are :A) Thought LeadershipB) Personal ConnectC) Problem SolvingD) Effective GovernanceHere you can rate employees differently. You can ask Feedback providers to indicate the Top 5 Strengths and Top 5 Improvements.– Work-Related Performance Attributes, as well as Behavioral Attributes, can be segregated into different perspectives like Internal Process, Customer, and Execution Focus. This will help the feedback owner a better understanding. Apart from a quantitative rating, make sure there is qualitative data also provided by the feedback owner.– Apart from Attributes to be rated upon, you can free text boxes for subjective questions for various commentsSome of the questions that you can ask feedback providers:A) 2 Work traits you should start withB) 2 Work traits you should immediately stopC) Any Behavioral SuggestionsD) Work Traits to continueOnce you have designed the Questionnaire/360° Feedback form, edit the form for different access. You may want the senior to answer a different feedback attribute about the employee, the junior something else and customer something else. The segregation of questions for various feedback givers should be based upon adequate familiarity with employee’s work behavior, otherwise, the feedback can be moot, destructive and invalid.Step 4: Setting Feedback ProvidersEither you as an admin can select the feedback providers for all the employees. You can decide who will be the senior, junior, peer providing the feedback. If external customers are allowed then decide the Board Members for you CEO/COO, Customers for your Sales and Account Management teams, Vendor or Partners for vendor related roles.To make the feedback representative, select Reviewers (internal/external customers) make sure that feedback is representative.What if Employees want to select their 360° Feedback Reviewers?This is a good practice where you allowing employers to select 360° Feedback Reivers. Define a timeline within which they can select their 360° Feedback Reviewers. Once the selection is done by them, make sure that you can edit the list. This will make sure that a fair size and names of employees are selected to give the Review.Step 5: Define the timeline and set up monitoringSticking to a review schedule is important and will help you to complete the process within a certain time in a disciplined manner.Monitoring allows you to see if everyone has provided feedback, constant reminders are sent out to employees so that they complete the form in time.Step 6: AnalysisThe above 5 steps are only 50 % of the work done. Analysis and follow up to that with development plans is the crucial part.Just remember that 360° Feedback needs to be anonymous to the employees. They have the in-depth analysis but cannot know at a macro level the feedback provider.List the greatest strength of the employee:Identify the greatest strengths and show them to the employees. If you have selected Work-related Performance attributes or a Likert Type Rating scale, display strengths in descending order of the highest overall scores from each respondent group.If you had selected Work Related Behavioral attribute and asked the employee to mark the top strengths, rank the Attributes as per the highest percentage responded by the group.For your reference, have attached a possible calculation:List the development opportunities:We are typically not trained well to take negative feedback. So how do you perceive the weakness and those attributes where the employee did not get a good rating?Name them as development opportunitiesLike Greatest strength for Work Behavior, identify the attributes which received the lowest overall scores from the respondent group.If you had selected Work-Related Behavior Attributes and asked the employee to show weakness, showcase the Attributes rated the most in Improvement.Hidden Strengths:Hidden Strengths are typically those Work attributes (behavioral/performance) where others gave the person a higher ranking than what the person gave him/her. This is to showcase and bring in picture those traits which you don’t realize but others see in you.Blind Spots:Areas for specific improvement. This is where the employee has rated themselves/marked as strength and others (in the majority) have rated lower or marked it as a weakness. This helps to understand employee what is obvious that they cannot see and others can.Question and Competency Detail (Optional):You can have a bar chart depicting the gap in feedback ratings between Self and External as well as Internal Stakeholders.Or you can do mapping for different Attributes and what every feedback group had to say about it. (What % of peer group thinks the Attribute as strength or an area of improvement?)Remember, the idea here is to use the data obtained in a manner where employees understand the entire feedback process. A graphical representation like bar charts helps to map quickly the feedback and analyze the gap. Make the charts as such that it helps you and employee to plan employee development programs as necessary.Comments by stakeholders on Start and Stop behavior for improved performance:In the above steps, if you made sure that you allowing comments, like mention the behaviors to start and stop, make sure you represent that in the detailed feedback analysis.You can categorize the comments based on Feedback groups. Make sure the comments are anonymous. It can be a task to slice and dice between comments if there are many, you may only wish to indicate those which can be used in a better manner.Planning Development:You did the hard work by setting up a comprehensive 360 Feedback process. Not only you involved all the possible stakeholders for the all the employees, but you also ensured the process was conducted was time bound, detailed and specific, data gathered for analysis and created detailed reports with insights to behavior and performance at the workplace. Now the important part comes in of following up on the analysis and plan development.Development plans should be made to overcome the deficits. Earlier we made a section called Development opportunities which pointed out to the attributes which got the lowest overall score from each respondent group.For example, Bob always thought that Customer Focus was his strength and was going to take a course in Project Management. His colleagues who loved Bob’s work ethic and attitude thought a little different about Bob’s attitude to Customer Focus and thought it can be improved. On hearing this, Bob is relieved and may have training related to customer focus. This also helped him tremendously to select the right development plan and move ahead in the career, as he may have selected a development plan for a skill/attribute which was already his strength, for example, may be functional and technical