360° Feedback: Barba Stathis’ Approach

Despoina Davidou: How did the need for developing managers at Barba Stathis arise?

Kyriakos Metaxakis: Barba Stathis, a leading company in the vegetable sector, has a history of more than 50 years, going through various transformations and changes, while always maintaining the quality and safety of its products. The company’s new Management, over the past 4 years, has adopted two main principles regarding its operation: sustainability and continuous improvement. Recently, in 2021, following the acquisition of the parent company Vivartia by the CVC Fund, the company has planned its next steps in the development of new products, entry into new international markets, and strategic partnerships, in a rapidly changing environment where it is more necessary than ever to be staffed by leaders of the new era, who will implement this strategy. HR plays a key role in developing both existing and new managers who possess the appropriate professional skills.

D.D.: What criteria led you to choose Evalion-SHL’s 360° Feedback Program?

K.M.: Our choice of partner for such a demanding project was primarily based on Evalion’s extensive experience, its strong scientific team, the tools it utilizes, and the human-centric approach it has consistently followed over the years. In addition, I have personal experience from past projects—how successfully they were delivered, the level of acceptance among colleagues, and the value they brought to the organizations.

D.D.: Why now?

K.M.: My collaboration with Barba Stathis started in March 2021 and coincided with the change of the main shareholder of the parent company Vivartia. The company’s Management made clear to me from the very beginning its main priorities and its vision for growth (new markets, new products, partnerships, etc.), which require people with skills that will make the difference. Therefore, my first management project could only be the development of our executives and leaders.

D.D.: What was your biggest concern before implementing the program?

K.M.: I cannot say that I had any concerns, as the choice of our partner inspires confidence. The only issue that had to be addressed was the availability of the Leadership team, and especially the CEO, who had to dedicate valuable time among other obligations to provide feedback to the team.

D.D.: How did Evalion-SHL support you in addressing these challenges?

K.M.: From the beginning of the project, Evalion demonstrated professionalism and the necessary flexibility to overcome any issues, such as delays on our side that resulted in deadline extensions for completing the project. They were always there, encouraging open communication and providing support both to HR and to the participants.

D.D.: Tell us a bit about the steps of the project.

K.M.: 

• Special workshop with consultants and HR to define the competency framework of interest. 
• Kick-off meeting with the presence of the Leadership team and evaluated managers for the presentation of the project, Q&A, and clarifications. 
• Presentation of the tools to feedback providers (raters) and explanation of the importance of the evaluation process (benefits, risks). 
• Sending questionnaires to participants via email. 
• Completion of questionnaires electronically and with full confidentiality. 
• Analysis of questionnaires by the consultant and generation of reports. 
• Scheduling meetings between consultant and participant, in the presence of the relevant Director, to provide feedback. 
• Delivery of summary results and reports to HR. 
• Presentation of group results to the company’s Management. 
• Creation of individual development plans by HR and communication to participants.
• Implementation of development actions.

D.D.: What was the biggest challenge during the implementation of the program?

K.M.: The biggest challenge during the implementation of the project was the possible questioning of the results by some participants. In other words, the lack of self-awareness.

D.D.: How did Evalion-SHL help address this?

K.M.: Through full documentation based on the use of specialized tools, as well as through the flexible handling by experienced occupational psychology consultants during the feedback process.

D.D.: How did your senior executives respond to the 360° feedback?

K.M.: Both in management meetings and through participant feedback, a high level of satisfaction was observed regarding the partner selection, the organization of the process, the quality of feedback provided by the consultants, and the creation of individual development plans.

D.D.: What are the next steps?

K.M.: The second phase of the project has already been planned, where additional employees will participate in the 360° feedback process as a continuation of the first phase. Additionally, by the end of 2023, the first phase is expected to be repeated with the initial participants in order to measure improvement after the implementation of the individual development plans.

D.D.: From your experience, what is critical for HR to ensure the success of such a program?

K.M.: First of all, HR must clearly explain to the company’s Management the benefits of using development tools such as 360° feedback and the professional skills required from executives. It is very important that Management believes in the usefulness of such tools and recognizes their outcomes. Then, HR must ensure proper communication of the program and support both participants and feedback providers in any questions or assistance they may need. Finally, selecting the right partner is critical for the success of the project and its long-term continuation, ensuring acceptance from employees.