What factors are contributing to the declining completion rates for Korn Ferry's 360-degree feedback surveys among mid-level managers?

Introduction

Declining completion rates for Korn Ferry's 360-degree feedback surveys among mid-level managers present a critical challenge that requires immediate attention. This issue not only impacts the effectiveness of leadership development programs but also potentially undermines the value proposition of Korn Ferry's services. To address this problem, I'll employ a systematic approach to identify, validate, and resolve the root cause while considering both short-term fixes and long-term strategic implications.

Step 1

Clarifying Questions (3 minutes)

• Looking at the survey process, I'm wondering about the time commitment required. Has there been any change in the length or complexity of the surveys recently?

Why it matters: Survey fatigue could be a significant factor in declining completion rates. Expected answer: No major changes in survey length or complexity. Impact on approach: If unchanged, we'll focus on other factors; if changed, we'll prioritize survey design optimization.

• Considering the target audience, I'm curious about any shifts in the mid-level manager demographic. Have there been significant changes in the composition or workload of this group?

Why it matters: Changes in the target audience could explain shifts in engagement. Expected answer: Some increase in workload due to recent organizational restructuring. Impact on approach: If confirmed, we'll explore ways to better integrate the survey process with managers' workflows.

• Thinking about the survey distribution, I'm interested in the communication strategy. Has there been any change in how the surveys are introduced or followed up on?

Why it matters: Effective communication is crucial for engagement and completion rates. Expected answer: No significant changes in communication strategy. Impact on approach: If unchanged, we'll look at refreshing the communication approach; if changed, we'll analyze the impact of recent modifications.

• Reflecting on the broader context, I'm wondering about any changes in the perceived value of the 360-degree feedback process. Have there been any shifts in how the results are used or communicated within organizations?

Why it matters: Perceived value directly impacts motivation to complete surveys. Expected answer: Some organizations have reported challenges in implementing feedback effectively. Impact on approach: If confirmed, we'll focus on enhancing the value proposition and result utilization strategies.