Use cases / Healthcare organisation

Client case

Deepler 360 · Leadership

360-degree feedback example: developing team leaders in healthcare

A healthcare organisation wants to develop its team leaders in a targeted way. Not on the basis of one appraisal interview, but on feedback from the people they work with every day. With Deepler 360, team leaders get feedback from their manager, peers and team. Blind spots become the starting point of the development conversation.

Sector

Healthcare

Target group

Team leaders

Solution

Deepler 360

Application

360-degree feedback

In brief

The question

How do you develop team leaders based on more than one perspective?

The insight

The difference between self-image and how others see you is the best starting point.

The result

A concrete development goal, and a follow-up round that shows growth.

The question: how do you develop team leaders in a targeted way?

Team leaders in healthcare are under pressure: schedules, staff shortages and high expectations. Development is easily neglected, or gets stuck in general trainings. The organisation wants to know per team leader where the growth lies, based on what the people around them experience.

The approach: 360-degree feedback on your own competencies

With Deepler 360 the organisation chooses a competency profile that suits its team leaders, for example giving direction, coaching and collaborating. Each team leader completes a self-assessment and gets feedback from their own manager, peers and team members.

Choose competencies

A profile that fits the role

Collect feedback

From manager, peers and team

Report per team leader

With blind spots and conversation questions

The insight: the blind spot as the starting point

The report puts the difference between self-image and how others see you at the top. A team leader who rates themselves highly on giving direction, but gets a lower score from the team, knows exactly what the conversation should be about. The report adds conversation questions, so manager and team leader choose a development goal together.

The result: growth you can demonstrate

After a few months, a follow-up round follows with the same competencies. This makes it visible whether the gap is getting smaller. Development is then no longer a feeling, but something you can track together.
  • A personal development goal per team leader
  • A development conversation with concrete questions
  • Growth visible in the follow-up round

Making 360-degree feedback work: three lessons

360-degree feedback works best as a development tool, not as an appraisal. Three lessons:

Use it for development

Keep 360 feedback separate from appraisal and pay, then people dare to be honest.

Choose one development goal

Focus on the biggest blind spot instead of everything at once.

Measure again

A follow-up round shows whether the development is working.
Also read how an engagement survey made the influence of managers visible, or see how Deepler 360 works.

Frequently asked questions

Frequently asked questions about 360-degree feedback

With 360-degree feedback, someone gets feedback from several sides: their own manager, peers, team members and a self-assessment. This creates a more complete picture than one conversation.

An example: a team leader rates themselves on competencies such as giving direction and coaching, and the same questions go to their manager, peers and team. The report shows the differences per competency, with the biggest blind spots at the top.

Feedback from peers and team members is shown anonymously and at group level, so people can answer honestly.

Often once or twice a year, with a follow-up round after six to twelve months to make growth visible.

Discuss the biggest differences between self-image and how others see you and choose one development goal together. The conversation questions in the report help to make the conversation concrete.

Read more

More use cases

Deepler Culture

Client case

Merger of two organisations

Comparing two cultures in a merger

Both organisations measure the same cultural contrasts. That way you see where the cultures clash and where they strengthen each other.

→ Integration based on facts

Read the case →

Deepler 360

Client case

Financial services provider

360 feedback as the basis for talent management

A team heatmap of 360 feedback shows where the talent is and which competencies need attention, as the basis for talent and succession conversations.

→ Talent conversations based on feedback

Read the case →

Deepler Journeys

Client case

Retail organisation

Exit interviews that actually deliver something

Departing employees get a short exit questionnaire. The reasons become visible per department, so the organisation can reduce turnover in a targeted way.

→ Reasons for leaving per department in view

Read the case →

Deepler Culture

Client case

Housing association

Making culture change measurable after a new strategy

The current culture next to the ambition from the new strategy. That way you see where behaviour needs to change, and measure whether the change really happens.

→ Progress of the culture change visible

Read the case →

Deepler Journeys

Client case

Technical service provider

Less turnover in the first year

New colleagues get a short check-in on day 30 and day 90. With a low score, the team lead immediately gets a task.

→ Signals in time, not only at departure

Read the case →

Deepler Research

Client case

Construction group

 · 10,000+ employees

Managers see their influence on how their team experiences work

Two teams, the same workplaces, a very different verdict. The difference was the manager.

→ A fixed example in leadership development

Read the case →

Deepler Research

Client case

Logistics service provider

 · 1,000+ employees

Continuous feedback, directly in the hands of management and managers

Employees give feedback continuously. The outcomes are available centrally, so managers can get to work with them themselves.

→ Insight at every level, not just in HR

Read the case →

Deepler Research

Client case

Recruitment agency

 · SME

An EVP study in two weeks

With the EVP module, the agency found out within two weeks what employees really value. The basis for the employer marketing plan.

→ From research to employer marketing plan in 2 weeks

Read the case →

View all use cases

Do you recognise your situation?

In a demo we show you what a similar approach would look like for you. Start with one question, one team or one suite.

Request a demo