Evaluation of:
A 360-degree appraisal is designed to gather feedback from peers, co-workers, or colleagues on an employee's job performance. It may also be used to provide feedback on the skills of a manager or supervisor by his/her employees.
Please complete the evaluation form based on the interaction you have had personally or have directly observed. Check "Not related" if you do not feel that you have enough basis for commenting on a particular question.
During my work with this individual, I have found that he or she:
a. Is technically competent and well-versed in his or her field of expertise; is able to provide counsel and advice when I have technical questions.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
b. Is a good teacher; explains and monitors expected standards of performance; provides direction to me on new projects and priorities.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
c. Keeps me informed about objectives and progress and lets me know when plans are changed.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
d. Effectively delegates workload, responsibility, and workload.
____ Delegates work appropriately _____ Gives assignments that are not challenging _____ Gives me assignments that require experience I do not have _____ Not Rated
e. Makes time to be accessible and available to discuss my suggestions, questions, or problems.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
f. Is receptive to ideas and suggestions for new or different systems or approaches.
____ Very Receptive ____ Somewhat receptive ____ Not receptive ____ Not Related
g. Is fair and consistent when dealing with other staff members.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
h. Gives me recognition for my contributions and efforts.
____ Often ____ Occasionally ____ Seldom ____ Not at all ____ Not Related
i. Provides support and encouragement to me in areas I am working to improve or develop.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
j. Helps me to develop professionally and personally by providing opportunities for growth and challenge.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
k. Treats others and me in a manner that creates a feeling of mutual respect.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
Regards
Kranthi :)
From India, Nizamabad
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14A 360-degree appraisal is designed to gather feedback from peers, co-workers, or colleagues on an employee's job performance. It may also be used to provide feedback on the skills of a manager or supervisor by his/her employees.
Please complete the evaluation form based on the interaction you have had personally or have directly observed. Check "Not related" if you do not feel that you have enough basis for commenting on a particular question.
During my work with this individual, I have found that he or she:
a. Is technically competent and well-versed in his or her field of expertise; is able to provide counsel and advice when I have technical questions.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
b. Is a good teacher; explains and monitors expected standards of performance; provides direction to me on new projects and priorities.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
c. Keeps me informed about objectives and progress and lets me know when plans are changed.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
d. Effectively delegates workload, responsibility, and workload.
____ Delegates work appropriately _____ Gives assignments that are not challenging _____ Gives me assignments that require experience I do not have _____ Not Rated
e. Makes time to be accessible and available to discuss my suggestions, questions, or problems.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
f. Is receptive to ideas and suggestions for new or different systems or approaches.
____ Very Receptive ____ Somewhat receptive ____ Not receptive ____ Not Related
g. Is fair and consistent when dealing with other staff members.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
h. Gives me recognition for my contributions and efforts.
____ Often ____ Occasionally ____ Seldom ____ Not at all ____ Not Related
i. Provides support and encouragement to me in areas I am working to improve or develop.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
j. Helps me to develop professionally and personally by providing opportunities for growth and challenge.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
k. Treats others and me in a manner that creates a feeling of mutual respect.
____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related
Regards
Kranthi :)
From India, Nizamabad
Acknowledge(0)Amend(0)
My name is Apurva, and I am a Master of Management Studies (MMS) student specializing in HR. I am doing my final project on "360-degree feedback." If anyone can help me with any information related to the 360-degree appraisal method or could suggest a website or book where I can find valuable information on this topic, I would really appreciate it. Thank you for your assistance.
From India, Mumbai
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From India, Mumbai
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Dear Ms Apurva N,
Greetings!
360 Degree Appraisal:
The 360 degree performance appraisal is the start of a conversation between the manager and the team member. It is based around candid feedback collected anonymously from supervisors, peers and subordinates asking a few key questions. Its accuracy is tied to patterns of comments in response to each of those questions.
Following these steps can help you become more confident in conducting effective 360° assessments.
STEP #1: DETERMINE THE OBJECTIVE
It is important to identify the assessment objective before beginning the assessment process, large or small, because the objective is the reference point that guides the assessment. The objective influences the number and types of questions and helps shape content and administration. When making decisions in other areas of the assessment process, you can return to the objective statement to ensure that what is being asked will achieve the desired result.
What will the results of 360 feedback reports be used for? Will this be a system focused on leadership, coaching, management development, or performance? Some organizations use 360s as a development or coaching tool only. They link leaders' formal development plans to their feedback results. Other organizations use the results as both a development tool and as a factor in determining pay and/or promotions. They add relevance to the results by giving leaders an incentive to work effectively with various constituencies. Although there can be benefits of linking results with rewards, the system developer needs to exercise caution so that 1) participants do not directly or indirectly suggest to subordinates that they give good ratings and 2) peers do not agree to give each other good ratings.
Once the objective is determined, you will need to write a plan that includes key actions, dates, roles and responsibilities, as well as the resources needed to administer the assessments and communicate the results to the participants (employees being rated).
STEP #2: DETERMINE THE ADMINISTRATION METHODOLOGY
What is the best way to reach the intended audience?
In today's world you can administer a 360° assessment electronically via the Internet or Intranet, as a paper and pencil process, or with a combination of the two. Phone deployments are also used. In this article we primarily focus on web-based assessments. The big advantage of administering a survey electronically lies in the capability to import the responses quickly and inexpensively. A Web-based process also crosses geographic boundaries easily, and can provide economic advantages based upon scale and volume of participants. Where electronic methods are not possible, paper and pencil assessments work very well.
The range of electronic/web-enabled assessment tools ranges in features, functionality and price. Some systems allow you to create and post the assessment on your own in-house server. Others have a system where they host the assessment on the vendor's server, but provide you access to status information and reports.
Questions to ask as you talk to vendors include:
How flexible is the application for our needs?
Where does the application reside - on our server or yours?
If the application resides on your server, what information and reports can be accessed internally?
How long will the reports be kept on the server for viewing?
Do you have a library of competencies and behavior-based statements to share with us?
Will we need to use your consulting services (e.g., ongoing coaching, OD work) if we use your 360 ° assessment?
How is the application priced - one time fee, fee per participant, fee for each completion of an assessment or a combination?
If the assessment is lengthy, can respondents stop at any given point of an electronic assessment and come back to it while retaining already entered answers?
STEP #3: DESIGN THE ASSESSMENT
The 360° process is based on a survey/assessment. It generally includes items (questions) that are related to the organization's goals and to the participant's roles. These questions can be about technical and soft skills, values and behaviors. Here are some sample items…
Encourages the open and candid expression of ideas and opinions.
Is flexible in dealing with changing or new circumstances.
Influences others to translate the organization's vision into action.
Considers a broad range of issues or factors in making decisions.
Survey items are organized by specific competencies (topics). There are usually 3 to 10 items per competency within a survey. Some common competencies are communication, employee development, and leadership. Many assessments have a number of questions ranging from 30 to 100. Take into consideration the audience who will read the questions. The language, difficulty of the vocabulary used and comprehension level of the participant will heavily weigh on the meaningfulness of the responses.
Multiple-choice items usually use a 1 - 4 or 1 - 5 rating scale. For example, 1=Disagree Strongly, 2=Disagree, 3=Neutral, 4=Agree, 5=Agree Strongly. Some administrators prefer to force raters to have an opinion by eliminating the middle choice like 'neutral'. Many administrators give a 'not applicable' choice for respondents. Most surveys also include one or two open-ended comment questions, such as: "Which
aspects of leading and managing change does the individual do well?"
The number of people (raters) who complete the assessments is usually in the 8-15 range. It is important to not go much lower than six people, in order to maintain the anonymity of respondents. One question to ask in this phase of the process is how many types of people will rate the employee - will you group all raters into a group called 'other', or will you want the raters identified by their relationship with the participant (e.g., direct manager, peer, direct report, customer, other). Another question to ask at this point is who will select the raters? Will it be the participant, the participant's manager or the assessment administrator?
Also, this is the time to decide if you want to deploy the assessment for all participants at once, in several groups, or individually (e.g., on an anniversary date). Sometimes a pilot group is given the assessment before a full rollout is completed.
Careful preparation of the assessment will pay off in the end. Questions/statements should be designed carefully in order to gather the desired information in an unbiased way. Some vendors provide a library of questions that you can choose from to build your assessment. Limiting response scales to one or two types is a good strategy to keep the survey simple. Some assessment administrators like to group questions by topic in the survey; other administrators like to "mix up" the questions for respondents to answer.
STEP #4: COMMUNICATE AND ADMINISTER THE ASSESSMENT
Tell the respondent group (both participants and raters) in advance about the assessment. They need to know why the assessment is being conducted, how the information gathered will be used, and when and how the assessment will be administered. In most situations, participants need to be assured of anonymity. You can use memos, e-mail, meeting announcements, or a combination of some or all of these methods.
For all organizations, there are good and bad times to do assessments. Do not administer survey during crunch times. Choose a time of low organizational stress, if possible. The timing of the assessment may be dependent on your objective for the assessment (e.g., coaching, tied-to performance).
If raters have to go through long assessments and have to assess a lot of people, ensure that they will be able to save responses and return at a later time to continue the assessment. You cannot always
assume that raters will have the undivided twenty minutes of attention it takes to honestly answer some 360-degree assessments.
The success of these evaluations also resides on the fact that all participants are rated by a sufficient number of people for the results to be meaningful. Make sure there is a method in place to remind participants who have not completed their assessments. It can help sustain a widespread and meaningful participation throughout the organization.
STEP #5: COMPILE AND ANALYZE RESPONSES
If you use an electronic administration method, compiling the responses is already done as part of the assessment process.
On a web-based assessment process, there should be some flexibility regarding who has access to the reports. For a coaching assessment, perhaps the participant is the first/only person who sees the outcomes. Perhaps the first person to view the reports is the Assessment Administrator who sends
the reports to the participants' managers. Each process can be managed differently based upon the organizational culture and the objective of the process.
For electronically-deployed assessments, the web reporting structure generally begins with a login page where the participant's manager or assessment administrator would enter his/her login and password information to proceed. Upon entering the reporting section, that person would then see whatever level of reporting was granted him/her based on predetermined permissions (e.g., may see only reports for self, or may also see reports for a department, etc.).
You can attain some level of benchmarking within the organization by comparing a given individual's performance to her/his department or to the overall organization. This helps tremendously in raising the bar for all individuals assessed.
If you use paper and pencil to administer your assessment, you will have to do some data entry in order to start analyzing your results. For paper and pencil assessments, you might consider completing your reports via a survey software package or Excel. As you do your analysis, think about how you will communicate the results. What information is most important? What's the best way to display it: tables or graphs? Referring to the objective you set in the beginning and your survey plan will help you do a better job of communicating your results.
