November 15, 2002

Speaking of Business: Clear the air before starting assessments

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We are devoting several columns to an initial question about identifying and prioritizing improvement initiatives. Our approach is to first conduct appropriate diagnostic assessments, which we are discussing in a series of columns. In the previous column we discussed the nature and value of utilizing a management assessment.

In this installment we consider some tips on conducting a management assessment.

Planning for the assessment

A legitimate management assessment involves gathering the perceptions of others, which creates much organizational visibility. Human nature being what it is, if people are not given complete information about what is happening, they usually make up something that is less than positive. The result is confusion, speculation and gossip. To minimize this tendency, timely and accurate information should be communicated up front and throughout the process.

When planning an assessment, the managers involved should discuss and agree on issues such as:

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  • Why? What are the improvements and other results that are expected?

  • What management behaviors and activities are included on the assessment? (Note: the wording of the items on each type of respondent’s survey will be slightly different grammatically but the topic of similarly numbered items should be identical.)

  • What will the assessment survey look like? How will respondents do the rating?

  • What is the timeline for the assessment?

  • How will people be chosen to fill out the assessment survey?

  • How will the assessment surveys be distributed and collected?

  • How will confidentiality be handled? (Managers are not required to reveal assessment results to their superiors, and subordinate and peer ratings are compiled statistically to preserve the anonymity of individuals.)

  • How will the surveys be analyzed?

  • How will the results be compiled and presented to the managers?

  • How will the results be used to assist the managers?

    All the managers should be able to tell a common story about these issues. Nothing triggers the negative rumor mill more than disparate and confusing information from managers.

    Next, the managers should decide how information about the assessment will be communicated to the organization at large and to the specific individuals being asked to fill out surveys.

    Communication to the organization at large should be general. It should explain:

  • Why the assessment is being done.

  • How the results will be used.

  • Expected benefits.

  • How to ask questions and get answers.

    Communication to specific respondents should include (in written form with verbal backup):

  • A personal introduction from the highest-ranking manager involved (or higher).

  • Assurance of confidentiality and anonymity for subordinates and peers (otherwise you will not get honest answers).

  • General information like that given to the organization at large.

  • Encouragement to honestly and objectively rate the manager.

  • Clear instructions for filling out the survey and specific details about what they are supposed to do and when.

  • What will happen after the surveys are completed.

    Conducting the assessment

    The survey, along with a message from the highest-ranking manager and an instruction sheet, should be enclosed in a sealed, stamped envelope that is addressed to the neutral scoring location (the assisting consultant, for example). Managers should hand deliver the envelopes to his or her subordinates, thank them for helping and answer any questions they may have.

    Superior and peer surveys can be distributed directly to each manager since all the managers should be familiar with the process.

    Compiling assessment results

    Once all the surveys have been received, the results should be compiled in a way that highlights areas of interest for each manager. For example, high- and low-rated items, management areas and items and areas with large differences between various types of respondents. The ratings of subordinates and of peers should be combined statistically (average and distribution) to ensure anonymity for the individuals involved.

    For example, highlights include:

  • A high rating by self and others.

  • A low score by self and others.

  • Large rating differences between types of respondents.

    Action planning

    Assist managers to understand the possible reasons behind the highlighted areas. If the reasons are not clear, how can the manager understand the reasons better? Always get clarification from your superior or subordinates.

    Then assist managers to take pride in positive ratings and develop improvement action plans for problematic areas. Action plans should include what will be done, by when, with whom and how results will be evaluated.

    If you have any questions about conducting a management assessment, please feel free to contact us.

    Greeley resident Russell Disberger is a founding member of Aspen Business Group, a Northern Colorado-based specialty consulting and venture-capital firm assisting businesses in obtaining strategic growth. He can be reached at (970) 396-7009 or by e-mail at russell@aspenbusinessgroup.com.

    • We are devoting several columns to an initial question about identifying and prioritizing improvement initiatives. Our approach is to first conduct appropriate diagnostic assessments, which we are discussing in a series of columns. In the previous column we discussed the nature and value of utilizing a management assessment.

    In this installment we consider some tips on conducting a management assessment.

    Planning for the assessment

    A legitimate management assessment involves gathering the perceptions of others, which creates much organizational visibility. Human nature being what it is, if people are not given complete information about what is happening, they usually make up something that is…

    Russell Disberger
    Categories: Uncategorized
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