Evaluating competencies: the conception and implementation of a 360° feedback instrument for managers. A case study

Abstract

International audienceHow can we evaluate competencies? What instrument can we use to implement individual and organisational development? To provide some answers, we present the results of a study addressing the conception and implementation of a 360° feedback-type instrument for managers. Our goals were to identify the conception process of the evaluation instrument, then the way in which it is implemented in organisations. We used a qualitative methodology consisting of a case study addressing the conception and implementation of a tool (the '4LS' Evaluation) used in organisations to develop the competencies of 3638 managers. Our results show primarily that, if a pragmatic approach was used in the conception of the instrument, the outcome is congruent with self-determination theory. Secondly, the way the system is used, and the transmission of its related competencies, follow a dual process: the self-development of competencies and the standardisation of behaviours. In this paper, after setting out the research problem based on a literature review, we will present the main features of our methodology, followed by the results and their discussion. We will arrive at the first elements of a model and an outline of future explorations. In conclusion, does the instrument support a conditioning or learning process