STEP #6: COMMUNICATE ASSESSMENT RESULTS
The report serves as the starting point in creating a participant's development plan. Often, the assessment administrator (or the participant's manager) sits down with each participant to present the report and begin work on a development plan. The administrator/manager is there to help the participant understand what the report implies about his/her skills. This feedback should include a balanced approach, focusing both on the positive feedback and on areas to be improved. Beyond that, the administrator/manager is there to help the participant identify the development opportunities that may provide the best pay-off, when comparing efforts to results.
STEP #7: THE DEVELOPMENT PLAN
The person who is sharing the results with the participant (the coach), needs to have a good understanding of the results:
Self - Others Reports: compare the scores given by raters with the participant's self scores.
Rater Category Reports: for overall and topic results, look for differences among rater categories.
Item Level Reports: look for highest and lowest rated items overall, highest and lowest by rater category (e.g., peers, direct reports), and consistency by category.
ALSO: if scores are mostly high or low, look for relative highs/lows.
The coach should schedule time to sit down with the participant to discuss feedback. Give the participant
the following advice:
Be open to the feedback.
Look at the high scores - understand what raters have said that you do well.
Look at the low scores - what group of raters does this information come from? Is it for an entire competency area or just for individual questions?
If you feel that the feedback is inaccurate, take it for what it is: this is how you are perceived.
Acknowledge to the raters that you have received your results.
Ask raters for more feedback. Try to build bridges by asking for their help/advice.
If the assessment process is stopped after the participant sees their feedback, the organization has missed a strategic part of the process - how to help participants plan to make changes where necessary (and support the areas that were scored highly). An effective approach in developing an action plan is to:
o Prioritize 2-3 strengths to leverage over the next year (strengths are top-rated areas)
o Prioritize 2-3 areas to improve over the next year (areas to improve are bottom-rated areas)
o For each strength and area to improve, commit to at least 2 actions for the upcoming year that will offer the greatest return (to both the participant and to the organization).
These actions may include, but are not limited to formal training and development.
The next time the participant is rated, everyone wants to see measurable change that can be attributed back to the assessment system. Once you put the action plan in place, follow-up assessments can measure the change in participant and rater perceptions. This concept also refers to the continuous improvement process.
I have attached 360 degree feedback guidelines which i have taken from a site for your kind perusal.
Rgds,
John N
From India, Madras
Acknowledge(0)Amend(0)
Greetings!
360 Degree Appraisal:
The 360 degree performance appraisal is the start of a conversation between the manager and the team member. It is based around candid feedback collected anonymously from supervisors, peers and subordinates asking a few key questions. Its accuracy is tied to patterns of comments in response to each of those questions.
Following these steps can help you become more confident in conducting effective 360° assessments.
STEP #1: DETERMINE THE OBJECTIVE
It is important to identify the assessment objective before beginning the assessment process, large or small, because the objective is the reference point that guides the assessment. The objective influences the number and types of questions and helps shape content and administration. When making decisions in other areas of the assessment process, you can return to the objective statement to ensure that what is being asked will achieve the desired result.
What will the results of 360 feedback reports be used for? Will this be a system focused on leadership, coaching, management development, or performance? Some organizations use 360s as a development or coaching tool only. They link leaders' formal development plans to their feedback results. Other organizations use the results as both a development tool and as a factor in determining pay and/or promotions. They add relevance to the results by giving leaders an incentive to work effectively with various constituencies. Although there can be benefits of linking results with rewards, the system developer needs to exercise caution so that 1) participants do not directly or indirectly suggest to subordinates that they give good ratings and 2) peers do not agree to give each other good ratings.
Once the objective is determined, you will need to write a plan that includes key actions, dates, roles and responsibilities, as well as the resources needed to administer the assessments and communicate the results to the participants (employees being rated).
STEP #2: DETERMINE THE ADMINISTRATION METHODOLOGY
What is the best way to reach the intended audience?
In today's world you can administer a 360° assessment electronically via the Internet or Intranet, as a paper and pencil process, or with a combination of the two. Phone deployments are also used. In this article we primarily focus on web-based assessments. The big advantage of administering a survey electronically lies in the capability to import the responses quickly and inexpensively. A Web-based process also crosses geographic boundaries easily, and can provide economic advantages based upon scale and volume of participants. Where electronic methods are not possible, paper and pencil assessments work very well.
The range of electronic/web-enabled assessment tools ranges in features, functionality and price. Some systems allow you to create and post the assessment on your own in-house server. Others have a system where they host the assessment on the vendor's server, but provide you access to status information and reports.
Questions to ask as you talk to vendors include:
How flexible is the application for our needs?
Where does the application reside - on our server or yours?
If the application resides on your server, what information and reports can be accessed internally?
How long will the reports be kept on the server for viewing?
Do you have a library of competencies and behavior-based statements to share with us?
Will we need to use your consulting services (e.g., ongoing coaching, OD work) if we use your 360 ° assessment?
How is the application priced - one time fee, fee per participant, fee for each completion of an assessment or a combination?
If the assessment is lengthy, can respondents stop at any given point of an electronic assessment and come back to it while retaining already entered answers?
STEP #3: DESIGN THE ASSESSMENT
The 360° process is based on a survey/assessment. It generally includes items (questions) that are related to the organization's goals and to the participant's roles. These questions can be about technical and soft skills, values and behaviors. Here are some sample items…
Encourages the open and candid expression of ideas and opinions.
Is flexible in dealing with changing or new circumstances.
Influences others to translate the organization's vision into action.
Considers a broad range of issues or factors in making decisions.
Survey items are organized by specific competencies (topics). There are usually 3 to 10 items per competency within a survey. Some common competencies are communication, employee development, and leadership. Many assessments have a number of questions ranging from 30 to 100. Take into consideration the audience who will read the questions. The language, difficulty of the vocabulary used and comprehension level of the participant will heavily weigh on the meaningfulness of the responses.
Multiple-choice items usually use a 1 - 4 or 1 - 5 rating scale. For example, 1=Disagree Strongly, 2=Disagree, 3=Neutral, 4=Agree, 5=Agree Strongly. Some administrators prefer to force raters to have an opinion by eliminating the middle choice like 'neutral'. Many administrators give a 'not applicable' choice for respondents. Most surveys also include one or two open-ended comment questions, such as: "Which
aspects of leading and managing change does the individual do well?"
The number of people (raters) who complete the assessments is usually in the 8-15 range. It is important to not go much lower than six people, in order to maintain the anonymity of respondents. One question to ask in this phase of the process is how many types of people will rate the employee - will you group all raters into a group called 'other', or will you want the raters identified by their relationship with the participant (e.g., direct manager, peer, direct report, customer, other). Another question to ask at this point is who will select the raters? Will it be the participant, the participant's manager or the assessment administrator?
Also, this is the time to decide if you want to deploy the assessment for all participants at once, in several groups, or individually (e.g., on an anniversary date). Sometimes a pilot group is given the assessment before a full rollout is completed.
Careful preparation of the assessment will pay off in the end. Questions/statements should be designed carefully in order to gather the desired information in an unbiased way. Some vendors provide a library of questions that you can choose from to build your assessment. Limiting response scales to one or two types is a good strategy to keep the survey simple. Some assessment administrators like to group questions by topic in the survey; other administrators like to "mix up" the questions for respondents to answer.
STEP #4: COMMUNICATE AND ADMINISTER THE ASSESSMENT
Tell the respondent group (both participants and raters) in advance about the assessment. They need to know why the assessment is being conducted, how the information gathered will be used, and when and how the assessment will be administered. In most situations, participants need to be assured of anonymity. You can use memos, e-mail, meeting announcements, or a combination of some or all of these methods.
For all organizations, there are good and bad times to do assessments. Do not administer survey during crunch times. Choose a time of low organizational stress, if possible. The timing of the assessment may be dependent on your objective for the assessment (e.g., coaching, tied-to performance).
If raters have to go through long assessments and have to assess a lot of people, ensure that they will be able to save responses and return at a later time to continue the assessment. You cannot always
assume that raters will have the undivided twenty minutes of attention it takes to honestly answer some 360-degree assessments.
The success of these evaluations also resides on the fact that all participants are rated by a sufficient number of people for the results to be meaningful. Make sure there is a method in place to remind participants who have not completed their assessments. It can help sustain a widespread and meaningful participation throughout the organization.
STEP #5: COMPILE AND ANALYZE RESPONSES
If you use an electronic administration method, compiling the responses is already done as part of the assessment process.
On a web-based assessment process, there should be some flexibility regarding who has access to the reports. For a coaching assessment, perhaps the participant is the first/only person who sees the outcomes. Perhaps the first person to view the reports is the Assessment Administrator who sends
the reports to the participants' managers. Each process can be managed differently based upon the organizational culture and the objective of the process.
For electronically-deployed assessments, the web reporting structure generally begins with a login page where the participant's manager or assessment administrator would enter his/her login and password information to proceed. Upon entering the reporting section, that person would then see whatever level of reporting was granted him/her based on predetermined permissions (e.g., may see only reports for self, or may also see reports for a department, etc.).
You can attain some level of benchmarking within the organization by comparing a given individual's performance to her/his department or to the overall organization. This helps tremendously in raising the bar for all individuals assessed.
If you use paper and pencil to administer your assessment, you will have to do some data entry in order to start analyzing your results. For paper and pencil assessments, you might consider completing your reports via a survey software package or Excel. As you do your analysis, think about how you will communicate the results. What information is most important? What's the best way to display it: tables or graphs? Referring to the objective you set in the beginning and your survey plan will help you do a better job of communicating your results.
STEP #6: COMMUNICATE ASSESSMENT RESULTS
The report serves as the starting point in creating a participant's development plan. Often, the assessment administrator (or the participant's manager) sits down with each participant to present the report and begin work on a development plan. The administrator/manager is there to help the participant understand what the report implies about his/her skills. This feedback should include a balanced approach, focusing both on the positive feedback and on areas to be improved. Beyond that, the administrator/manager is there to help the participant identify the development opportunities that may provide the best pay-off, when comparing efforts to results.
STEP #7: THE DEVELOPMENT PLAN
The person who is sharing the results with the participant (the coach), needs to have a good understanding of the results:
Self - Others Reports: compare the scores given by raters with the participant's self scores.
Rater Category Reports: for overall and topic results, look for differences among rater categories.
Item Level Reports: look for highest and lowest rated items overall, highest and lowest by rater category (e.g., peers, direct reports), and consistency by category.
ALSO: if scores are mostly high or low, look for relative highs/lows.
The coach should schedule time to sit down with the participant to discuss feedback. Give the participant
the following advice:
Be open to the feedback.
Look at the high scores - understand what raters have said that you do well.
Look at the low scores - what group of raters does this information come from? Is it for an entire competency area or just for individual questions?
