360 degree feedback system

By

Abrity Bhattacharya

Roll no. 01

The 360 degree evaluation process provides information to an employee from multiple sources

- a circle of stakeholders –

peers – supervisor – direct reports – higher mg levels –internal customers – external customers – vendors –consultants –others

= “360”.

Peers and direct reports: will see how things are going

+Supervisor: will see what is being done

=The 360 provides a way to integrate the two views

This is the first evaluation given

Usually just a paper that is given to employee and handed in to HR

The form will contain questions that foster honest feedback

They try to see themselves as others do

This sets up a positive meeting with the manager

Why?

Because the manager will tend to evaluate better than an

employee will

The Second Step of the process

The supervisor looks at the employee as unbiased as

possible

It is key to not allow personal issues to block honest

feedback

Even if the manager is biased the 360 method tends to

account for it and will even it out

Tardiness, work ethic, creativeness, etc are all taken into

account from the managers perspective

Third Step

5 evaluations are usually collected

Information tends to be very accurate

Biases are kept to a minimum as long as confidentiality is

maintained

Creates a picture for the employee being evaluated that is• From other’s perspective

• Honest

• Eye opening

• Surprising

• Helpful

• Probably most accurate and truthful

Final Step

Given by those under the employee

Sometimes it is shown that words and actions are not necessarily matching up

Most helpful step for managers

Can come from• Customers• Suppliers• Anyone under the employee

Extremely honest because of the distance that is sometimes here for this report

Clarity about the ultimate goal of the appraisal

process.

Clarity about purpose & process (strategic

mission).

Trust - the MOST important element – runs

through everything

Consistency in methodology.

• The purpose of doing 360 must be clearly defined

• If the mission is to develop and grow all employees must know that it is all for everyone's improvement

• If communication breaks down employees could fear everyone attacking them in the evaluations

To ensure that the performance appraisal system does not violate principles of fair employment practices:

Job related performance standards

Provide employees with a written copy of the

standards before the appraisal

Standards must be based on observable or

measurable behaviour

Train the raters

Provide feedback

Implement an appeal system to settle

disagreements

• Ask for self assessment

• Invite participation

• Express appreciation

• Minimize criticism

• Change behavior, not the person

• Focus on solving problems

• Be supportive

• Establish goals

• Follow up day-to-day

Identifies your strengths and weaknesses from the perspective of others.

Improves your productivity and work relationships with those around you.

Improves workplace morale.

Provides a means to identify leadership competencies that need improvement.

Serves as a training needs assessment.

Jobs are many sided

Employees have to pick up more

responsibilities

Efficiency is becoming more important

This system delivers great suggestions

With the large numbers of employees there is a

lot of information to keep track of

Employee Management Software is being used

• It keeps track of trends

• Ensures secrecy for comments

• Gives the results quickly

360 feedback measures behaviors and competencies.

360 assessments provide feedback on how others

perceive an employee.

360 feedback addresses skills such as listening,

planning, and goal-setting .

A 360 evaluation focuses on subjective areas such as

teamwork, character, and leadership effectiveness

360 feedback is not a way to measure employee

performance objectives (MBOs)

360 feedback is not a way to determine whether an

employee is meeting basic job requirements

360 feedback is not focused on basic technical or job-

specific skills

More comprehensive system because responses are gathered from multiple perspectives

Confidential input from many people of how an employee fares in his job.

Feedback from peers and others may increase employee self-development

It may lessen prejudices because the feedback comes from more people, not just one person

Quality of information is better

It complements TQM initiatives by emphasizing internal/external customers and teams

It helps employees in seeing themselves as others see them

The system is helpful to the supervisor as :

• Accurate assessment.

• Eliminate accusations of favoritism.

• Provides greater Objectivity.

360 performance rating system is not a validated or corroborated technique for Performance appraisal.

With the increase in the number of raters from one to five (commonly), it become difficult to separate, calculate and eliminate personal biasness and differences.

It is often time consuming and difficult to analyze the information gathered.

The results can be manipulated by the employees towards their desired ratings with the help of the raters.

The 360 degree appraisal mechanism can have a adversely effect on the motivation and the performance of the employees.

360 degree feedback – as a process requires commitment of top management and the HR, resources(time, financial resources etc), planned implementation and follow up.

360 degree feedback can be adversely affected by the customers perception of the organization and their incomplete knowledge about the process and the clarity of the process.

Often, the process suffers because of the lack of knowledge on the part of the participants or the raters.

Maruti adopts 360 degree appraisal: http://www.thehindubusinessline.com/todays-

paper/maruti-adopts-360-degree-appraisal-

system/article1648522.ece

Sample question:

Sample report: