21653500 360 degree appraisal

8/3/2019 21653500 360 Degree Appraisal

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360 DEGREEPERFORMANCE

APPRAISAL SYSTEM


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Overview

Performance Appraisal

Concept of 360 degree appraisal

Key features Implementation

Rating Sources/ Participants

Advantages and disadvantages

Uses


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Performance Appraisal

Performance Appraisal (PA) refers to all those

procedures that are used to evaluate:

Personality

Performance

Potential of its group members

Objectives:

Provide a basis for promotion/ transfer/ termination

Enhance employees effectiveness by helping to

identify their strengths and weaknesses and Inform them about expected levels of performance

Identify training and development needs

Remove work alienation: Counseling Employees


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360 DEGREE APPRAISAL

-concept Traditional PA: feedback between employees and

supervisors

Now with increased focus on teamwork, employeedevelopment, and customer service, emphasis onemployee feedback from full circle of sources

This multiple-input approach to performance feedback is

sometimes called 360-degree assessment to connotethat full circle.

Research shows assessment approaches with multiplerating sources provide more accurate, reliable, and

credible info.


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Definition

What is 360 degree appraisal system?

Systematic collection of performance data on an

individual or group, derived from a number ofstakeholders being the immediate supervisor, team

members, customers,subordinates, peer and self.

Generates more accurate feedback by gathering

information from people about an individuals

performance as seen by the standards and

expectations of their boss, self, peers, direct reports,

and customers.


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Examples

Bell Atlantic (1980)

IBM (1980)

Xerox(1980s)

Wipro Technologies Ltd

(Dec17th 2002)

Johnson &

Johnson

Ltd(1980s)

Infosys

Maruti


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KEY FEATURES

Usually based on a questionnaire, possibly web-based

Choosing Appraisers

Done by the individual employee

Done by HR Done randomly

Feedback is usually anonymous

Appraisal is normally followed up with actions forindividual improvement and development

Not to be used for decision-making, only purpose is foremployee growth

Utilizes many stakeholders inside, and outside of, theorganization


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IMPLEMENTATION


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PHASE-I: organizationalanalysis

PHASE-II: Questionnaire designing

PHASE-III: making thestaffaware

PHASE-IV: conducting theactivity

PHASE-V: Analysisofdata


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RATING SOURCES

-Superiors CONTRIBUTION

First-line supervisors often in best position to carryout full cycle performance management

Superiors have authority to redesign an employeeswork based on individual and team performance

Most Federal employees think that best ratings comefrom first-line supervisors


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CAUTIONS

Relying solely on superiors reduces validity of

performance feedback

Superiors may not be in same location as employee,

preventing them from having hands-on knowledge of

the employees performance

Training may be lacking on appropriate methods of

evaluation


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-Self Assessment

CONTRIBUTION

Improves communication between supervisor andemployee

Particularly useful if entire cycle focuses on self-assessment; forces individual to keep track ofsuccesses and failures

Develops ability to see ones self for what they reallyare

Allows supervisor to have better handle onperformance when it can not always be observed


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CAUTIONS

Research indicates low correlation between self-

ratings and all other sources of ratings, particularly

supervisor ratings

Self ratings are consistently higher than other ratings

If supervisors do not use appropriate feedback skills,

the fact that a self-rating is higher than thesupervisors may cause alienation and defensiveness


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-Peers CONTRIBUTIONS

Peer pressure and peer approval more effectivemotivators than supervisors

valid and reliable in rating behaviors and manner ofperformance

tend to average out bias from other groups in therating process

Increased use of self-directed team encourages useof peer evaluation

help move supervisors into a coaching role as

opposed to a pure judging role


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CAUTIONS

Should not be used to determine pay, bonuses, orpromotions (creates animosity and prevents truthfulresponses from peers)

anonymity of those providing feedback

Choose the peers wisely -the peers must be veryfamiliar with the work requirements and performance

Can be time consuming

Can cause tension among employees and breakdownof teams


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- Subordinates

CONTRIBUTIONS

Gives more comprehensive picture of employeeissues and needs.

Employees feel they have a greater voice inorganizational decision making and, in fact, they do.

Effective in evaluating the supervisors interpersonalskills.

Combining various ratings, can provide the advantageof creating a composite appraisal from the averagedratings all.


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CAUTIONS

need for anonymity is essential

Supervisors may feel threatened and perceive that

their authority has been undermined.

ensure that subordinates are appraising elements of

which they have knowledge.

Only subordinates with a sufficient length of

assignment under the manager should be included in

the pool of assessors.(>1 yr)


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-Customers

CONTRIBUTIONS

Serves as anchor for all other performance factors

Combined with peer evaluation, this data rounds out

feedback from all sources

Ensures that the employees concentrate theirattention on the customer


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CAUTIONS

Only ask customers to evaluate outputs, not

processes

Customer feedback process is time consuming

Dont ask the customer to evaluate a single

employee, unless the customer has a direct

relationship with the employee


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ADVANTAGES

Little room for any discrimination or bias

glimpse in to individuals performance improvementneeds and development needs of organization.

Enhanced cohesion in the team, bettercommunication and improved productivity levels

Front line employees can hone their customer skills

owing to the feed back of the customers. This mayenhance the customer service levels.

Subordinates, derive enormous sense of importanceand empowerment when asked to provide feed backabout their superiors


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Decision making percolates down to the lowest

echelons of an organization, making it trulyparticipative

Fosters a very open culture where giving and

receiving feed back is common place

360 degree helps the organization to zero in on and

leverage the overall strengths.

Brings in more objectivity to the appraisal process

and complements the traditional appraisal system


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DISADVANTAGES

Time consuming and more complex.

Requires training and significant change effort

The problems may arise with subordinate assessmentswhere employees desire to get the boss or mayalternatively scratch the back of a manager forexpected future favors.

The organization implementing this must clearly definethe mission and the scope of the appraisal. Otherwise itmight prove counter productive.

The culture shock that occurs with any system thatcreates change. must be taken care of.


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360 degree assessment may be

used for:

Self-development and individual counseling

Part of organized training and development

Strategic or organization development

Employee appraisal

Incentives


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QUESTIONS ??


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THANK YOU!!!

21653500 360 degree appraisal

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