Hi, I am Baru, MBA-HR, currently working in an IT firm as an HR Executive.
I would like to introduce 360-degree appraisal in our organization. Could any of you help me out with this? Here are some questions I have:
1) What parameters do I need to take care of?
2) How do I calculate performance?
3) Who should be involved in this appraisal system?
4) How should feedback be given?
Thanks,
baru
From India, Hyderabad
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I would like to introduce 360-degree appraisal in our organization. Could any of you help me out with this? Here are some questions I have:
1) What parameters do I need to take care of?
2) How do I calculate performance?
3) Who should be involved in this appraisal system?
4) How should feedback be given?
Thanks,
baru
From India, Hyderabad
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Dear Baru, There are quite a few articles on 360 Degree appraisal, You can search the same in Cite HR, type 360 and search.
From India, Bangalore
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6From India, Bangalore
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Good idea. I will give some thought about Performance Appraisal in general. This serves to provoke discussion on this topic. Please comment.
The topic is: Performance Appraisal does not work, replace it with purposeful coaching. Take time to read the attachment for my point of view.
From South Africa, Stellenbosch
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The topic is: Performance Appraisal does not work, replace it with purposeful coaching. Take time to read the attachment for my point of view.
From South Africa, Stellenbosch
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Hi Promod,
Thank you so much for the information. Through my search, I was able to find some information. I would like to know if the same parameters will be used for all the employees or if they differ from person to person. Additionally, how should Key Result Areas (KRAs) be set for different positions? Can you illustrate with an example of a software engineer in an IT firm?
Regards,
Baru
Email: bhargav_hr@rediffmail.com
From India, Hyderabad
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Thank you so much for the information. Through my search, I was able to find some information. I would like to know if the same parameters will be used for all the employees or if they differ from person to person. Additionally, how should Key Result Areas (KRAs) be set for different positions? Can you illustrate with an example of a software engineer in an IT firm?
Regards,
Baru
Email: bhargav_hr@rediffmail.com
From India, Hyderabad
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Dear Bharghav,
I am not the right person to answer your topic. There are a few people who have discussed KRA, so if you search for KRA, you will find some individuals. I think Rajat Joshi is the right person as he was discussing this topic. You can find his email address here and contact him, or you can create a new topic to get information on the same.
All the best.
Pramod
From India, Bangalore
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I am not the right person to answer your topic. There are a few people who have discussed KRA, so if you search for KRA, you will find some individuals. I think Rajat Joshi is the right person as he was discussing this topic. You can find his email address here and contact him, or you can create a new topic to get information on the same.
All the best.
Pramod
From India, Bangalore
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The 360-degree appraisal is a great concept on paper but it falls flat in implementation. Its success lies in the way it is implemented. There are very few companies, especially large ones, that have made good use of it. The ones who have failed with it have just adopted it and distributed the forms without proper definition and explanation. The theory/implementation plan assumes:
- most staff do not work in a vacuum
- staff interact daily with people to get the job done
- interaction could be internal or external with people
- internal interactions could include upwards, downwards, or sideways communication
- external interactions could include customers, suppliers, etc.
For the success of the 360-degree appraisal, each staff job must be analyzed, each staff's daily interactions analyzed, and only those who have regular (at least once a week) contacts should be given the form. Remember, you don't appraise the person; you appraise the person's performance. If you only contact a person once in six months, you can hardly evaluate their performance. The performance appraisal must be descriptive and not a value judgment based on moral standards.
Performance appraisals are based on set criteria and not wishful thinking. Those who are selected to receive the forms must be briefed well about the criteria and how to use them. This is often the reason for the failure of 360-degree appraisals in many cases.
You have to do a lot of homework within the organization. If you give me one position/job description, I might be able to provide you with some help/direction.
Regards,
Leo Lingham
_________________
Leo Lingham
Principal: BestBusiCon Pty Ltd
From India, Mumbai
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- most staff do not work in a vacuum
- staff interact daily with people to get the job done
- interaction could be internal or external with people
- internal interactions could include upwards, downwards, or sideways communication
- external interactions could include customers, suppliers, etc.
For the success of the 360-degree appraisal, each staff job must be analyzed, each staff's daily interactions analyzed, and only those who have regular (at least once a week) contacts should be given the form. Remember, you don't appraise the person; you appraise the person's performance. If you only contact a person once in six months, you can hardly evaluate their performance. The performance appraisal must be descriptive and not a value judgment based on moral standards.
Performance appraisals are based on set criteria and not wishful thinking. Those who are selected to receive the forms must be briefed well about the criteria and how to use them. This is often the reason for the failure of 360-degree appraisals in many cases.
You have to do a lot of homework within the organization. If you give me one position/job description, I might be able to provide you with some help/direction.
Regards,
Leo Lingham
_________________
Leo Lingham
Principal: BestBusiCon Pty Ltd
From India, Mumbai
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Hi Leo,
Thank you so much. I am working in an IT company where the designations of the people would be like software engineers, Team Leads, Project Managers, etc. We will be getting projects in different platforms like J2EE, .NET, etc. from the US, and ours is an offshore development company. Can you please help me out now? Once again, thank you. Your suggestions would help me a lot in this run.
Bhargavi
From India, Hyderabad
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Thank you so much. I am working in an IT company where the designations of the people would be like software engineers, Team Leads, Project Managers, etc. We will be getting projects in different platforms like J2EE, .NET, etc. from the US, and ours is an offshore development company. Can you please help me out now? Once again, thank you. Your suggestions would help me a lot in this run.
