An Appraisal Process at VerizonThe 360-Degree Feedback

University of Maryland, University College – AMBA 602/9047 –Fall 2008Brought to you by Tami E. Johnson for Howard Fero, Professor – November 2, 2008

Reach Your PEAK – Verizon’s WayPerformanceEngagementAttendanceKnowledge

By enhancing abilities to achieve Verizon Telecom’s Six Strategic Imperatives through improved efficiency, increased productivity and employee development to reach PEAK performance. We explore an element of Performance in the 360-Degree Feedback . . .

360-Degree FeedbackThe Agenda

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360-Degree FeedbackThe Performance Assessment SystemThe 360-degree feedback incorporates all three traditional processes of review, it differs from traditional forms of feedback in the following ways:• The 360-degree feedback

process seeks feedback from customers, both internally and externally

• The 360-degree feedback process focuses on leaders

• The 360-degree feedback process results in a plan for improved work performance

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Compare and assess traditional feedback vs. 360-degree feedback, there are many benefits explored to both. Research shows that for any 360-degree feedback, there are essential elements that must happen in order for the process to be effective and ensure support for an application to move away from traditional feedback.

360-Degree FeedbackTraditional Feedback vs 360-Degree Feedback

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At Verizon, the appraisal process is designed to serve its participants positively, ensuring that the feedback is valid and that the process will benefit the workplace. However, there are some cases where this dynamic is challenged.

360-Degree FeedbackThe Strengths & Limitations of the System

• Limitations as the ratee

• Limitations as the rater

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Success in 360-degree feedback review, evaluators must:

• Know the ratee professionally for six months or more

• Have worked closely with the ratee in the recent past

• Know the ratee’s position and work responsibilities

360-Degree FeedbackOther Strengths & Limitations of the System

Examples: Bosses | Peers | Subordinates | Customers 6

The key to effective management is delegation.-- Steven R. Covey

360-Degree FeedbackLessons Learned & Best Practices

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Help people overcome resistance in participating by:

Giving power of voice

Giving power of influence

Giving power of action

360-Degree FeedbackConclusions & Recommendations

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360-Degree FeedbackReference ListBernardin, J.H. (2007) in custom AMBA 602 text by McGraw-Hill: The Dynamics of

Individuals and Groups in Work Organizations.Fletcher, Clive (2004). Appraisal and Feedback: Making performance review work (3rd

ed.). London: Chartered Institute of Personnel and Development (CIPD)Kinicki, A., & Kreitner, R. (2008). Organizational Behavior: Key concepts, skills & best

practices (3rd ed.). New York: McGraw-Hill/Irwin McKirchy, Karen. (1998). Powerful Performance Appraisals: How to set expectations

and work together to improve performance. New Jersey: Career PresseWeb Portal – PEAK. PEAK quick training series survey. Retrieved September 30, 2008

from http://myeweb.verizon.com/eweb/myportal/aboutyou/yourtoolkit/peakSkillSoft Corporation, Copyright 2002. Resistance to 360-degree feedback

participation. Retrieved September 30, 2008 from http://netlearn.verizon.com/skillsoft/web/sb/sbMGMT0152001001.htm.

SkillSoft Corporation, Copyright 2002. 360-degree feedback vs. traditional feedback. Retrieved September 30, 2008 from http://netlearn.verizon.com/skillsoft/web/sb/sbMGMT0152001001.htm.

SkillSoft Corporation, Copyright 2002. Involving participants in 360-degree feedback. Retrieved September 30, 2008 from http://netlearn.verizon.com/skillsoft/web/sb/sbMGMT0152001001.htm.

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360-Degree FeedbackAppendix

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