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Futures Housing Group

“The 360 Questionnaire got a really good response and great engagement from the people asked to give feedback – it’s been a positive experience for the organisation”

Background

Futures Housing Group was formed on 5 November 2007 to act as the parent company of two social housing providers: Amber Valley Housing Ltd and Daventry & District Council.

Since then, the Group has continued to expand and as well as providing around 9,100 affordable homes, it also owns a social enterprise grounds maintenance company, Futures Greenscape, a commercial development company, Limehouse, and co-owns Access Training, a further education company.

The Group has embarked on an integrated change programme across the Group incorporating our values and corporate plan.

As a result of our ambitious plans, and our desire to grow the Group further, we wanted to focus on building the leadership capabilities across our business.

We will be able to measure changes and confidence levels by running repeat 360s and reporting on the results – by individual, by team and by other criteria – which will allow us to make strategic decisions about development and performance plans.

Nicola Hope

Nicky Hope, Director of Business Transformation

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Our leadership development goals

We had already developed a clear picture of the critical skills and capabilities that Leaders in Futures Housing need to apply in order to deliver our plans for growth. These were defined through a set of leadership competencies.

What we needed to do was to focus our leadership on increasing their awareness of their strengths and development needs, based on our leadership competencies. We agreed that the way to do this, and to support our teams, would be to commission 360 Degree Feedback for each member of the team, followed by a coaching session to analyse the feedback received, and inform their personal development plans. We also wanted to improve the performance conversations that leaders were able to have with their line managers, and, in the future, their own teams.

So we needed to be able to deliver a professional, relevant and bespoke 360 to the organisation, in keeping with our values. The process needed to be smooth, efficient and cost-effective for us, and flexible enough for us to be able to make changes as required.

We also wanted to deliver the feedback to participants in clear, uncluttered reports that highlighted areas of strength and development needs.

How Track 360 helps us

Track Surveys were brought on board following a tender process.

The first thing Track were able to do was to break down the overall leadership competencies into a usable 360 Degree Feedback questionnaire, focusing on observable actions that could be rated by each leader’s colleagues. The 360 questionnaire and reports were rated by the users as very helpful and simple to use and understand – a key requirement in making the 360 engaging for users.

We were then able to use the Track 360 platform to run our 360, first for a pilot team, and then for a further group of leaders, providing consistency and a professional experience for both the feedback givers and the people receiving feedback.

Finally, we were able to generate reports that were easy to understand, detailed and helpful because of the mixture of text and ratings.

The Track 360 system is intuitive, very easy to use. It’s easier, faster and more user friendly than previous tools we have used.

The Track support team was really quick and responsive, dealing with support queries quickly and helpfully.

The Administrator Training Video provided was really good and we were able to refer to it as and when we needed to.

Outcomes and improvements

The Track 360 system is intuitive, very easy to use. It’s easier, faster and more user friendly than previous tools we have used.

Sally-Ann Gretton, HR Specialist

Following their 360 Feedback, leaders are now more aware of how they are perceived by their colleagues, their leadership attributes and the areas they need to improve. They are actively having feedback conversations with their line manager.

People have been talking about their feedback as they got it, and there are more quality conversations taking place.

The 360 Questionnaire got a really good response and great engagement from the people asked to give feedback – it’s been a positive experience for the organisation.

As an organisation we have a system that we can adapt and change as our organisation changes.

Importantly, we will be able to measure changes and confidence levels by running repeat 360s and reporting on the results – by individual, by team and by other criteria – which will allow us to make strategic decisions about development and performance plans.