If you feel that the feedback is inaccurate, take it for what it is: this is how you are perceived.
Acknowledge to the raters that you have received your results.
Ask raters for more feedback. Try to build bridges by asking for their help/advice.
If the assessment process is stopped after the participant sees their feedback, the organization has missed a strategic part of the process - how to help participants plan to make changes where necessary (and support the areas that were scored highly). An effective approach in developing an action plan is to:
o Prioritize 2-3 strengths to leverage over the next year (strengths are top-rated areas)
o Prioritize 2-3 areas to improve over the next year (areas to improve are bottom-rated areas)
o For each strength and area to improve, commit to at least 2 actions for the upcoming year that will offer the greatest return (to both the participant and to the organization).
These actions may include, but are not limited to formal training and development.
The next time the participant is rated, everyone wants to see measurable change that can be attributed back to the assessment system. Once you put the action plan in place, follow-up assessments can measure the change in participant and rater perceptions. This concept also refers to the continuous improvement process.
I have attached 360 degree feedback guidelines which i have taken from a site for your kind perusal.
Rgds,
John N
From India, Madras
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Dear All,
Please help me in implementing a performance appraisal policy in an IT industry. The organization's strength is around 100+, with 60% in service engineering, 20% in sales, and 20% in the back office. I have a few questions in mind:
1. What type of appraisal (360, 180, etc.) would be suitable for the organization?
2. We have already implemented 360-degree appraisal, which was not successful before my joining.
3. What would be the exact process for the same?
Please assist me. I would be truly grateful to you.
Thanks in advance!!!
Monika Gaur
gaurmonika@gmail.com
From India, Gurgaon
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Please help me in implementing a performance appraisal policy in an IT industry. The organization's strength is around 100+, with 60% in service engineering, 20% in sales, and 20% in the back office. I have a few questions in mind:
1. What type of appraisal (360, 180, etc.) would be suitable for the organization?
2. We have already implemented 360-degree appraisal, which was not successful before my joining.
3. What would be the exact process for the same?
Please assist me. I would be truly grateful to you.
Thanks in advance!!!
Monika Gaur
gaurmonika@gmail.com
From India, Gurgaon
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Hi Monika,
Being in the same field, I feel that 360-degree appraisal is more useful only if its implementation is carried out very effectively. The quarterly appraisal in this format will yield better results if monetary rewards are also given for good performance. For better implementation, your appraisal format should be given a thorough study. Please let me know if you need any help.
With regards,
Shreepad
From India, Ponda
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Being in the same field, I feel that 360-degree appraisal is more useful only if its implementation is carried out very effectively. The quarterly appraisal in this format will yield better results if monetary rewards are also given for good performance. For better implementation, your appraisal format should be given a thorough study. Please let me know if you need any help.
With regards,
Shreepad
From India, Ponda
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Generally, 360-degree performance appraisals are not successful if done within the organization. We have tried this method by hiring an external agency who have conducted an Employee Satisfaction Survey where all the feedback is kept confidential by the hired agency. The agency has a method of rating all the staff as per the 360-degree feedback received, and common strengths and weaknesses are put across in the common presentation. The ultimate objective is to only highlight certain weak points of people at various levels. Increments/promotions could be ancillary to this feedback/survey.
A. Pinto
From India, Mumbai
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A. Pinto
From India, Mumbai
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You can definitely add me. Although I don't have a problem chatting on Gmail, it's hard to log in for a longer duration for obvious reasons. But if I am not available, you can email me in detail or even have my cell number 09860586071 if need be.
From India, Ponda
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From India, Ponda
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Dear Friends You can check out this seminar presentation on 360 Degree performance appraisal. One of the current hot topics of the industry. Hope you all will like. Regards Rima
From India, Madras
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From India, Madras
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Dear Rima and all the HR pundits,
Please accept my sincere appreciation for the nice presentation on "360 Appraisal".
May I request you to educate me on the weightage ratio that can be assigned to each category of appraisers around an employee to ensure maximum objectivity in the final ratings. Views from HR seniors and peers are most welcome.
Regards,
Sincerely,
Ramesh Gautam
MBA(HR)
LNMI- Patna
Email ID - mynamati@gmail.com
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Please accept my sincere appreciation for the nice presentation on "360 Appraisal".
May I request you to educate me on the weightage ratio that can be assigned to each category of appraisers around an employee to ensure maximum objectivity in the final ratings. Views from HR seniors and peers are most welcome.
Regards,
Sincerely,
Ramesh Gautam
MBA(HR)
LNMI- Patna
Email ID - mynamati@gmail.com
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Hello,
I read the PowerPoint presentation on 360-degree performance appraisal. It's really worth appreciating. Thanks a bunch; it was indeed informative. However, somewhere on this site itself, under the performance management forum, I found that theoretically external customers are not a part of 360-degree appraisal. Rather, all these were added by different people over the years. When external customers or any external element are added to performance appraisal, it would make it a 720-degree appraisal, not 360 degrees. This is not what I have identified, but I read it on this site. I am expecting your comments.
Regards,
SP.
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I read the PowerPoint presentation on 360-degree performance appraisal. It's really worth appreciating. Thanks a bunch; it was indeed informative. However, somewhere on this site itself, under the performance management forum, I found that theoretically external customers are not a part of 360-degree appraisal. Rather, all these were added by different people over the years. When external customers or any external element are added to performance appraisal, it would make it a 720-degree appraisal, not 360 degrees. This is not what I have identified, but I read it on this site. I am expecting your comments.
Regards,
SP.
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Hi Friends,
Thank you for appreciating my work. I am really glad that you all liked it.
Dear Sp,
Yes, it's true that customers are not a part of 360, but again, there is a glitch there. To put it simply, 360 degrees means a circle, so a candidate has to be apprised from at least 4 angles (90+90+90+90). Now, for a candidate working in the bottom layer in the organizational hierarchy and dealing directly with the client, the customer can be considered as the other angle. The same is also true for service organizations where the customer reigns supreme.
That's my take on the thing. I would like to get feedback and suggestions from fellow members if any. :idea:
Regards,
Rima
From India, Madras
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Thank you for appreciating my work. I am really glad that you all liked it.
Dear Sp,
Yes, it's true that customers are not a part of 360, but again, there is a glitch there. To put it simply, 360 degrees means a circle, so a candidate has to be apprised from at least 4 angles (90+90+90+90). Now, for a candidate working in the bottom layer in the organizational hierarchy and dealing directly with the client, the customer can be considered as the other angle. The same is also true for service organizations where the customer reigns supreme.
That's my take on the thing. I would like to get feedback and suggestions from fellow members if any. :idea:
Regards,
Rima
From India, Madras
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Can you inform me about the contemporary Confidential Report System in the industry? This system should be able to assess groups with a heavy manpower base, such as Railways, with varied qualifications and divided into various sub-groups based on work requirements.
Baljeet
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Baljeet
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hi this is shariff and i seen the your presentation it given full in formation regarding the 360 PA and nice to see that type of the performance apprisal :) with regards shariff
From India, Mumbai
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From India, Mumbai
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Hi,
This is Shariff.
I went through your presentation of "360PA," and it provided good information to young HR professionals. As HR managers, we should have thorough knowledge of 360PA. Keep up the good work, and best of luck for the rest of your presentations.
With regards,
Shariff
From India, Mumbai
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This is Shariff.
I went through your presentation of "360PA," and it provided good information to young HR professionals. As HR managers, we should have thorough knowledge of 360PA. Keep up the good work, and best of luck for the rest of your presentations.
With regards,
Shariff
From India, Mumbai
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Hi friends
I have no words to acknowledge my gratitude for all your kind words. Thanks a lot friends.
Sheriff this is to inform you that I am not an HR Manager. I am just a fresher looking for an opportunity. I made this presentation in my Semester II of MBA (HR).
Baljeet I am sorry I don’t have much knowledge about the Confidential Report System as you were talking about. I am afraid I wouldn’t be of much help to you.
I especially thank my friends from Pakistan for their kind words.
Regards
Rima
:D
From India, Madras
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I have no words to acknowledge my gratitude for all your kind words. Thanks a lot friends.
Sheriff this is to inform you that I am not an HR Manager. I am just a fresher looking for an opportunity. I made this presentation in my Semester II of MBA (HR).
Baljeet I am sorry I don’t have much knowledge about the Confidential Report System as you were talking about. I am afraid I wouldn’t be of much help to you.
I especially thank my friends from Pakistan for their kind words.
Regards
Rima
:D
From India, Madras
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Hi Aarti Sorry aarti i tried sending but the mail got bounced from your ID. Do gve me another ID Regards Rima
From India, Madras
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From India, Madras
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Hi Ranjeet,
As you have mentioned that PMS is very effective if we use KRA and evaluate it on a monthly basis, could you shed more light on this? We are looking to implement this within our organization. How do I measure the KRAs? Do I need to create a balanced scorecard?
Regards,
Anita
Gurgaon
From India, New Delhi
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As you have mentioned that PMS is very effective if we use KRA and evaluate it on a monthly basis, could you shed more light on this? We are looking to implement this within our organization. How do I measure the KRAs? Do I need to create a balanced scorecard?
Regards,
Anita
Gurgaon
From India, New Delhi
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Hello Monica,
Implementing a 360-degree appraisal system in the IT industry is not an easy task. My organization is an IT company with around 40 employees. We too are interested in a 360-degree appraisal system. However, after due deliberations, we have found that it is ideal to get started with a 180-degree system.
We have been conducting appraisals for just under a year now and have been upgrading and updating our system each month. Having Key Result Areas (KRAs) helps, but you must also have Key Performance Indicators (KPIs) defined for each position if you wish to have effective performance appraisals.
The best way is to start low, slow but steady, and then improve upon your system as you learn more about it.
Regards,
Gaurang Shah
From India, Ahmadabad
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Implementing a 360-degree appraisal system in the IT industry is not an easy task. My organization is an IT company with around 40 employees. We too are interested in a 360-degree appraisal system. However, after due deliberations, we have found that it is ideal to get started with a 180-degree system.
We have been conducting appraisals for just under a year now and have been upgrading and updating our system each month. Having Key Result Areas (KRAs) helps, but you must also have Key Performance Indicators (KPIs) defined for each position if you wish to have effective performance appraisals.
The best way is to start low, slow but steady, and then improve upon your system as you learn more about it.
Regards,
Gaurang Shah
From India, Ahmadabad
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Hi all,
I also want to know the implementation of 360-degree feedback. Since I am working in a software company, I would like to implement it. Please, can you email me at ipsita.chat@gmail.com?
Thanks!
From India, Calcutta
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I also want to know the implementation of 360-degree feedback. Since I am working in a software company, I would like to implement it. Please, can you email me at ipsita.chat@gmail.com?
Thanks!
From India, Calcutta
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hey rima, not abl 2 open ur presentation...do mail it to me..watz up wid u...how work... neha
From India, Bhubaneswar
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From India, Bhubaneswar
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Dear Anita,
KRA stands for Key Result Area of a job. For the implementation of this system, first, create a job description along with the KRA of each job with the help of the department head. Then, assign a mark to each KRA. Periodically evaluate and link it to your increment system.
Regards,
Ranjeet
From India, New Delhi
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KRA stands for Key Result Area of a job. For the implementation of this system, first, create a job description along with the KRA of each job with the help of the department head. Then, assign a mark to each KRA. Periodically evaluate and link it to your increment system.
Regards,
Ranjeet
From India, New Delhi
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Hello,
360-degree feedback is a very different concept and cannot be documented as an appraisal or feedback form. In the 360-degree feedback model, feedback is invited about an individual from peers, superiors, and subordinates. This feedback is then consolidated into paragraph form and shared with the individual. If only one response is received, it is not shared.
It is best to have an external agency run it rather than HR. This is done to eliminate any favoritism, bias, or assumptions.
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360-degree feedback is a very different concept and cannot be documented as an appraisal or feedback form. In the 360-degree feedback model, feedback is invited about an individual from peers, superiors, and subordinates. This feedback is then consolidated into paragraph form and shared with the individual. If only one response is received, it is not shared.
It is best to have an external agency run it rather than HR. This is done to eliminate any favoritism, bias, or assumptions.
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Dear All,
This time I am very confused between 90, 180, 540, 360, 720 Degree Appraisal Systems. I have studied various articles but am still not clear. Please provide me with your suggestions on this as this is very urgent.
Warm Regards,
From India, Delhi
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This time I am very confused between 90, 180, 540, 360, 720 Degree Appraisal Systems. I have studied various articles but am still not clear. Please provide me with your suggestions on this as this is very urgent.
Warm Regards,
From India, Delhi
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Hi Amrita,
To simply explain this concept, let me compare this with a needle inside a watch dial. The needle will provide you with 90 degrees up to 360 degrees... right! Imagine for a moment that each calibration or division on your watch is an employee.
In a 360-degree appraisal, all employees (your boss, your other seniors, your colleagues/peers, and your subordinates) will appraise you.
In a 180-degree appraisal, your boss, other superiors, and your colleagues/peers will only appraise you; not your subordinates.
In a 90-degree appraisal, you will be appraised by your boss and only a set of other superiors and colleagues/peers. This set could be the appraisers in your division, department, project, or business (SBU), etc., and no one else.
There is no appraisal beyond the 360-degree one (i.e., nothing called 720 degrees, etc.)
Hope this helps you with the concept. If you still have questions, please write back, and I will try to clarify further.
Rahul Kumar
9968270580
coordial@yahoo.co.in
From India, New Delhi
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To simply explain this concept, let me compare this with a needle inside a watch dial. The needle will provide you with 90 degrees up to 360 degrees... right! Imagine for a moment that each calibration or division on your watch is an employee.
In a 360-degree appraisal, all employees (your boss, your other seniors, your colleagues/peers, and your subordinates) will appraise you.
In a 180-degree appraisal, your boss, other superiors, and your colleagues/peers will only appraise you; not your subordinates.
In a 90-degree appraisal, you will be appraised by your boss and only a set of other superiors and colleagues/peers. This set could be the appraisers in your division, department, project, or business (SBU), etc., and no one else.
There is no appraisal beyond the 360-degree one (i.e., nothing called 720 degrees, etc.)
Hope this helps you with the concept. If you still have questions, please write back, and I will try to clarify further.
Rahul Kumar
9968270580
coordial@yahoo.co.in
From India, New Delhi
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Dear friend,
The appraisal system regarding varying degrees indicates the role of stakeholders who are contributing to or shaping the system. It may be the boss, colleagues, subordinates, customers, vendors, service providers, or the community at stake, etc. Each party represents one degree, starting with 90 degrees. You can count according to the number of stakeholders; it extends up to 720 or even more, depending on the role played as indicated above.
From India, Madras
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The appraisal system regarding varying degrees indicates the role of stakeholders who are contributing to or shaping the system. It may be the boss, colleagues, subordinates, customers, vendors, service providers, or the community at stake, etc. Each party represents one degree, starting with 90 degrees. You can count according to the number of stakeholders; it extends up to 720 or even more, depending on the role played as indicated above.
From India, Madras
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Dear Friend,
Although I am unable to give the exact information you require, Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.ph...stem&submit=Go
https://www.citehr.com/search_new.ph...sals&submit=Go
https://www.citehr.com/search_new.ph...nce+&submit=Go
https://www.citehr.com/search_new.ph...ee+Performance
https://www.citehr.com/search_new.ph...ance+appraisal
https://www.citehr.com/search_new.ph...nce+appraisal+
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
Please never loose patience once you have posted it,, give members time to reply,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
93831 93832
From India, Coimbatore
Acknowledge(0)Amend(0)
Although I am unable to give the exact information you require, Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.ph...stem&submit=Go
https://www.citehr.com/search_new.ph...sals&submit=Go
https://www.citehr.com/search_new.ph...nce+&submit=Go
https://www.citehr.com/search_new.ph...ee+Performance
https://www.citehr.com/search_new.ph...ance+appraisal
https://www.citehr.com/search_new.ph...nce+appraisal+
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
Please never loose patience once you have posted it,, give members time to reply,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
93831 93832
From India, Coimbatore
Acknowledge(0)Amend(0)
Dear friend,
Thank you for the reply. My request is for the performance appraisal system adopted in BPO centers, specifically in Indian industries like Sify, Infosys, Wipro, and other ITES companies. I am focusing on how it impacts the attrition rate, whether it increases or decreases, etc.
I shall wait for a reply from members of this forum.
With regards,
D. Madhavan
From India, Madras
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Thank you for the reply. My request is for the performance appraisal system adopted in BPO centers, specifically in Indian industries like Sify, Infosys, Wipro, and other ITES companies. I am focusing on how it impacts the attrition rate, whether it increases or decreases, etc.
I shall wait for a reply from members of this forum.
With regards,
D. Madhavan
From India, Madras
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Dear All,
The so-called 720 degree appraisal has been a misnomer of sorts and has been more confined to bookishness. It is common place that this is an impractical (mis) interpretation of the appraisal mechanism, more as a one-upmanship conceptual float. The intention was to incorporate the cascading effect of the Balanced Score Card, task cycle to bottomline profitability (net), repeat-cycle performance index, etc.
The concept arose more out of a pre-appraisal and then a post-appraisal evaluation methodology, a dual process. This was tried in Winconsin and St. Catherines on experimentation groups and miserably failed. In fact, the concept was mooted..
It was commonly declared that there is no appraisal worth its name beyond the assessment-center based 360 degrees.
Please see the except of the article below (acknowledge to be the author's production)
Rahul
09968270580
__________________________________________________ ___________
ASSESSMENT CORNER
What Is a 360-Degree Feedback Assessment?
by Roberta Hill
The concept of 360 degrees makes me crazy. Let me get this off my chest ... there is no such thing as
"720 degrees." A circle has 360 degrees. That's it. That's all.
"A degree (in full, a degree of arc, arc degree, or arcdegree), usually symbolized ° is a measurement of plane angle, representing 1/360 of a full rotation. When that angle is with respect to a reference meridian, it indicates a location along a great circle of a sphere (such as Earth, Mars, or the celestial sphere). The number 360 was probably adopted because of the number of days in a year." (Wikipedia)
Now that that issue is settled, let me take you through some of the basics of what a multi-rater means.
1. What is 360-degree feedback?
The term has become synonymous with feedback from multiple sources. Other names are multi-rater, multi-source, full-circle, group performance review, 180 degrees and, finally, the infamous 720 degrees. Someone coined the term "360 degrees" to represent a full circle of feedback from all angles, and we have been stuck with the misnomer ever since. Over the years, many consultants and organizations have tinkered with the 360 approach, creating 180-degree versions that collect feedback from limited levels, or a 720-degree approach which provides for two rounds of feedback (a pre- and post-test).
"The (360-degree) feedback process ... involves collecting perceptions about a person's behavior and the impact of that behavior from the person's boss or bosses, direct reports, colleagues, fellow members of project teams, internal and external customers, and suppliers." (Lepsinger 1997.)
2. Where do 360's come from?
The Booth Company suggests that in 1973, Clark Wilson, PhD developed the first 360 feedback survey instruments for management development. The first instrument was the "Survey of Management PracticesTM," and it has been used and studied since 1973. The origins of multi-rating can be traced back to the employee attitude surveys of the 1950s and 1960s.
3. Why use 360's?
The 360 combines input from supervisors, peers, and direct reports to provide a broad perspective on an employee's strengths and developmental needs. It has also been used extensively as part of an organization's performance appraisal system.
In addition, the aggregate data (cumulative results for a group) provide an organization with crucial information for effective strategic planning, overall training needs, improved team building and effective customer service.
4. Who uses 360's?
These days, the question should be, "Who isn't using 360's?" Not that they are being used necessarily well, but that is a separate issue. Most Fortune 500 companies have been using some form of multi-rater system for over 15 years. It is found less commonly in smaller organizations, and it is just beginning to migrate beyond North America.
5. When are 360's used?
On an individual basis, a multi-rater process—either from an online assessment or through the more involved structured interview process—can be invaluable for someone embarking on a coaching program. It is useful to conduct a second round (that "720 degrees") nine to twelve months later.
A number of factors need to be considered before pursuing any organizational 360-degree feedback program. The data collected MUST be based in clear and concise behaviors, criteria and competencies. The design elements and communications are as important as the implementation. Some other questions to be answered are:
Is the organization ready?
Is there trust?
Is the purpose clear?
How will the data be used?
6. How can a multi-rater assessment leverage the coaching experience for your clients?
It allows your client to gain perspectives from others in an objective, non-threatening, confidential manner.
It provides the individual with qualitative and quantitative data for self-reflection and enhanced awareness.
It assists in identifying the individual development needs and action items the organization deems important.
It can help to expose patterns of behavior, both positive and negative, especially when used in conjunction with other assessment tools.
It creates a platform and "language" for dialogue between coach and client.
It ensures that the coach has separate objective data, thus avoiding acceptance of the client's interpretations at "face value."
When initiated and implemented properly, it engages the support of others in the process.
If you are interested in pursuing this subject in greater detail, I strongly recommend David Lassiter's A User's Guide to 360° Feedback. Some additional information sources are:
The Thin Book of 360 Feedback: A Manager's Guide by Michelle Leduff Collins
Getting 360-Degree Feedback Right by Maury A. Peiperl
Maximizing the Value of 360-Degree Feedback: A Process for Successful Individual and Organizational Development (Center for Creative Leadership) by Walter W. Tornow and Manuel London
Power of 360 Degrees Feedback: How to Leverage Performance Evaluations for Top Productivity (Improving Human Performance) by David A. Waldman, PhD and Leanne E. Atwater, PhD
13 Common Mistakes Using 360-Degree Feedback by Scott Wimer and Kenneth M. Nowack
Sources:
"Degree." Wikipedia. Available at http://en.wikipedia.org/wiki/Degree_%28angle%29.
Goldsmith, Marshall and Howard Morgan, 2004. Leadership Is a Contact Sport: The "Follow-up Factor" in Management Development. strategy+business 36:79.
Lassiter, David. A User's Guide to 360° Feedback. Available at http://www.leadershipadvantage.com/usersGuide.shtml.
Lepsinger, Richard and Anntoinette D. Lucia, 1997. The Art and Science of 360 Degree Feedback. San Francisco: Jossey-Bass/Pfeiffer.
From India, New Delhi
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The so-called 720 degree appraisal has been a misnomer of sorts and has been more confined to bookishness. It is common place that this is an impractical (mis) interpretation of the appraisal mechanism, more as a one-upmanship conceptual float. The intention was to incorporate the cascading effect of the Balanced Score Card, task cycle to bottomline profitability (net), repeat-cycle performance index, etc.
The concept arose more out of a pre-appraisal and then a post-appraisal evaluation methodology, a dual process. This was tried in Winconsin and St. Catherines on experimentation groups and miserably failed. In fact, the concept was mooted..
It was commonly declared that there is no appraisal worth its name beyond the assessment-center based 360 degrees.
Please see the except of the article below (acknowledge to be the author's production)
Rahul
09968270580
__________________________________________________ ___________
ASSESSMENT CORNER
What Is a 360-Degree Feedback Assessment?
by Roberta Hill
The concept of 360 degrees makes me crazy. Let me get this off my chest ... there is no such thing as
"720 degrees." A circle has 360 degrees. That's it. That's all.
"A degree (in full, a degree of arc, arc degree, or arcdegree), usually symbolized ° is a measurement of plane angle, representing 1/360 of a full rotation. When that angle is with respect to a reference meridian, it indicates a location along a great circle of a sphere (such as Earth, Mars, or the celestial sphere). The number 360 was probably adopted because of the number of days in a year." (Wikipedia)
Now that that issue is settled, let me take you through some of the basics of what a multi-rater means.
1. What is 360-degree feedback?
The term has become synonymous with feedback from multiple sources. Other names are multi-rater, multi-source, full-circle, group performance review, 180 degrees and, finally, the infamous 720 degrees. Someone coined the term "360 degrees" to represent a full circle of feedback from all angles, and we have been stuck with the misnomer ever since. Over the years, many consultants and organizations have tinkered with the 360 approach, creating 180-degree versions that collect feedback from limited levels, or a 720-degree approach which provides for two rounds of feedback (a pre- and post-test).
"The (360-degree) feedback process ... involves collecting perceptions about a person's behavior and the impact of that behavior from the person's boss or bosses, direct reports, colleagues, fellow members of project teams, internal and external customers, and suppliers." (Lepsinger 1997.)
2. Where do 360's come from?
The Booth Company suggests that in 1973, Clark Wilson, PhD developed the first 360 feedback survey instruments for management development. The first instrument was the "Survey of Management PracticesTM," and it has been used and studied since 1973. The origins of multi-rating can be traced back to the employee attitude surveys of the 1950s and 1960s.
3. Why use 360's?
The 360 combines input from supervisors, peers, and direct reports to provide a broad perspective on an employee's strengths and developmental needs. It has also been used extensively as part of an organization's performance appraisal system.
In addition, the aggregate data (cumulative results for a group) provide an organization with crucial information for effective strategic planning, overall training needs, improved team building and effective customer service.
4. Who uses 360's?
These days, the question should be, "Who isn't using 360's?" Not that they are being used necessarily well, but that is a separate issue. Most Fortune 500 companies have been using some form of multi-rater system for over 15 years. It is found less commonly in smaller organizations, and it is just beginning to migrate beyond North America.
5. When are 360's used?
On an individual basis, a multi-rater process—either from an online assessment or through the more involved structured interview process—can be invaluable for someone embarking on a coaching program. It is useful to conduct a second round (that "720 degrees") nine to twelve months later.
A number of factors need to be considered before pursuing any organizational 360-degree feedback program. The data collected MUST be based in clear and concise behaviors, criteria and competencies. The design elements and communications are as important as the implementation. Some other questions to be answered are:
Is the organization ready?
Is there trust?
Is the purpose clear?
How will the data be used?
6. How can a multi-rater assessment leverage the coaching experience for your clients?
It allows your client to gain perspectives from others in an objective, non-threatening, confidential manner.
It provides the individual with qualitative and quantitative data for self-reflection and enhanced awareness.
It assists in identifying the individual development needs and action items the organization deems important.
It can help to expose patterns of behavior, both positive and negative, especially when used in conjunction with other assessment tools.
It creates a platform and "language" for dialogue between coach and client.
It ensures that the coach has separate objective data, thus avoiding acceptance of the client's interpretations at "face value."
When initiated and implemented properly, it engages the support of others in the process.
If you are interested in pursuing this subject in greater detail, I strongly recommend David Lassiter's A User's Guide to 360° Feedback. Some additional information sources are:
The Thin Book of 360 Feedback: A Manager's Guide by Michelle Leduff Collins
Getting 360-Degree Feedback Right by Maury A. Peiperl
Maximizing the Value of 360-Degree Feedback: A Process for Successful Individual and Organizational Development (Center for Creative Leadership) by Walter W. Tornow and Manuel London
Power of 360 Degrees Feedback: How to Leverage Performance Evaluations for Top Productivity (Improving Human Performance) by David A. Waldman, PhD and Leanne E. Atwater, PhD
13 Common Mistakes Using 360-Degree Feedback by Scott Wimer and Kenneth M. Nowack
Sources:
"Degree." Wikipedia. Available at http://en.wikipedia.org/wiki/Degree_%28angle%29.
Goldsmith, Marshall and Howard Morgan, 2004. Leadership Is a Contact Sport: The "Follow-up Factor" in Management Development. strategy+business 36:79.
Lassiter, David. A User's Guide to 360° Feedback. Available at http://www.leadershipadvantage.com/usersGuide.shtml.
Lepsinger, Richard and Anntoinette D. Lucia, 1997. The Art and Science of 360 Degree Feedback. San Francisco: Jossey-Bass/Pfeiffer.
From India, New Delhi
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Hi all, What is 720 degree performance appraisal. What is the difference between 360 degree appraisal and 720 degree appraisal. Can anyone help me out in this topic...
From India, Coimbatore
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From India, Coimbatore
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Dear Friend,
Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.php?q=720&submit=Go
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
093831 93832
From India, Coimbatore
Acknowledge(0)Amend(0)
Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.php?q=720&submit=Go
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
093831 93832
From India, Coimbatore
Acknowledge(0)Amend(0)
Iam doing my MBA in HR.And iam planning to do my project on performance appraisal.So can you help me in this. Please let me know few sample quetionair.
From India
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From India
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Dear Friend,
Kindly click on the following link, it will give you some required information,
https://www.citehr.com/download-list.php?query=360
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
093831 93832
From India, Coimbatore
Acknowledge(0)Amend(0)
Kindly click on the following link, it will give you some required information,
https://www.citehr.com/download-list.php?query=360
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
093831 93832
From India, Coimbatore
Acknowledge(0)Amend(0)
Dear Deepak,
Find below the tools been used during the process of Performance Appraisal..
Performance Appraisal – A Tool to Organizational Success
Performance appraisal is a distinct and formal management procedure used in the evaluation of work performance. It can be defined as a structured formal interaction between a subordinate and his superior, at a defined periodicity. During a performance discussion the previous period’s
performance of the subordinate is examined and discussed. In addition the
performance appraisal is also used to identify areas of training and
improvement.
It is a review of his work and goals that are set for him by the company in
accordance with the goals of the company. In many organizations, appraisal results are used, to help determine reward outcomes. It helps in identifying the “better performers” employee who will get majority of available merit pay increases, bonuses and promotions. It also helps in identifying the “poor performers” who may require some form of counseling or in extreme cases, demotion, dismissal or decrease in pay. Appraisals address a “whole person development” and not just job skills or skills required for promotion.
There are 8 commonly used methods of Performance Appraisal.
1. Comparative Standards or multi-person comparison- this relative
method of performance is one in which one employees’ performance is compared to the performances of the other employees.
2. Group Rank Ordering – in this kind of performance appraisal, the
supervisor places employees into a particular classification such as ‘top
one fifth’ and ‘second one fifth’. If a supervisor has ten employees only
two could be in the top fifth and two must be assigned to the bottom fifth.
3. Individual ranking- in this, the supervisor lists the employees from
highest to lowest. The difference between the top two employees is assumed equivalent to the difference between the bottom two employees.
4. Paired comparison- in this the supervisor compares each employee in the group and rates each as either superior or weaker of the pair. After all comparisons are made, each employee is assigned a summary or ranking based on the number of superior scores received.
5. Critical incidents- the supervisor’s attention is focused on
specific or critical behavior that separate effective from ineffective
performance.
6. Graphic rating scale- in this kind of performance appraisal, a set
of performance factors such as job-knowledge, work quality, cooperation are listed, that the supervisor uses to rate employee performance using an
incremental scale.
7. Behaviorally anchored rating scale (BARS) – BARS combines elements from critical incident and graphic rating scale approaches. The supervisor rates employees’ according to items on a numerical scale.
8. Management by objectives- management by objectives evaluate how well an employee has accomplished objectives determined to be critical in job performance. This method aligns objectives with quantitative performance measures such as sales, profits, zero-defect units produced.
9. 360 degree feedback- In this multisource feedback method provides a comprehensive perspective of employee performance by utilizing feedback from the fuel circle of people with whom the employee interacts, supervisors, subordinates and co-workers. It is effective for career coaching and identifying strength and weaknesses.
Strengths of the negotiated performance appraisal are its ability to promote candid two-way communication between the supervisor and the person being appraised and to help the latter take responsibility for improving performance. In contrast, in the traditional performance appraisal, the supervisor acts more as a judge of employee performance, than a coach. By doing so, unfortunately, the focus is on blame rather than on helping the employee assume responsibility for improvement. Thus there are a whole lot of conventional trends that have changed the outlook of performance appraisals.
