It measures observable behaviors, usually based on behavioral competencies (it can be your existing competency framework or Mentis will also be able to suggest from Mentis High Performance Competency Model). It will be able to show hidden strengths, the areas which the individual himself/herself did not realize but the others can observe, and improvement areas for development. 

Approximately 15 – 20 minutes max. The number of questions are based on the number of competencies you would like to measure (each competency has 4 statements for evaluation). Typically each commentator will require half this time to write responses to open-ended questions.

The Mentis High Performance Competency Model includes three meta-competencies: Self, People and Organization. We recommend that for each job role or level of job role an expert judgment is made about the competencies to be surveyed. This can be one expert or a group depending on how critical the project is. We suggest experts consider how the job role may change in the next 1-2 years to ensure the survey is future-proofed.

In addition we recommend that between 8-16 competencies are selected across all 3 meta-competencies (Self, People and Organization). The more senior the position, the more higher-level competencies are likely to be included; however senior colleagues also require both Self and People competencies.

There are 4 statements to be evaluated for every competency.

The scale used runs from 1-6 based on the following choices:

Almost never 
Rarely 
Sometimes 
Often 
Most of the Time 
Almost Always 

We recommend 1-2 weeks to set-up the design including choice of competencies. Deciding who will provide feedback as commentators can be a rapid process or require 1-2 weeks. Administration takes typically 1 day. We advise to allow at least 2 weeks for commentators to complete their survey. The Mentis platform enables automatic emails for progress chasing.

Obviously self assessment relies on only the Focus Participant and can provide powerful insights particularly when the person is willing to explore strengths and weaknesses.

Similarly for 180° feedback the choice of commentators is typically self (Focus Participant) plus their immediate supervisor or line manager.

For multi-source feedback the aim is to invite a representative network of colleagues who have enough experience to comment on the Focus Participant’s competencies. We recommend a target group of between 8-12 commentators. It is important to ensure that the anonymity of commentators is ensured. Commentators can be peers, line managers, direct reports or others. We strongly recommend that a minimum of 3 commentators are included in each group.

This decision is guided by a number of factors such as company climate and the purpose of the feedback. If the feedback is purely for personal development you may wish to encourage Focus Participants to make their own choices – often they may choose people who are politely to give positive feedback. 

For developmental programs which are intended to support succession planning or career management most employers will either:

a. ask the Focus Participant to recommend the commentator nominations and then verify these. or,

b. select commentators without involving the Focus Participant.

No – we follow the accepted practice which is to average all commentators’ evaluations. However, the report can show the average for each category of commentators (direct report, peer, line manager, etc.).

We use this term to refer to the person who is the target of the feedback and the intended recipient. 

The report can be viewed online or in PDF format.

Sample here: https://mentis-assessments.com/index.php/f360/module/index/sid/784596/token/LZmMlt4nCPLtFTh  

This can be saved as PDF by clicking the print button on the top right corner. 

The reports can be “whitelabelled” with client’s requested theme colour and logo.

Yes – subject to a fee  quotation if a significant amount of configuration is required – Mentis can set-up different sets of competencies for different job roles or levels of role. 

At the end of the survey there are a number of questions which are open-ended. These allow commentators to provide their own responses if they wish to. Our customers find this feedback very helpful as it provides more context to explore.

Typically we recommend the following questions: 

1. What are the main strengths of the individual and what should they keep doing?
2. What is the individual’s greatest opportunity for development and what can they do to improve?