SCANNER FREEMONT / Data Analyst
Freemont is responsible for the digital conversion of survey responses while adhering to strict quality standards set forth by its managers. Freemont began its career at TruScore in 1996 as a Data Analyst and quickly became pivotal to TruScore's success. As the years passed, Freemont has slowly matured into part-time Data Analyst while also holding many positions in the work environment including On The Floor, On The Empty Desk, and Hold The Door (AKA Hodor).
RON SACCHI / Master Coach
A former Operations Manager in the High Tech Industry, Ron Sacchi brings decades of leadership and management experience to the organizational development and the executive coaching arena. An energetic thought-leader with a track record of success in all areas of Human Capital development, he has consulted and coached managers in start-ups, joint-ventures, high tech, pharmaceuticals, and media. Because of his business acumen and creative approaches to behavioral change, he is respected in the HR community specifically for the ability to direct, motivate, influence and inspire leaders to improve performance.
Holding an MBA from Saint Mary’s College, Mr. Sacchi is also licensed in various management, leadership and psychological profiling tools.
CARLANN FERGUSSON / Master Coach
Carlann inspires leaders to reconnect to their individual purpose and lead with contagious energy. She ensures leaders gain deep self-awareness and eliminate self-sabotaging behaviors. Her guidance is based on coaching, training and selecting hundreds of executives across diverse companies as well as her own journey into the executive ranks.
Carlann is the author of the highly acclaimed book The Insightful Leader: Find Your Superpowers, Crush Limiting Beliefs and Abolish Self-Sabotaging Behaviors (Praeger, June 2018). She holds a master’s degree in Industrial-Organizational Psychology. Her thirty years of experience include leadership roles in Fortune 500s, the private sector, and the U.S. Government. Carlann has been a featured guest on ABC News Radio, Wharton Business Radio and has been cited in CBS MoneyWatch, International Business Times, Newsday and Workday.
DR CHUCH MELTZER / Master Coach
Dr. Chuck Meltzer is a Master Coach and President of the SynTECGroup, an organizational development consulting firm. As an executive coach, he draws on his training at a doctoral level in psychology, direct senior management experience and management consulting with a wide cross section of industries. He has developed an extensive series of strategies to assist leaders in creating organizational wide and personal change. Dr. Meltzer has a decade of direct senior management experience and 20 years’ experience functioning within his consulting and coaching practice. His coaching approach is solution focused and time framed. Based on determined goals, a personally customized approach to the process has enabled his clients to realize sustainable change in a manner that allows them to enhance their effectiveness and success as leaders within their organization.
Dr. Meltzer is certified and a master trainer in several coaching assessment tools that he employs within his practice.
ERIN HIRSCHLAND / Master Coach
Erin is an organization development expert with nearly two decades experience serving organizations of all sizes across industries on a broad range of issues. Working with leadership teams, she helps articulate an actionable vision and corresponding values, connecting these to organizational strategy, execution and results. Her tools of choice include senior team retreats, one-on-one executive coaching and proven survey and related instruments.
Erin’s additional expertise includes designing employee selection systems, developing performance management tools that increase performance across the organization over time and employee and customer experience metrics. An effective facilitator and coach, Erin works with leaders and their teams to build trust, commitment and results.
She holds a Bachelor of Arts degree in Psychology from the University of California, Santa Barbara and a Master of Arts degree in Industrial/Organizational Psychology from the University of Colorado.
SONYA D HAMILTON / Senior Assessment Consultant
Sonya is a Senior Assessment Consultant at TruScore with over 24 years of experience designing and delivering 360 feedback solutions and providing 360-based coaching, training and interpretation.
Sonya has extensive experience working with Managers and Leaders, guiding them through the feedback and development journey and providing insights and direction to help maximize their impact within the organization. Sonya’s areas of expertise include 360-based coaching, 360 data analysis and interpretation, Train-the-Trainer certifications, facilitation, survey & questionnaire design, and the design and delivery of assessment programs.
Sonya has a Bachelor’s degree in psychology and a Master’s of Science degree in Industrial & Organization Psychology from Springfield College with a specialty in Counseling and Psychological Services. She is a Master Trainer for TruScore and the Clark Wilson Task Cycle surveys receiving a Certificate of Achievement in “How to Train a Trainer”. In addition, Sonya is certified to administer a variety of other psychometric instruments including employee engagement and organizational instruments as well as the line of Hogan Personality Assessments.
KAYLEY MOTZ / Assessment Advisor
Kayley draws on her extensive customer service background to provide clients with prompt, quality support. In her role as Assessment Advisor, Kayley works to ensure clients’ needs are being met. She assists in project set up and management, as well as processing and quality checking feedback reports. Kayley also aids in the execution of the day-to-day responsibilities of the production team, such as coaching session scheduling and tech support.
CRYSTAL HUGHES / Assessment Advisor
Crystal leverages her extensive background in Industrial-Organizational (I-O) psychology as she manages the day-to-day operational and tactical aspects of multiple and large scale projects for TruScore.
