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Invest in your Career: Join the Network
Please note that due to these changes, membership applications are not currently being accepted
Starting on July 1, 2013
Membership to the Network
became free for Individual
Benefits of Joining The Network
o Exclusive Networking Opportunities
o Mentorship of Future Organizational Leaders
o Reduced Rates at National and Regional Conferences
o Interactive Webinar Series
o Social Work Manager, Quarterly Newsletter
o Opportunities to Serve on Network Committees
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o Shelly Wimpfheimer, DSW, LCSW, CSWM, President, Wimpfheimer & Associates and Executive Director of the Community Chest
o Louis Donnelly, MSW, PhD. Student
o Graduate Research Assistant
o Rutgers School of Social Work, Institute for Families
“
The 360 Assessment: A New Tool for
Evaluating Managers’ Performance”
March 3, 2014 at 11:00AM PST/2:00PM EST
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This instructional series features Network’s Human Services Management Competencies, a framework for describing the skills necessary for the successful
management of both public and private nonprofit organizations.
A Guide for Non-Profit and For Profit Agencies, Foundations and Academic Institutions
Competency: Possess interpersonal skills that support the viability and positive functioning of the organization
Leadership
1. Demonstrates the ability to assume different leadership styles as appropriate to the situation
2. Possesses strong skills in emotional intellligence, self-awareness, self-mastery, etc. 3. Is able to find common ground with others and form positive relationships easily 4. Recognizes the value of optimizing the human potential of staff and insures that the
organization develops healthy and productive practices that develop staff in all ways 5. Demonstrates the ability to assemble a leadership team of individuals whose skills and
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• Background on management and leadership competencies
• Instrument to assess management competencies • Results from 360 assessment - case study
• Strategies for implementing 360 evaluation • Other applications of the management
competencies • Q & A
• Relevance of competencies for different levels of managers
• Not all competencies are relevant for all managers in all organizational contexts (e.g. public management)
• Greater expectations for collaborative decision-making
• More emphasis on effective implementation
Background on Management and
Leadership
Emotional Intelligence – The Fundamentals
1. Self Awareness 3. Social Awareness 4. Social Skill 2. Self ManagementEffective Management
• Values and mission are ever-present • Value learning and openness
• Able to reflect on own skills and abilities
• Willing to consider new approaches to managing/leading
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• Identify individual and organizational strengths and areas in need of improvement
• Promote greater self-awareness of managers • Facilitate important topics of discussion during
mentoring and coaching sessions
• Utilize information for individual and organizational development
Context of 360 Evaluation Case Study
– State human service agency
– Evaluation of local office managers
– Modified list of NSWM competencies approved by the agency administration
• Adapted for managers of public organizations – Managers engaged in an 19-month management and
leadership training program • Monthly trainings
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Administration of 360 Evaluation Case Study
– Administered 10 months into training program – Managers evaluated their own performance
– Supervisors voluntarily completed evaluation of manager – Two (at least) supervised by manager voluntarily completed
evaluation of manager (staff selected by manager)
– Supervisors and staff made aware that responses would be shared with managers
Sample of Participants
– 43 managers evaluated • 90% Female
• 68% with Master’s Degrees • 32% with BA’s only
• Average 5.4 years management experience
• Average 19 years experience in public organization – 43 supervisors evaluated the managers
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Development of 360 Evaluation Instrument
– 14 competencies
– 3 to 6 behavioral statements for each competency – Agreement indicates high competency
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Aggregate Results
– Competency strengths:
• Human resources; Financial management; Internal controls
– Competencies in need of improvement
• Stakeholder relationships; Learning processes; Strategic management; Community collaboration
– Performance indicators in need of improvement
• Management functions related to external stakeholders
– Minimal differences by background characteristics
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Experience Processing the Results
• General reaction positive
• Participants reflected on who they chose to participate in the process
• Participants were generally willing to examine their self-assessments
• Participants were interested in using this process to evaluate other staff
• The confidentiality of the process was a strong factor in participants acceptance
Using the Results in Coaching Sessions
• Discussion of how the results were organized in the report • Review of each type of results
• Discussion of similarities and differences and possible reasons for them
• Review of possible approaches to improving areas in which performance results from others varied
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Best Practices for 360 Implementation
• Preparing managers for examining their performance honestly
• Ensuring confidentiality
• Providing them with a coach they can trust
• Helping them select other participants in the process • Providing them with time to participate in the process • Permitting them to develop their own improvement plan • Providing them with honest feedback about their
Other Applications
• Recruitment/hiring • Appraisal/promotion
• Professional development • Organizational development
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