presentation on 360

7/31/2019 Presentation on 360

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A

PRESENTAION

ON

360 DEGREE FEEDBACK

BY:

NIRALI BHATT

MAULIK BAROT

MAS

HR DEPARTMENT


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POINTS TO BE COVERED

What is 360 degree feedback?

History

ConceptProcess

Appraisers

Activity

Advantage

Drawback

Conclusion


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WHAT IS 360 DEGREE FEEDBACK?

Performance appraisal system that gathers feedback on

an individual from a number of sources, typically including

colleagues, direct reports and customers.

It gives managers and individuals better information about

skills and performance, as well as working relationships,

compared with more traditional appraisal arrangements

based on line managers assessment.


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HISTORY

Early History

Documented History


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THE CONCEPT


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THE PROCESS


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THE APPRAISERS

Superiors

SelfPeers

Subordinates


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SUPERIORS

The 1st line supervisor is often in the best position to effectivelycarry out the full cycle of performance management.

The supervisor may also have the broadest perspective on the work

requirements and be able to take into account shifts in thoserequirements.


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SELF

The most significant contribution of self-rating is theimproved communication between supervisors andsubordinates that result.

Self-ratings are particularly useful if the entire cycle ofperformance management involves the employee in a self-assessment.

For example: The employee should keep notes of task

accomplishments and failures throughout the performancemonitoring period.


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PEERS

Employees report resentment when they believe that their extra

efforts are required to make the boss look good as opposed tomeeting the units goals.

Peer ratings have been an excellent predictors of future performanceand manner ofperformance.

The use of multiple raters in the peer dimension of 360-degree

assessment programs tends to average out the possible biases of anyone member of the group of raters.

The increased use of self-directed teams makes the contribution ofpeer evaluations the central input to the formal appraisal because bydefinition the supervisor is not directly involved in the day-to-dayactivities of the team.

The addition of peer feedback can help move the supervisor into acoaching role rather than a purely judging role.


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SUBORDINATES

A formalized subordinate feedback program will give supervisors amore comprehensive picture of employee issues and needs.

Employees feel they have a greater voice in organizationaldecision-making.

The feedback from subordinates is particularly effective inevaluating the supervisors interpersonal skills. However, it maynot be as appropriate or valid for evaluating task-oriented skills.

Combining subordinate ratings, like peer ratings, can provide theadvantage of creating a composite appraisal from the averagedratings of several subordinates.


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Its Contribution:

Customer feedback should serve as an anchor for almost all other

performance factors.

Including a range of customers in PA program expands the focus of

performance feedback in a manner considered absolutely critical to

reinventing the organization.

CUSTOMERS


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COMPANIES USING 360 DEGREE PERFORMANCE APPRAISALS

Bellcore

International

Ltd(1998)

Johnson &

Johnson

Ltd(1980s)Wipro

Technologies Ltd

(Dec17th 2002)

Xerox (1980s)

IBM (1980)

Bell Atlantic (1980)


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IMPORTANT FACTORS IN 360 DEGREE FEEDBACKS

The mission and the objective of the feedback must beclear.

Employees must be involved early.

Resources must be dedicated to the process, including topmanagement's time.

Confidentiality must be assured.

The organization, especially top management, must becommitted to the program.


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ADVANTAGES

To the individual:Helps individuals to understand

how others perceive them.

Uncover blind spots

Quantifiable data on soft skills

To the team:

Increases communication

Higher levels of trust

Better team environment

Supports teamwork

Increased team effectiveness

To the organization:

Reinforced corporate culture by linking

survey items to organizational leadershipcompetencies and company values

Better career development for employees

Promote from within

Improves customer service by involving them

Conduct relevant training


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PROBLEMS

Costly and time consuming.

These programs tend to be somewhat shocking to managersat first. Amoco's Bill Clover described this as the "SARAH

reaction: Shock, Anger, Rejection, Acceptance, Help".

The organization implementing this type of performanceappraisal must clearly define the mission and the scope of theappraisal. Otherwise it might prove counter productive.

Organizations must consider other issues like safeguarding theprocess from unintentional respondent rating errors.


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PROBLEMS (CONTINUED)

One of the reason for which 360 degree appraisal system might fail is

because the organizations attempt to assimilate the 360-degreemethod within a traditional survey research scheme.

In traditional survey research, investigators attempt to maximize datacollection with as many items/questions as possible and with largesample sizes.

In the case of 360-degree appraisal, creating measurementinstruments with many items will substantially increase non-responseerrors.

In addition, large sample sizes are not typically possible consideringthat perhaps 4 or 5 sources will rate an employees performance.

As such, statistical procedures that rely on large sample sizes in orderto ensure statistical validity might not be appropriate.

Organizations must consider other issues like safeguarding theprocess from unintentional respondent rating errors.


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CONCLUSION

Because many of the more conventional performance appraisal

methods have often proved unpopular with those being

appraised and evaluators alike, 360 is gaining popularity with

many managers and employees.

When used with consideration and discipline, feedback

recipients will feel that they're being treated fairly.

In addition, supervisors will feel the relief of no longer carrying

the full burden of assessing subordinate performance.

The combined effect of these outcomes should result in

increased motivation, which in turn improves performance.


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