Let’s analyze the new trends that are prevalent in performance appraisal in
today’s corporate world:
A valuable line management tool- today’s performance appraisal system is one of the principle tool, executives, line managers, and employees are able to use to achieve their collective goals. The change in application of
performance appraisal has been enabled by software that provides management with a way to achieve its operational and strategic goals. These new applications provide a means of:
Ø cascading strategic and operational objectives down to ensure every
person knows their part of the plan and executes their part of the plan,
Ø developing the entire organization by setting specific development
objectives for each individual,
Ø providing managers with visibility of their team members,
Ø Multiple assessment methods like business objectives, development
objectives, competency review, behavioral objectives and activity review.
Full time performance appraisal - Annual appraisal is rapidly being replaced with Full time Performance Management. This trend provides a mechanism where both managers and employees are able to make relevant notes on performance related issues throughout the year. This function is also referred to as “performance diary”. When the appraisal is conducted, both are better prepared and have a full record of achievements or areas for development and coaching throughout the year. This feature also promotes an ongoing dialogue between managers and employees and ensures that both are on track to achieve their goals for the year.
Let’s take an example of an IT manager to see how the performance diary is used in practice. One of his primary objectives is to “deliver all projects
on time and on budget”. With the performance diary, the IT manager makes notes on each project all the way through the year. His own manager also makes notes about these projects. When both parties meet, they have an adequate data to draw from and can perform a meaningful review in a short amount of time. They can objectively develop a relevant performance rating derived from factual data. Therefore, the IT manager receives an objective review based on documented information as opposed to a subjective review based on memory.
Less reliance on position descriptions- In years gone by, appraisals were
often conducted against a position description. Today both HR and Line
management are using performance appraisal system to drive performance requirements during future performance periods. The reasons behind this shift are: firstly, position descriptions are typically static. Secondly, position descriptions are only one element of the performance management spectrum. Thirdly, position descriptions are far out of date and line management cannot rely on their integrity to conduct performance appraisal.
Low administration Performance Management- Early automated performance management systems were stand alone systems that offered several benefits but still suffered from high administrative input. These systems required HR to make duplicate data entries for all additions, changes and deletions to staff because entries had to be made in both the payroll system and the performance management system. Today, performance management applications can be fully integrated with the payroll system which means data entry is only required in payroll. All changes made to payroll are automatically made to the performance management application. This substantially reduces costs related to administration, enabling HR to assist line management with more strategic issues and matters of compliance.
Link to strategy- Performance Appraisal systems are the vehicle for setting
organizational objectives to organizational strategy. Combined with Full
Time Performance diary functionality, performance appraisal system is now one of the most powerful methods for effectively directing organizational effort.
Retention- Organizations have now made the link between performance
appraisal systems and retention. In the war for talent, employees want to be appreciated and developed. The answer to this is frequent reviews and
developmental planning. Automated Performance Appraisal addresses both of these needs.
Succession planning- Performance appraisal systems can leverage the data collected to implement succession planning system to allow HR to realize successors for critical and non critical roles and also the high potential staff. A significant benefit of this is that the employees see the
organization as a developing career path and this binds them closer to their organization and work.
Remuneration management and salary packaging- By implementing an effective Performance Appraisal system, organizations can now rank employees according to how well they achieved their business and development objectives. So remuneration now gains objectivity and is directed mainly towards those employees who are the top achievers.
Thus Performance Appraisal system in its present form is a trend itself.
Performance Appraisal system has progressed from appraisals and reviews to a valuable tool to link performance to strategy and to do this in an environment that is less onerous on HR than it has ever been in the past. In a nutshell performance appraisals are an important part of any corporate or organizational plan because it drives the manpower in various ways to work their best towards the success of the goals and targets.
Regards,
Amit Seth.
From India, Ahmadabad
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Find below the tools been used during the process of Performance Appraisal..
Performance Appraisal – A Tool to Organizational Success
Performance appraisal is a distinct and formal management procedure used in the evaluation of work performance. It can be defined as a structured formal interaction between a subordinate and his superior, at a defined periodicity. During a performance discussion the previous period’s
performance of the subordinate is examined and discussed. In addition the
performance appraisal is also used to identify areas of training and
improvement.
It is a review of his work and goals that are set for him by the company in
accordance with the goals of the company. In many organizations, appraisal results are used, to help determine reward outcomes. It helps in identifying the “better performers” employee who will get majority of available merit pay increases, bonuses and promotions. It also helps in identifying the “poor performers” who may require some form of counseling or in extreme cases, demotion, dismissal or decrease in pay. Appraisals address a “whole person development” and not just job skills or skills required for promotion.
There are 8 commonly used methods of Performance Appraisal.
1. Comparative Standards or multi-person comparison- this relative
method of performance is one in which one employees’ performance is compared to the performances of the other employees.
2. Group Rank Ordering – in this kind of performance appraisal, the
supervisor places employees into a particular classification such as ‘top
one fifth’ and ‘second one fifth’. If a supervisor has ten employees only
two could be in the top fifth and two must be assigned to the bottom fifth.
3. Individual ranking- in this, the supervisor lists the employees from
highest to lowest. The difference between the top two employees is assumed equivalent to the difference between the bottom two employees.
4. Paired comparison- in this the supervisor compares each employee in the group and rates each as either superior or weaker of the pair. After all comparisons are made, each employee is assigned a summary or ranking based on the number of superior scores received.
5. Critical incidents- the supervisor’s attention is focused on
specific or critical behavior that separate effective from ineffective
performance.
6. Graphic rating scale- in this kind of performance appraisal, a set
of performance factors such as job-knowledge, work quality, cooperation are listed, that the supervisor uses to rate employee performance using an
incremental scale.
7. Behaviorally anchored rating scale (BARS) – BARS combines elements from critical incident and graphic rating scale approaches. The supervisor rates employees’ according to items on a numerical scale.
8. Management by objectives- management by objectives evaluate how well an employee has accomplished objectives determined to be critical in job performance. This method aligns objectives with quantitative performance measures such as sales, profits, zero-defect units produced.
9. 360 degree feedback- In this multisource feedback method provides a comprehensive perspective of employee performance by utilizing feedback from the fuel circle of people with whom the employee interacts, supervisors, subordinates and co-workers. It is effective for career coaching and identifying strength and weaknesses.
Strengths of the negotiated performance appraisal are its ability to promote candid two-way communication between the supervisor and the person being appraised and to help the latter take responsibility for improving performance. In contrast, in the traditional performance appraisal, the supervisor acts more as a judge of employee performance, than a coach. By doing so, unfortunately, the focus is on blame rather than on helping the employee assume responsibility for improvement. Thus there are a whole lot of conventional trends that have changed the outlook of performance appraisals.
Let’s analyze the new trends that are prevalent in performance appraisal in
today’s corporate world:
A valuable line management tool- today’s performance appraisal system is one of the principle tool, executives, line managers, and employees are able to use to achieve their collective goals. The change in application of
performance appraisal has been enabled by software that provides management with a way to achieve its operational and strategic goals. These new applications provide a means of:
Ø cascading strategic and operational objectives down to ensure every
person knows their part of the plan and executes their part of the plan,
Ø developing the entire organization by setting specific development
objectives for each individual,
Ø providing managers with visibility of their team members,
Ø Multiple assessment methods like business objectives, development
objectives, competency review, behavioral objectives and activity review.
Full time performance appraisal - Annual appraisal is rapidly being replaced with Full time Performance Management. This trend provides a mechanism where both managers and employees are able to make relevant notes on performance related issues throughout the year. This function is also referred to as “performance diary”. When the appraisal is conducted, both are better prepared and have a full record of achievements or areas for development and coaching throughout the year. This feature also promotes an ongoing dialogue between managers and employees and ensures that both are on track to achieve their goals for the year.
Let’s take an example of an IT manager to see how the performance diary is used in practice. One of his primary objectives is to “deliver all projects
on time and on budget”. With the performance diary, the IT manager makes notes on each project all the way through the year. His own manager also makes notes about these projects. When both parties meet, they have an adequate data to draw from and can perform a meaningful review in a short amount of time. They can objectively develop a relevant performance rating derived from factual data. Therefore, the IT manager receives an objective review based on documented information as opposed to a subjective review based on memory.
Less reliance on position descriptions- In years gone by, appraisals were
often conducted against a position description. Today both HR and Line
management are using performance appraisal system to drive performance requirements during future performance periods. The reasons behind this shift are: firstly, position descriptions are typically static. Secondly, position descriptions are only one element of the performance management spectrum. Thirdly, position descriptions are far out of date and line management cannot rely on their integrity to conduct performance appraisal.
Low administration Performance Management- Early automated performance management systems were stand alone systems that offered several benefits but still suffered from high administrative input. These systems required HR to make duplicate data entries for all additions, changes and deletions to staff because entries had to be made in both the payroll system and the performance management system. Today, performance management applications can be fully integrated with the payroll system which means data entry is only required in payroll. All changes made to payroll are automatically made to the performance management application. This substantially reduces costs related to administration, enabling HR to assist line management with more strategic issues and matters of compliance.
Link to strategy- Performance Appraisal systems are the vehicle for setting
organizational objectives to organizational strategy. Combined with Full
Time Performance diary functionality, performance appraisal system is now one of the most powerful methods for effectively directing organizational effort.
Retention- Organizations have now made the link between performance
appraisal systems and retention. In the war for talent, employees want to be appreciated and developed. The answer to this is frequent reviews and
developmental planning. Automated Performance Appraisal addresses both of these needs.
Succession planning- Performance appraisal systems can leverage the data collected to implement succession planning system to allow HR to realize successors for critical and non critical roles and also the high potential staff. A significant benefit of this is that the employees see the
organization as a developing career path and this binds them closer to their organization and work.
Remuneration management and salary packaging- By implementing an effective Performance Appraisal system, organizations can now rank employees according to how well they achieved their business and development objectives. So remuneration now gains objectivity and is directed mainly towards those employees who are the top achievers.
Thus Performance Appraisal system in its present form is a trend itself.
Performance Appraisal system has progressed from appraisals and reviews to a valuable tool to link performance to strategy and to do this in an environment that is less onerous on HR than it has ever been in the past. In a nutshell performance appraisals are an important part of any corporate or organizational plan because it drives the manpower in various ways to work their best towards the success of the goals and targets.
Regards,
Amit Seth.
From India, Ahmadabad
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Hello sir, I am Limbachiya Jagruti. I am a student of MLW. I am working on a dissertation on 360-degree performance appraisal. So, I request you to please fill out this questionnaire and provide me with your suggestions. I am reaching out to all HR professionals.
From India, Ahmadabad
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From India, Ahmadabad
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Hi All,
Understanding '360-degree feedback' has been a great learning experience. Thanks to DELCH (Delhi Cite HR) group for giving me the opportunity. I would like to share the same with you all. Any queries and further discussions are welcome.
Email: nsnarang@gmail.com
From India, Delhi
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Understanding '360-degree feedback' has been a great learning experience. Thanks to DELCH (Delhi Cite HR) group for giving me the opportunity. I would like to share the same with you all. Any queries and further discussions are welcome.
