360° feedback at Stuttgarter Versicherung

Our client’s concern

Growing closer – is the motto of the change process of the insurance company. Growing closer also means to support an open corporate culture and the exchange between executives and across different levels. Bearing that in mind the executive board of the Stuttgarter instructed KI.M to conceptualize and support the implementation of a 360° feedback. In the first round the focus was on the executive board and the top-level management. In this year’s session the division managers are going to be the feedback recipients.

The project

KI.M took care of the conception of a customized questionnaire which meets the demands of the insurance company, supporting the communication process, the operative implementation and furthermore accompanying the follow-up process.

The project was presented to the managers within the scope of a workshop. In the following phase of implementation the managers invited their feedback providers to take part in the survey. Each feedback recipient received apart from his individual report a coaching session to be able to interpret the results in an adequate way and draw conclusions for the personal development. The overall results were presented and discussed on a group level.

The result

Thanks to an excellent participation rate of 98% all managers received a significant and conclusive result. The attendance for the following coaching sessions was 100%. Furthermore, the content encouraged interesting discussions regarding cooperation within and across different departments. This topic will be dealt with within the scope of an executive retreat. 

Dr. Franziska Dietz
Dr. Franziska Dietz
Psychologist (Diploma), Managing Consultant
Contact

1 Project layout

Special features of the 360° feedback at Stuttgarter Versicherung

1. Management board as a role model

For the premiere of the 360°-feedback for leading managers at Stuttgarter all members of the executive board were dedicated and participated not only in their role as a superior but also as an active feedback recipient.

2. Feedback from the general management

A further characteristic of this particular case was the addition of a feedback by all members of the executive board (in addition to the superior). This “diagonal-feedback“ was supposed to give the leading managers an orientation on how they are perceived “up there“ apart from the opinion of their boss.

3. Growing together

An important result of the individual development measures was the encouraged exchange on various levels in differing constellations. The 360°-feedback was another impulse for an open communication across colleagues, with employees but especially across all departmental boundaries.

2 Dimensions of the 360°-feedback questionaire

In collaboration with the talent management department at Stuttgarter Versicherung, we developed a questionaire which illustrates the factors for successful leadership at the company. Each dimension consists of about 5 statements and is answered by strong>chosen feedbackprovider-groups. For example superiors and employees are asked to give feedback regarding the topic of “promoting employees” and regarding “operational management“ only the employees are asked because most of the times the superiors don’t have an extensive insight into the daily leadership skills of their employee.

3 Extract from an exemplary report

4 Evaluation of the 360°-feedback system

legend: 1* = bad, 2* = inadequate, 3* = satisfactory, 4* = very good, 5* = exellent
legend: 1* = bad, 2* = inadequate, 3* = satisfactory, 4* = very good, 5* = exellent

Both the feedback measure as well as the communication process were evaluated. Overall a total of 150 managers took part in the evaluation.

5 Client’s reference

The Stuttgarter Versicherungsgruppe has implemented a 360°- feedback for the first time. Throughout the entire process the cooperation with KI.M was characterized by a well-structured preparation, an individual and professional design and conceptualization as well as a flawless support during the survey.
As a result for our company, the 360°-feedback has supported us in establishing new ways of communication which haven’t been used before and further contribute to an open and constructive collaboration. We would like to thank KI.M for the great support and help.

Nadine Köngeter
HR