skills.How you can connect 360 Degree Feedback and Performance Appraisals?Though it’s not a common practice to use 360 Degree Feedback with Performance Appraisals, as it is only looked like a passport to development plans and gauge skills.If you are still insistent, make it a part of the Performance Review with maybe a 70 % -30 % rating distribution between Performance Reviews and 360° Feedback.Since you may plan promotion and even compensation increment based, make sure the feedback givers have substantial opportunities to observe work performance of the employee, the feedback givers are informed that it will be for appraisal, have detailed weights(%-ages) for different components.The above process was a very elaborative way how you can do 360° Feedback. One of the key challenges that a facilitator faces is managing the forms, calculations and the analysis to be done.If a 360° Process is done well, it can be one those rare activities that someone’s life is transformed in a positive way, and does truly influence career and changes lives.Have a quick demo with our team and we will help you understand how GroSum will make 360 Degree Feedback easy and insightful for you.P.S: I work with GroSum. GroSum offers automated and seamless 360 Degree Feedback Tool. For a FREE demo, sign up here.If you are looking to set up a 360 Degree Feedback System for your organization, let’s connect.I can be reached at [email protected]

I just did a guest blog post for Women 2.0 on this topic that discusses my personal process & the more efficient way of tackling the problem through co-founder events/groups/meetups. I elaborate on FounderDating below, but the takeaways apply to the other organizations that facilitate the process .[I've tweaked the post to be more 'Quorappropriate'. Sorry for the self-promo, but here is the link to post: http://www.women2.org/founderdating-how-i-found-my-co-founder/ ]Questioning the assumption: Initially, I questioned whether I should even have a co-founder. I actually had to prove the concept to myself first before I could convince anyone else to work with me on the idea. I spent a few months validating my business concept by creating the product mockups and doing customer development. However, I needed to actually build it!Revelation: I first spent time trying to build it myself leveraging open source tools, applying my skills from a single CS class, and trying to be an autodidactic coder. My delusions of coding grandeur quickly subsided and realized that I was not going to hack it. Consequently, I either needed a tech co-founder or to pay someone to develop the product.Ok, Now What? : My rational (each to his/her own) to have a co-founder was even if I got a paid engineer or an outsourced team to build it, I would still need to build a team, and there would be continuous development needs. After interviewing and budgeting it out with a few firms and getting feedback from people who had both good and bad experiences, I decided outsourcing was my last resort.Thus, I embarked on the journey to find a technical co-founder. It’s the same process as sales and dating, and I know how to do both, well, at least sales… So, how hard can this be?Scoring Founder “Dates” On My OwnTarget Segmentation: First, I figured out my story — why am I and Sorced attractive? Then, what’s missing — clearly an engineer — and why do I want a partner? Then, I needed to determine who is the right match for me. What are my ideal match’s skill sets, background, age, geography, work style, level of commitment, compensation requirements, friend vs. new acquaintance, etc…? Given those criteria, where are the watering holes to find these engineers? Just like you’d go to the Mission in San Francisco to find a hipster, you need to identify where these people are hanging out both online and offline.Lead Gen: I utilized my friends, professional contacts, and Harvard networks by sending out emails to list serves, reaching out to people, and getting referrals. I navigated LinkedIn to meet with people and get intros. I reached out to people on Quora who were discussing relevant topics. I attended engineering-focused Meetups and networking events. Just like the low conversion rate from going to bars (unless it’s for that one night interaction), this is the same for finding a co-founder. A warm intro from a friend or participating in events and communities that specifically frame “finding a co-founder” (not just “startup happy hour”), you will — and I did — have better results.Qualification: After getting quite a few leads, I assessed from first glance if I got that initial flutter of excitement about the person, and then I further qualified them. I had a number of people that were very interested but were not quite what I was looking for based on geography (long distance is tough), level of commitment (it’s all about timing, so would they be ready to be monogamous, quit their job, and tie the knot with you ), or background (someone that compliments you).Opportunity Management: Now that I had a few people of interest, the courtship began.Pitching: You have to open the kimono both on your background, skills, and vision. You are selling yourself and your idea. So, open up about why 1) you would be awesome to work with, 2) this is a kick ass idea, and 3) the two of you would be great together! Being cagey or thinking someone is going to steal your idea gets you nowhere. You need to build a foundation of trust for the relationship to work.Dating/ Working: I started courting engineers, meeting with them 1-2 times per week to get to resolution as fast as possibleChemistry: Founding a company is a marriage. You need to make sure you are going to work well together, can communicate, balance one another, and bring out the best in the other person. This is more intuitive. After a few “dates”, do you click and does it feel right?Tech Assessment: If I were going to hop into bed with someone, I’d want to assess that they could perform well. I have a limited technical knowledge base, so I have a few advisors that were willing to do technical interviews. However, before even tapping my advisor resources, I was able to determine people were not right based on some of the following red flags:Using an antiquated or esoteric language: They’ve either not expanded their skills or are not learning new things. Additionally, if you want to hire more engineers, how hard will it be to find people using this language.Need to hire others: This communicates they might not be as good as you want or just can’t hack it and solve the initial problem. Thus, this is not the right co-founder for you. You might as well hire an outsourced team.