Email: nsnarang@gmail.com
From India, Delhi
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360-Degree Performance Appraisal: An Outlook
Background
Contemporary 360-degree methods have roots as early as the 1940s; however, there is some disagreement regarding the exact genesis of the technique. Despite these disagreements, one point that most scholars can agree on is that 360-degree performance appraisal has historical roots within a military context.
During the 1950s and 1960s, this trend continued in the United States within the Military service academies. At the United States Naval Academy at Annapolis, the midshipmen used a multi-source process called "peer grease" to evaluate the leadership skills of their classmates.
In the corporate world during the 1960s and 1970s, organizations like Bank of America, United Airlines, Bell Labs, Disney, Federal Express, Nestle, and RCA experimented with multi-source feedback in a variety of measurement situations.
For details on the concept, process, appraisers, important factors, advantages, and problems of 360-degree performance appraisal, kindly check out the link below: <link outdated-removed>
Thanks and Best Regards,
Amit Bhagria
From India, Gurgaon
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Background
Contemporary 360-degree methods have roots as early as the 1940s; however, there is some disagreement regarding the exact genesis of the technique. Despite these disagreements, one point that most scholars can agree on is that 360-degree performance appraisal has historical roots within a military context.
During the 1950s and 1960s, this trend continued in the United States within the Military service academies. At the United States Naval Academy at Annapolis, the midshipmen used a multi-source process called "peer grease" to evaluate the leadership skills of their classmates.
In the corporate world during the 1960s and 1970s, organizations like Bank of America, United Airlines, Bell Labs, Disney, Federal Express, Nestle, and RCA experimented with multi-source feedback in a variety of measurement situations.
For details on the concept, process, appraisers, important factors, advantages, and problems of 360-degree performance appraisal, kindly check out the link below: <link outdated-removed>
Thanks and Best Regards,
Amit Bhagria
From India, Gurgaon
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Hi Amith,
Why don't we have 270 or 240 degrees of performance appraisal? Why do we only have 180, 360, and so on for performance appraisal? This question was actually asked during an interview.
Please reply soon to my email aruna12585@gmail.com.
Thank you.
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Why don't we have 270 or 240 degrees of performance appraisal? Why do we only have 180, 360, and so on for performance appraisal? This question was actually asked during an interview.
Please reply soon to my email aruna12585@gmail.com.
Thank you.
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Hi, Appraisal is based on mutual acceptance of two individuals. Theories have ample explanation of what is the crux of the problem. Two questions:
1. Will the superior accept the assessment of the subordinate, their personal performance as well as the superior's performance? If it is objective, it's good, but if it's subjective, it may lead to vindictiveness. Therefore, the feedback is debatable. Nobody likes to "bell the cat."
2. Can the psyche of an individual be changed when their stability in the job is at stake? Therefore, feedback will be cautious, self-promoting, and in line with the organization. If over a period, expectations of an employee (irrespective of category) are made objective, one will get the right feedback.
Maybe thought on it will emerge a viable solution.
Col Kulkarni
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1. Will the superior accept the assessment of the subordinate, their personal performance as well as the superior's performance? If it is objective, it's good, but if it's subjective, it may lead to vindictiveness. Therefore, the feedback is debatable. Nobody likes to "bell the cat."
2. Can the psyche of an individual be changed when their stability in the job is at stake? Therefore, feedback will be cautious, self-promoting, and in line with the organization. If over a period, expectations of an employee (irrespective of category) are made objective, one will get the right feedback.
Maybe thought on it will emerge a viable solution.
Col Kulkarni
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Hi Amit, I went through this link that you have posted. It is very useful. Can you please tell me, in this Traditional vs. 360-degree feedback, what do internal customers, direct reports, and skip-level reports mean? Why are subordinates not included here? If you could explain, please.
From India, Mumbai
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From India, Mumbai
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Hi,
Moving beyond the 360-degree appraisal, we do have an advanced performance appraisal system called the 720-Degree Appraisal. In this system, the performance of each and every employee is assessed on two aspects:
1. The usual 360-degree appraisal done by his superiors, subordinates, and colleagues.
2. Apart from the official performance, the employee is also assessed for his work-life balance. A survey is taken from his family members to find out the way he acts in his personal life.
I shall request the people to shed more light on this topic.
Regards,
K. Jayavel
From India, Madras
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Moving beyond the 360-degree appraisal, we do have an advanced performance appraisal system called the 720-Degree Appraisal. In this system, the performance of each and every employee is assessed on two aspects:
1. The usual 360-degree appraisal done by his superiors, subordinates, and colleagues.
2. Apart from the official performance, the employee is also assessed for his work-life balance. A survey is taken from his family members to find out the way he acts in his personal life.
I shall request the people to shed more light on this topic.
Regards,
K. Jayavel
From India, Madras
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Hi there,
Thank you for the reply and for keeping all HR enthusiasts updated on the recent developments. I completely agree with the 360 degrees of performance appraisal. Why are we earning? Why are we working? It is all a waste if we don't give time to our family. Whatever we achieve in our professional life is not worth it if we can't keep our personal life in balance.
Our spouse and children will be better judges to appraise us and let us know whether we have been responsible partners and loving parents.
Regards,
Amit
From India, Gurgaon
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Thank you for the reply and for keeping all HR enthusiasts updated on the recent developments. I completely agree with the 360 degrees of performance appraisal. Why are we earning? Why are we working? It is all a waste if we don't give time to our family. Whatever we achieve in our professional life is not worth it if we can't keep our personal life in balance.
Our spouse and children will be better judges to appraise us and let us know whether we have been responsible partners and loving parents.
Regards,
Amit
From India, Gurgaon
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Hi Subhash,
I agree with the problems listed above, but I believe that the system can only be successful if we remove the element of bias from our evaluation. Individuals might take time to adopt the system, but they will accept it only if the organization communicates the objectives to the employees. The psyche of individuals will take time to change, and they will also accept feedback from subordinates as long as they understand that it will help in their overall development.
We, in India, lead a different lifestyle and have a different mindset, but I am also happy to share that we are good at adopting good practices from the West.
Regards,
Amit
[Link: howtomanagehumanresources.blogspot.com]
From India, Gurgaon
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I agree with the problems listed above, but I believe that the system can only be successful if we remove the element of bias from our evaluation. Individuals might take time to adopt the system, but they will accept it only if the organization communicates the objectives to the employees. The psyche of individuals will take time to change, and they will also accept feedback from subordinates as long as they understand that it will help in their overall development.
We, in India, lead a different lifestyle and have a different mindset, but I am also happy to share that we are good at adopting good practices from the West.
Regards,
Amit
[Link: howtomanagehumanresources.blogspot.com]
From India, Gurgaon
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Dear members,
Good morning all of you.
I am in confusion about what performance appraisal is and what exactly 360-degree appraisal entails. What role does an HR executive play in performance appraisals? Please share your comments.
Warm regards,
Ramu
From India, Delhi
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Good morning all of you.
I am in confusion about what performance appraisal is and what exactly 360-degree appraisal entails. What role does an HR executive play in performance appraisals? Please share your comments.
Warm regards,
Ramu
From India, Delhi
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Hello,
With greetings for Vijayadashmi!
As requested by one of our HR friends on Cite HR, I have attached the sample Word format for 360-degree appraisals. The standard 360-degree appraisal format is for reviewing the overall performance. The attachment of assessment is for evaluation through self, peers, subordinates, superiors, clients, etc. Here, the assessment format contains a self-attachment, and the same format has to be used for all, i.e., peers, subordinates, clients, seniors.
With regards,
Brijesh Deshmukh
From India, Pune
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With greetings for Vijayadashmi!
As requested by one of our HR friends on Cite HR, I have attached the sample Word format for 360-degree appraisals. The standard 360-degree appraisal format is for reviewing the overall performance. The attachment of assessment is for evaluation through self, peers, subordinates, superiors, clients, etc. Here, the assessment format contains a self-attachment, and the same format has to be used for all, i.e., peers, subordinates, clients, seniors.
With regards,
Brijesh Deshmukh
From India, Pune
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Thanks a ton, Brijesh. I'm sure it will be a great help for me in designing the form. I'm just a day old in this new world, but already I'm feeling addicted to this site because all the inputs posted by all members are so enriching and worthy. Thanks to all.
Mini
From United Arab Emirates, Dubai
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Mini
From United Arab Emirates, Dubai
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Hi!
You labeled your form as "standard 360-degree appraisal format." I went through your form and found it quite difficult to be used as a possible "standard form for the 360 method" because it only contains two (2) appraisers: Part A for the Self, and Part B for the appraiser, i.e., the Immediate Superior. Are you proposing that Part B will be accomplished by all the other "contacts surrounding the employee" being evaluated?
Also, your proposed form has eight (8) pages, and the performance factors/questions therein appear to be soliciting highly subjective answers, especially the point system that is in point ranges. My question is: how will you process the results of an employee's appraisal if there were five (5) contacts that submitted their appraisal for the employee?
How do you eliminate subjectivity, bias, and favoritism? How much time do you need to process one employee — or suppose there are a thousand employees?
Best wishes.
Ed Llarena, Jr. Managing Partner Emilla Consulting
Tel: 00632-787-0423 (landline) (mobile)
From Philippines, Parañaque
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You labeled your form as "standard 360-degree appraisal format." I went through your form and found it quite difficult to be used as a possible "standard form for the 360 method" because it only contains two (2) appraisers: Part A for the Self, and Part B for the appraiser, i.e., the Immediate Superior. Are you proposing that Part B will be accomplished by all the other "contacts surrounding the employee" being evaluated?
Also, your proposed form has eight (8) pages, and the performance factors/questions therein appear to be soliciting highly subjective answers, especially the point system that is in point ranges. My question is: how will you process the results of an employee's appraisal if there were five (5) contacts that submitted their appraisal for the employee?
How do you eliminate subjectivity, bias, and favoritism? How much time do you need to process one employee — or suppose there are a thousand employees?
Best wishes.
Ed Llarena, Jr. Managing Partner Emilla Consulting
Tel: 00632-787-0423 (landline) (mobile)
From Philippines, Parañaque
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Dear Brijesh,
I also agree with Ed Llarena, Jr., Managing Partner of Emilla Consulting in Manila, Philippines, since the form sent by you is too subjective, and evaluating it would be very challenging, especially when you have more employees. I would suggest that the same could be more objective, and the assessment of employees could be done based on certain predefined attributes, such as work-related skills, goal orientation, general IP skills, and leadership skills for managers, etc.
Rgds,
Sudhanshu
sudhanshuroy@gmail.com
From India, Bangalore
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I also agree with Ed Llarena, Jr., Managing Partner of Emilla Consulting in Manila, Philippines, since the form sent by you is too subjective, and evaluating it would be very challenging, especially when you have more employees. I would suggest that the same could be more objective, and the assessment of employees could be done based on certain predefined attributes, such as work-related skills, goal orientation, general IP skills, and leadership skills for managers, etc.
