Member Since: 15th Apr 2008
Jo Ayoubi is CEO and co-founder of Track Surveys.
At Track, Jo has advised on, and led the development of 360 and other online assessments for leading organisations including John Lewis Partnership, Waitrose, Baker & McKenzie, Nuffield Health, Fujitsu and Saudi Telecom.
She has also facilitated partnership programmes with people development companies including Cambridge-based Moller Professional Services Group.
Jo is also a qualified British Psychological Society Test User for Occupational Ability tests and Personality testing (OBPI).
Jo is the author of The Consultants’ Guide to Success with 360 Degree Feedback, and holds Bachelors (first class) and Masters degrees in French, Arabic & Politics.
Jo writes and blogs regularly on the topic of 360 Degree Feedback in performance and learning. Her recent papers include ‘Making Your 360 Degree Feedback more effective in delivering successful behavioural change’, and ‘Which Online 360? A 10-step checklist for choosing an online 360 Degree Feedback system’, published in association with Training Zone UK. Outside Track, Jo makes time to mentor students at Woodhouse College in London.
Prior to setting up Track Surveys, Jo was a learning and development director for the Corporate Finance business at Ernst & Young in London, where she was responsible for the training and development of over a thousand corporate finance professionals. Projects included learning management systems and online learning evaluations.
Track Surveys owns and operates the Track 360 online platform for bespoke 360 and other assessments.
CEO Track Surveys
13th Jun 2018
This article is a great reminder of the signs and consequences of a fearful organisation.
Leaders have a big role in the type of culture that develops in an organisaton. Where leaders operate
through fear, restricting information or unpredictability, this will tend to be replicated through the management levels, each level pushing the
fear down to the next one.
There are two reasons for this: firstly because that's 'the way things get done', and secondly because these are
the behaviours that are rewarded (whatever the company's values and mission statement say!).
Therefore starting to change a climate of fear has to start
from the top. Leaders need to understand the effect of their behaviours on others and therefore on people's performance and the company's results.
Feedback from peers, seniors and juniors is a good place to start this process of understanding and awareness.
19th Jun 2016
Great article and I agree that there's no magical formula for how much learning is formal or informal - it depends on the type of organisation and skills involved.
You may be interested in an article I've written recently on this - and how we in L&D can support a lot of the informal learning that goes on in organisations.
Here's the link, let me know what you think:
5th May 2016
Thanks Shonette/Andrew. I can see where you're coming from.
Do you think that just getting on with it means that the right things are learned? Not a leading question, am genuinely interested in your view.
5th May 2016
Thanks for your comment, Charles. What's your view on the informal learning side? Do you think we should try to measure it, or just let it happen organically?
5th May 2016
Thanks Russ. I do think this is something that is simple in concept, but can go awry sometimes. My experience is that it goes awry when we overcomplicate it?
I would love to read your case study when you publish it.
13th Apr 2016
Yes, I absolutely agree. A key part of our role in L&D is to be closely aligned and talking to senior leaders so we understand the strategy of the organisation - we can then, through using metrics, our expertise, research and professional discussions, make sure our organisation is planning for future change and roles.
12th Apr 2016
More generally, organisations are simply not good at developing the skills of their current workforce, and this leads to having to recruit externally - some of which is international.
Many companies struggle to measure or value
the skills of current employees - and that sounds like hard work. On the surface, it's seems to be a lot easier to advertise the best bits of a job, and pick from a line up of new people, than go through the effort of assessing, training and engaging the people we already have.
Of course, this ignores the huge cost of recruiting
externally, the cost of on-boarding and
losing people who don't fit in the culture of
We in L&D need to be able to provide solid data on current skills and capabilities, matched to
future needs (although these will change quickly) in order to support the organisation to develop its people from the inside, rather than relying too much on external hires.
19th Feb 2013
Thanks David, it's a great idea and brilliant for increasing communication but organisations will have difficulty giving more control to employees. They will also worry about any potential legal issues that might arise from using this type of open feedback approach as part of the performance appraisal system.
These things normally involve some kind of compromise, but in theory getting feedback from everyone you work with - on a regular basis - has got to be a good thing.
31st Jul 2012
I like your summary of the key things that make performance management effective, and would include all those elements!
In particular, research is showing that regular goal setting and reviewing, plus feedback, is much more effective than the dreaded once a year appraisal meeting.
Feedback of course is a critical tool for both the employee and their manager in getting a more rounded view of the employee's activities and performance when the manager is not there to observe. It's like a compass; regular checking with feedback gives an indication of progress and can help to re-align activities when necessary. 360 Degree Feedback, from various stakeholders, in a structured format, is helpful.
We have found that another very useful form of 360 Degree Feedback is for colleagues to be able to 'post' instant feedback online when they observe their colleague in action. People are encouraged to notice their colleagues doing things right, and to post up their observations as soon as they make them. This is motivational for their colleague, but also feeds into the regular goal reviews and discussions with the employee's manager. It's a nice angle, particularly as it works a bit like Facebook, so fits into the more interactive, social model of performance management.
The other key point I would make is that the performance management system needs to be both tailored to the goals and processes of the individual organisation, whilst being simple enough for people to use and understand.
Of course, the more employees and managers use the system, the easier it becomes, so a good performance management system should create a virtuous circle of activity and engagement.
15th Sep 2010
Thanks Mike, this is helpful.
This year, we've been doing a lot of 360 Degree Feedback training for our clients and their employees, and because our tools are delivered online, we've started to run online training events.
We've found that a combination of Webex and phone calling works well. Any ideas on how to do this more effectively would be welcomed.
From the trainer point of view, it's not always possible to follow your running order exactly, especially when a learner asks a question and you head off in a different direction. I have found a mind-map that show all the areas I need to cover really helps, and I can tick off each item once it's covered, but it's not linear so I can easily see what I haven't covered yet!
I look forward to seeing other people's tips.