“I’m overqualified”: This might be the case, especially since the first product is technically simple. However, this shows that they have not bought into the vision and you.Closing The Deal: Well, I didn’t. After a few months of this process, I had some highly promising suitors, but no one was perfect. So, why settle and get into something that would result in a suboptimal partnership or possibility of a divorce.The Magic Happened at FounderDating!I applied to FounderDating because there was nothing to lose — it was just intuitively obvious. After applying, I ended up fitting their bill for the following reasons:Qualified: I had a quality background. I was looking for a rock star co-founder and thus must be one too. They do an excellent job assessing backgrounds and ensuring that the people attending have a proven track record in their previous roles. I was highly impressed with the caliber of individuals.References: My references checked out. The application requires several references, who they actually reach out to and assess your credibility as a candidate. I chose a former boss who is very successful and thus credible himself and a colleague from a previous startup.Timing: I was working full time starting a company. They want people who are ready to take the leap and thus who already are or want to do this full time.Idea: I had an idea on which I was already working. While it is not required to have an idea, if you are a business person, you should have something you are excited about. Even though the idea and concept will change, and the important pieces is finding a co-founder versus an idea, having ideas show that you are actively thinking about and thus committed to doing something new. This also qualifies the relevant people with whom to be paired.Additional Qualification: Once I applied and my references checked out, the head of the San Francisco / Bay Area chapter at FounderDating, contacted me to have a 15 minute video-Skype interview to further determine if there might be other people in the pool that would be prospective fits.Relevancy/Matching: I was able to articulate and address all of her questions. At this point, she was assessing if there were other people in the pool of candidates who would be good matches. She alluded to a few different backgrounds of people who she had spoken to (one of whom turned out to be my co-founder) and get my feedback on if that was the type of person I was seeking. I received an invitation to attend the event.Pitching Yourself, Not the Idea: At the FounderDating event, emphasis was put on pitching yourself and NOT the idea. This was actually a great piece of advice, because ideas change and evolve in the early stages of the startup, it’s about the other person not the idea as much. Of course, we all snuck in a little bit about what we are excited about and the degree we are open to exploring other ideas. However, most of us did pitch our backgrounds and stories. Every conversation that I had was very high quality. I was impressed by each individual I met; each person was relevant to my prerequisites.Opportunity Discovery/Speed Dating: I met about 2-3 other people with whom were worth following up and with whom I “jived”. One of them became my co-founder. I knew right away that he was someone with whom I wanted to work. We had comparable energy levels and great chemistry during our first conversation. Each of us had mutual areas of interest, complimentary backgrounds, and compatible work styles. We just ‘got’ each other and the concepts we wanted to pursue. This was the ‘one’!Then, FounderDating had us split our group up into two and have the teams come up with a quick pitch to the other team. So, we chose a business concept, established the pain point, discussed the solution, identified monetization and customer acquisition strategies, and assessed market opportunity. Through this process, it gave us a sample of how the group works together and different people engage. Personalities and communication styles became very clear within minutes.After the group exercise, we were free to network some more and meet people outside of our group. I met about 2-3 other people with whom were worth following up and with whom I “jived”. Everyone I met was fairly interesting, and even though only one person became my co-founder, I made some very high quality connections.Post-FounderDating DatesAfter the event, the FounderDating team offered a great network and way to stay in touch.Online Community:They have created the online FounderDating online network, where our profiles were automatically created from our applications, and then we can connect with people who we met or want to meet in the broader FounderDating community. They are building more functionality into the site, a great community resource!Opportunity Management: I followed up with a few people having additional conversations about the business concept, and we continued pitching each other.Closing the Deal: It became very clear that the guy who I clicked with initially in my group and who the matchmaker also had in mind for me was the right fit. We did due diligence on one another through resumes, reference checks, technical interviews, and spending time together (basically reviewing the items offered in the FounderDating application).Before sealing the deal, we spent some time working with each other, and the engagement quickly turned into a co-founder partnership! FounderDating successfully made me a match with my co-founder.I had spent months trying to find and qualify people and did so within one evening at FounderDating. They did all of the lead gen and qualification for me to create a large pool of highly qualified prospective co-founders — all I had to do was close the deal. They have a large network, quality qualification process, and efficient way to interact with prospective co-founders. Hence, they are building a marketplace of hackers and hustlers to come together to form companies in a much more resourceful manner than haphazardly trying to find your co-founder on your own. I highly recommend FounderDating to anyone looking for a co-founder.FounderDatingFounderDating brings together super talented, handpicked entrepreneurs with different backgrounds and skill sets who want to start companies. We help them find the right match by making our resources available to them, including invitation-only events, detailed online profiles, and more. What differentiates FounderDating is the quality of our members: they excel at what they do, are passionate about innovation, and are committed to starting a new company in the very short-term.Other Co-founder OrganizationsOther organizations that the Mircea Goia mentions , I would guess are probably fairly comparable to Founderdating in their approach and process.I would also check out Jason Freedman's post: http://www.humbledmba.com/please-please-please-stop-asking-how-to-find