Crystal assists clients with setting up and managing feedback projects, and serves as the point of contact throughout the entire process. She quality checks feedback reports, and provides tech support when needed.
ELLIE SOLOMON / Assessment Advisor
Ellie manages project implementation for the entire 360 assessment feedback process and ensures that each client’s unique needs are met on time and in an efficient manner. Ellie consults with clients who use TruScore’s off-the-shelf Task Cycle® instruments as well as providing hosting solutions for clients using their own survey content, including custom processes and reports. She helps clients navigate through the TruScore® survey hosting software, having literally written the handbook that several clients are using.
She coordinates and implements all translation efforts, including soliciting bids, managing timelines, providing files to the translation companies, implementing translations for the web pages, and testing.
ULLA WESTERMANN / Software Engineer
Ulla uses her years of experience as a software engineer to maintain and add new features to TruScore's applications. She also helps with customizing feedback reports based on client needs.
HANK CURTIS / Business Development Manager
Hank manages and assists in the analyzing, planning, research, and development of TruScore’s objectives and strategic plans in order to achieve business opportunities, growth, and financial profitability.
Hank drives the expansion of TruScore’s direct sales, establishes relationships with TruScore’s clients, identifies clients, and keeps up-to-date on industry trends and client developments.
TAYLOR BRANTON / Bookkeeper
Taylor is responsible for managing payroll and employee fringe benefits programs, in addition to organizing company gatherings and outings. Taylor oversees day to day accounting needs as it relates to client invoicing, accounts payable, and general compliance requirements. She also has a hand in month, quarter, and year end reports and works closely with the CEO and CTO to furnish details necessary to make accurate business projections and decisions.
KURT BLAZEK / Design Director
Kurt uses a unique blend of strategic thinking with dynamic executions to create TruScore’s visual and interactive design. He is responsible for creating, evolving, and sustaining the company’s brand to internal and external stakeholders through multiple mediums. He oversees all of TruScore’s digital strategies, along with the implementation of social media tools and techniques.
Kurt leverages TruScore’s marketing and messaging information to identify, evaluate, and apply methods to maximize the effectiveness of the search campaigns across all of the major search engines. He tracks and measures the ROI of search engine rankings, direct print, and marketing websites.
JOSH SHEETS / Chief Operations Officer
Josh is responsible for all day-to-day aspects of managing the operations and various functional areas including business development, sales and marketing, client delivery, vendor relations, human resources, and IT.
Josh helps to ensure outstanding customer service, and the administration of long-term and day-to-day business processes that complement the delivery of high quality, innovative customer-focused survey tools, assessments and hosted survey offerings.
TOM KUHNE / Managing Partner and CTO
Tom joined TruScore in 1995 and has served in a number of roles, including Data Analyst, IS Manager, and VP & CIO. In his current role as Managing Partner and CTO, Tom is the driving force behind TruScore's technology vision for the present and the future. He manages all aspects of TruScore’s information systems, ensuring all systems meet the highest functionality and security standards.
Tom enjoys working hand in hand with clients and partners to make sure TruScore® delivers the technology and advancement that has become expected of it as a leader in the online assessment marketplace.
DEREK MURPHY / Chief Executive Officer
Derek joined TruScore in 1996 and has served in a number of roles, including Data Analyst, Operations Manager, and President & COO. In his current role as CEO, he is responsible for planning and implementing the strategic direction of the company. In addition, Derek is involved in product development and overseeing the day-to-day business operations for TruScore.
TruScore founder Dr. Daniel Booth, a pioneer in the field of assessment of leadership and management skills, served as a mentor to Derek for more than a decade. During this time, Derek became certified on TruScore’s full line of management and leadership assessments. He currently uses these skills to lead content debriefings with customers and partners on a regular basis.
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The process of implementing a 360 assessment is just as important as the assessment itself. The way the process is designed and executed can have a significant impact on the effectiveness of the feedback and the overall success of the program.
A reliable and effective 360 assessment process can provide valuable insights into an individual’s performance and help to create a culture of feedback within an organization. It is important to ensure that the process is well-designed and administered to maximize the benefits and minimize any potential drawbacks.
Let’s unpack the process in detail taking a look at some of the critical aspects that can determine 360 assessment success.
Determining the objectives is typically the start of the process. It is the preliminary work of figuring out the goals and what is needed to meet those goals before, during, and after the process. By identifying the objectives of the 360 feedback program, you can ensure that it aligns with the broader goals of your organization. This ensures that the feedback program supports and reinforces the organization’s values, culture, and strategic objectives.
In short, determining the objectives and needs of a 360 feedback program is important because it helps to align the program with organizational goals, provides relevant feedback, focuses development efforts, and improves engagement with the feedback process.
The 360 assessment is the foundation of the entire 360 feedback process, and it is crucial to identify the best assessment solution to ensure the success of the program.
The assessment should be designed to measure the specific skills and competencies that are most relevant to the individual’s job responsibilities and performance expectations. Additionally, the assessment should be structured in a way that provides accurate, reliable, and actionable feedback to the individual being assessed.
“”The 360 assessment is the foundation of the entire 360 feedback process, and it is crucial to identify the best assessment solution to ensure the success of the program””
Ultimately, investing the time and resources to select the right 360 assessment tool can lead to more effective and meaningful feedback, as well as greater individual and organizational growth and development.
Choosing the right 360 feedback assessment requires careful consideration of several factors. Here are some key steps to help you choose the best solution for your needs:
By following these steps, you can select a 360 feedback assessment that aligns with your goals, culture, and needs, and that will help drive growth and development for individuals and your organization as a whole.
To ensure the accuracy and effectiveness of the 360 feedback process, it is essential to have a clear and comprehensive communication plan that addresses the goals of the program, the process, and the responsibilities of the participants.
The communication plan should include the following:
By having a clear and comprehensive communication plan, organizations can help to ensure that the 360 process is successful, accurate, and acted upon. It also helps to build trust and transparency with participants and stakeholders, which is critical for the success of any feedback process or change management initiative.
Soliciting and collecting feedback is a process that includes its own set of best practices. In general, it’s a simple concept but it’s worth explaining if you are unfamiliar with 360 feedback.
To simplify the explanation of the collection process the person being rated will be referred to as the “”Participant””.
The above represents a common 360 assessment process for completing the assessments. The process is rather simple and can be easy to manage depending on the assessment platform.
When a participant meets the minimum number of 360 feedback assessments by the specified deadline, a comprehensive feedback report is generated and delivered. These reports typically encompass a summary of the feedback provided by raters, along with an additional self-assessment contributed by the participant. The inclusion of benchmark data and developmental recommendations may also be part of the report. The distribution of these reports usually takes place before or during a scheduled feedback event or coaching session, either in person or virtually.
For first-time participants, it is strongly recommended they receive their feedback report during a coaching or feedback event. This approach ensures that the report can be reviewed and discussed in a positive and supportive manner.
First-time participants are recommended to attend a 360 assessment workshop or coaching event to help facilitate proper interpretation of their feedback report. These events are designed to help individuals understand how to interpret and use the feedback provided in their reports. Participants can expect activities such as identifying key strengths and development areas, setting goals, and creating a plan for improvement.
“”For first-time participants, it is strongly recommended they receive their feedback report during a coaching or feedback event. This approach ensures that the report can be reviewed and discussed in a positive and supportive manner. “”
Coaching, in particular, is an essential component of the 360 process, as it provides a safe space for participants to explore their feedback. A skilled coach can help participants identify patterns in their feedback, clarify goals, and develop practical strategies to make lasting changes. A coach can guide the participants through their results, focusing on the behaviors they need to improve while filtering and diffusing their emotional responses. With the guidance and support of a coach, participants can leverage their 360 feedback to create positive and meaningful growth in their leadership effectiveness.
Following a 360 feedback coaching session, participants create an individual development plan based on the feedback report or data received. The development plan typically includes specific actions and goals that the participants will take to improve their performance in the areas identified in their feedback report.
The development plan should be created by the participant with support from their coach or manager, if applicable. It should reflect the participant’s unique strengths, weaknesses, and development needs, and should take into account the goals of the organization. Participants are encouraged to share their development plan with their stakeholders, such as their manager, peers, and direct reports, to ensure alignment and support.
Overall, creating a development plan is a critical step in the 360 assessment process, as it helps participants turn the feedback received into actionable goals and plans for improvement. By taking concrete steps to address the areas identified in their feedback report, participants can improve their performance, develop their skills, and contribute more effectively to their organization.
Keeping stakeholders informed of personal development progress is an essential part of the 360 feedback process. This can be done through regular check-ins with their manager or coach, sharing progress reports, and discussing progress in team meetings or one-on-one conversations.
To measure progress, participants may go through another 360 feedback assessment at a later date, or use pulse check assessments, to gauge progress on specific skills or areas of development. Pulse check assessments are typically shorter and are designed to measure progress on specific goals or development areas. Additionally, they are oftentimes deployed more frequently than full 360s.
By tracking progress and sharing it with their stakeholders, participants can demonstrate their commitment to personal and professional growth, build trust and credibility with their colleagues, and align their development efforts with the goals of the organization.
360-degree feedback programs are ubiquitous in corporate training, but the difference between a successful one and a huge waste of resources oftentimes comes down to a well-thought-out and executed process. By ensuring a well-structured and carefully administered approach, organizations can maximize the benefits derived from the feedback, while also mitigating any potential drawbacks. Embracing a thoughtful and strategic approach to 360 feedback implementation will undoubtedly contribute to the growth and development of individuals, and the organization as a whole, fostering a culture of continuous improvement and excellence.