Bhargavi
From India, Hyderabad
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RESPONSE TO YOUR REQUEST.
I WILL SHOW ONE EXAMPLE--RELATED TO ÏT" BUT A GENERAL
EXAMPLE. YOU STUDY THE EXAMPLE.
THEN SIT DOWN WITH THE LINE MANAGER AND DEVELOP FOR
EACH POSITION
-ANALYSIS OF THE JOB POSITION
-JOB DESCRIPTION
-EVALUATION CRITERIA.
==========================================
Project Manager
Position:
Position reports to;
MIS Manager
Primary objective
Control and co ordinate systems development projects to meet time and efficiency goals and project objectives.
Specific accountabilities
Define the scope of systems development projects.
Appoint project leaders and provide them with clear terms of reference including targets to be met and resources to be allocated.
Monitor and control the development and cost of systems by initiating regular reviews.
Make detailed plans for systems implementation in conjunction with users, and assist in the testing and installation of the systems or software, if required.
Ensure all project group activities are co ordinated with other project groups, operations and other user areas.
Plan and control quality standards so that systems or program requirements for maintenance, modification, documentation and efficiency are met.
Assist with long term plans for application systems development and software.
Select, train and develop project teams.
CRITERIA
1.Initiative
2.Commercial Judgement
3.Innovative
4.Problem solving ability
5.Coping with Ambiguity
6.Setting Project Objectives[time/fund/staff level/etc]
7.Achieving financial results.
8.Maintains Project Database.
9.Maintains Performance Stability.
10.Effective Planning.
regards
LEO LINGHAM
From India, Mumbai
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I WILL SHOW ONE EXAMPLE--RELATED TO ÏT" BUT A GENERAL
EXAMPLE. YOU STUDY THE EXAMPLE.
THEN SIT DOWN WITH THE LINE MANAGER AND DEVELOP FOR
EACH POSITION
-ANALYSIS OF THE JOB POSITION
-JOB DESCRIPTION
-EVALUATION CRITERIA.
==========================================
Project Manager
Position:
Position reports to;
MIS Manager
Primary objective
Control and co ordinate systems development projects to meet time and efficiency goals and project objectives.
Specific accountabilities
Define the scope of systems development projects.
Appoint project leaders and provide them with clear terms of reference including targets to be met and resources to be allocated.
Monitor and control the development and cost of systems by initiating regular reviews.
Make detailed plans for systems implementation in conjunction with users, and assist in the testing and installation of the systems or software, if required.
Ensure all project group activities are co ordinated with other project groups, operations and other user areas.
Plan and control quality standards so that systems or program requirements for maintenance, modification, documentation and efficiency are met.
Assist with long term plans for application systems development and software.
Select, train and develop project teams.
CRITERIA
1.Initiative
2.Commercial Judgement
3.Innovative
4.Problem solving ability
5.Coping with Ambiguity
6.Setting Project Objectives[time/fund/staff level/etc]
7.Achieving financial results.
8.Maintains Project Database.
9.Maintains Performance Stability.
10.Effective Planning.
regards
LEO LINGHAM
From India, Mumbai
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Hi Leo,
Thank you so much. Now, I got an idea to set criteria for different jobs. I will be implementing this shortly. Can I have some information regarding KRAs, and what is the exact difference between performance appraisal and performance management.
Thank you,
Bhargavi
From India, Hyderabad
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Thank you so much. Now, I got an idea to set criteria for different jobs. I will be implementing this shortly. Can I have some information regarding KRAs, and what is the exact difference between performance appraisal and performance management.
Thank you,
Bhargavi
From India, Hyderabad
Acknowledge(0)Amend(0)
KRA means Key Result Areas.
EXAMPLE ---- KRAs for sales reps:
- Number of new prospect accounts contacted (nos).
- Sales results in dollars.
- Number of new customers closed (nos).
- Number of presentations made/number of sales closed, etc.
Each key area must have an impact on the results.
PERFORMANCE APPRAISAL is the process of identifying areas for improvement in employees. This is carried out by:
- Job analysis.
- Reviewing the job description.
- Reviewing the job performance against standard criteria set.
- Both the boss and employee review the period performance.
- The boss conducts the interview.
- The boss and employee jointly agree on strengths/areas for improvement.
- Jointly agreeing on an action plan for improvements.
PERFORMANCE MANAGEMENT is the process of developing the employee and managing the development program. This includes:
- Performance appraisal.
- Action plan for improvements.
- Training.
- Coaching.
- Counseling.
- Job enrichment.
- Job rotation.
- Education programs.
- Promotion, etc.
Regards,
LEO LINGHAM
From India, Mumbai
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EXAMPLE ---- KRAs for sales reps:
- Number of new prospect accounts contacted (nos).
- Sales results in dollars.
- Number of new customers closed (nos).
- Number of presentations made/number of sales closed, etc.
Each key area must have an impact on the results.
PERFORMANCE APPRAISAL is the process of identifying areas for improvement in employees. This is carried out by:
- Job analysis.
- Reviewing the job description.
- Reviewing the job performance against standard criteria set.
- Both the boss and employee review the period performance.
- The boss conducts the interview.
- The boss and employee jointly agree on strengths/areas for improvement.
- Jointly agreeing on an action plan for improvements.
PERFORMANCE MANAGEMENT is the process of developing the employee and managing the development program. This includes:
- Performance appraisal.
- Action plan for improvements.
- Training.
- Coaching.
- Counseling.
- Job enrichment.
- Job rotation.
- Education programs.
- Promotion, etc.
Regards,
LEO LINGHAM
From India, Mumbai
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