Rgds,
Sudhanshu
sudhanshuroy@gmail.com
From India, Bangalore
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Dear Brijesh,
The information shared is very useful, and thanks for sharing it. I also agree with my friends that the details are very subjective, and it will be a little difficult to compile and derive the conclusion. Anyways, let us all try to make it more objective based on your information.
My request to all other fellow professionals is to work on this and let us add some more value to it.
Regards,
Shibu
From India, Kochi
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The information shared is very useful, and thanks for sharing it. I also agree with my friends that the details are very subjective, and it will be a little difficult to compile and derive the conclusion. Anyways, let us all try to make it more objective based on your information.
My request to all other fellow professionals is to work on this and let us add some more value to it.
Regards,
Shibu
From India, Kochi
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Dear Ed Llarena,
With Greetings!
As per the form, Part A is for the appraisee and Part B is for the Appraiser (Immediate Superior). Since it is a 360-degree format, for peers, subordinates, and clients, we use assessment forms to evaluate the overall/general performance of the employee. We are using Part B for the Immediate Superior only, not for everyone involved during appraisals. The concern/view of Part B (IMM. SUP) is important for the core technical aspects of the job profile/individual's job profile. The questions appear to be highly subjective, so we are using them for core technical purposes. From a technical activities perspective, we have employee-wise data on performance, targets, and tasks. This format we are using is time-consuming; it takes nearly about 15 days to complete the entire cycle. However, our small company, with a headcount of 200-300 employees, has not encountered difficulties with it so far.
If you have any other format suggestions, please share them with us. I'll get back to you soon on this.
With Warm Regards,
Brijesh Deshmukh
Hi! You labeled your form as "standard 360-degree appraisal format." I went through your form and found it quite difficult to be used as a possible "standard form for the 360 method" because it only contains two (2) appraisers – Part A for the Self and Part B for the appraiser, i.e., the Immediate Superior. Are you proposing that Part B will be accomplished by all the other "contacts surrounding the employee" being evaluated?
Also, your proposed form has eight (8) pages, and the performance factors/questions therein appear to be soliciting highly subjective answers, especially the point system, which is in point ranges. My question is: how will you process the results of an employee's appraisal if there were five (5) contacts that submitted their appraisal for the employee?
How do you eliminate subjectivity, bias, and favoritism? How much time do you need to process one employee—or suppose there are a thousand employees?
Best wishes.
Ed Llarena, Jr. Managing Partner Emilla Consulting Manila, Philippines Tel: 00632-787-0423 (landline) (mobile) (helps improve corporate governance worldwide, especially in Asia, the Middle East, Africa, and the Pacific Region)
From India, Pune
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With Greetings!
As per the form, Part A is for the appraisee and Part B is for the Appraiser (Immediate Superior). Since it is a 360-degree format, for peers, subordinates, and clients, we use assessment forms to evaluate the overall/general performance of the employee. We are using Part B for the Immediate Superior only, not for everyone involved during appraisals. The concern/view of Part B (IMM. SUP) is important for the core technical aspects of the job profile/individual's job profile. The questions appear to be highly subjective, so we are using them for core technical purposes. From a technical activities perspective, we have employee-wise data on performance, targets, and tasks. This format we are using is time-consuming; it takes nearly about 15 days to complete the entire cycle. However, our small company, with a headcount of 200-300 employees, has not encountered difficulties with it so far.
If you have any other format suggestions, please share them with us. I'll get back to you soon on this.
With Warm Regards,
Brijesh Deshmukh
Hi! You labeled your form as "standard 360-degree appraisal format." I went through your form and found it quite difficult to be used as a possible "standard form for the 360 method" because it only contains two (2) appraisers – Part A for the Self and Part B for the appraiser, i.e., the Immediate Superior. Are you proposing that Part B will be accomplished by all the other "contacts surrounding the employee" being evaluated?
Also, your proposed form has eight (8) pages, and the performance factors/questions therein appear to be soliciting highly subjective answers, especially the point system, which is in point ranges. My question is: how will you process the results of an employee's appraisal if there were five (5) contacts that submitted their appraisal for the employee?
How do you eliminate subjectivity, bias, and favoritism? How much time do you need to process one employee—or suppose there are a thousand employees?
Best wishes.
Ed Llarena, Jr. Managing Partner Emilla Consulting Manila, Philippines Tel: 00632-787-0423 (landline) (mobile) (helps improve corporate governance worldwide, especially in Asia, the Middle East, Africa, and the Pacific Region)
From India, Pune
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Hello everyone,
Please help me out, guys! Please forward me the 360-degree performance appraisal form as soon as possible. It's really urgent. You can email it to me at iragurtu@gmail.com.
Take care. 😛
Ira Gurtu
From India, Mumbai
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Please help me out, guys! Please forward me the 360-degree performance appraisal form as soon as possible. It's really urgent. You can email it to me at iragurtu@gmail.com.
Take care. 😛
Ira Gurtu
From India, Mumbai
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Hi,
I have attached 2 questionnaires which I have prepared:
1. Performance appraisal
2. 360-degree appraisal
It is a part of my summer training project. I have to find out about different performance appraisal systems in companies and also companies that use the 360-degree appraisal system.
Please fill in the questionnaires if possible. As seniors and HR managers, your information will definitely help me in my project.
Thank you.
Regards,
Akanksha
From India, Mumbai
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I have attached 2 questionnaires which I have prepared:
1. Performance appraisal
2. 360-degree appraisal
It is a part of my summer training project. I have to find out about different performance appraisal systems in companies and also companies that use the 360-degree appraisal system.
Please fill in the questionnaires if possible. As seniors and HR managers, your information will definitely help me in my project.
Thank you.
Regards,
Akanksha
From India, Mumbai
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hiii.... these i collected 4rm cite hr only..try it out...
From India, Vadodara
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From India, Vadodara
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The 720-degree is a performance appraisal system in that the 360-degree is implemented twice. In this system, we provide feedback after the original/main 360-degree appraisal. This is only performed in exceptional cases. Some managers feel that doing 'one' comprehensive 360-degree is not complete in itself in some cases. These managers feel that an effective procedure to measure improvements and receive feedback is essential for the success of an appraisal. This gives a pre and a post-intervention results. The pre-intervention results set the baseline.
The development program is then carried out to improve the participants' behavior through training/development/education. The post-intervention appraisal then shows the amount of improvement in the participant. THIS PRE AND POST INTERVENTION IN THE PERFORMANCE APPRAISAL SYSTEM IS THE 720-DEGREE SYSTEM.
From India, Pondicherry
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The development program is then carried out to improve the participants' behavior through training/development/education. The post-intervention appraisal then shows the amount of improvement in the participant. THIS PRE AND POST INTERVENTION IN THE PERFORMANCE APPRAISAL SYSTEM IS THE 720-DEGREE SYSTEM.
From India, Pondicherry
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it was very much difficult to download the content. very mush disappointed Regards, Mahesh Das
From India, Kozhikode
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From India, Kozhikode
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Hello all,
What are the basic differences between 360 and 180 performance appraisal methods, and who is responsible for evaluating the performance of an employee? Who evaluates and rates an employee's performance using appraisal forms - the direct boss, subordinates, or peers?
From Pakistan, Lahore
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What are the basic differences between 360 and 180 performance appraisal methods, and who is responsible for evaluating the performance of an employee? Who evaluates and rates an employee's performance using appraisal forms - the direct boss, subordinates, or peers?
From Pakistan, Lahore
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Please search CiteHr and also the web. It has been covered in the past. Please use the Advanced Search facility by clicking on "Search" in the blue bar at the top.
From United Kingdom
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From United Kingdom
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Usam,
360-degree appraisal system means the appraisal of an employee by his superiors, peers, and subordinates. Since it deals with the employees above, lower, and along with the employee being appraised, 180-degree appraisal is the same as 360-degree, except it excludes subordinates.
As evident, 360-degree appraisal gives a bit of power to subordinates also since they have an impact on the appraisal of their superior, but this is not so in 180-degree appraisal.
I hope you have understood the difference.
From India, Indore
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360-degree appraisal system means the appraisal of an employee by his superiors, peers, and subordinates. Since it deals with the employees above, lower, and along with the employee being appraised, 180-degree appraisal is the same as 360-degree, except it excludes subordinates.
As evident, 360-degree appraisal gives a bit of power to subordinates also since they have an impact on the appraisal of their superior, but this is not so in 180-degree appraisal.
I hope you have understood the difference.
From India, Indore
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Dear Usam, Kindly search cite-hr before posting a question. You may find much stuff here.You may use these options as Narshimhan Sir has mentioned.
From India, Indore
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From India, Indore
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360-degree feedback, also known as 'multi-rater feedback', is the most comprehensive appraisal where the feedback about the employees' performance comes from all the sources that come in contact with the employee on his job.
360-degree respondents for an employee can be his/her peers, managers (i.e., superiors), subordinates, team members, customers, suppliers/vendors - anyone who comes into contact with the employee and can provide valuable insights, information, or feedback regarding the "on-the-job" performance of the employee.
From India, Indore
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360-degree respondents for an employee can be his/her peers, managers (i.e., superiors), subordinates, team members, customers, suppliers/vendors - anyone who comes into contact with the employee and can provide valuable insights, information, or feedback regarding the "on-the-job" performance of the employee.
From India, Indore
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360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive appraisal where the feedback about the employees’ performance comes from all the sources that come in contact with the employee on his job.
360 degree respondents for an employee can be his/her peers, managers (i.e. superior), subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact with the employee and can provide valuable insights and information or feedback regarding the "on-the-job" performance of the employee.
From India, Indore
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360 degree respondents for an employee can be his/her peers, managers (i.e. superior), subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact with the employee and can provide valuable insights and information or feedback regarding the "on-the-job" performance of the employee.
From India, Indore
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Dear Usman,
In a 360-degree performance appraisal system, evaluation is first done by the employee himself. He needs to rate and self-appraise in terms of his job knowledge, quality of work, and professional conduct, which is further evaluated by his immediate supervisor appraiser. The reviewer then reviews the entire exercise. Along with that, you can select a group of people that includes co-workers, subordinates, and team members who can evaluate the employee. We are using the same system in our organization.
All the best.
From India, Ghaziabad
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In a 360-degree performance appraisal system, evaluation is first done by the employee himself. He needs to rate and self-appraise in terms of his job knowledge, quality of work, and professional conduct, which is further evaluated by his immediate supervisor appraiser. The reviewer then reviews the entire exercise. Along with that, you can select a group of people that includes co-workers, subordinates, and team members who can evaluate the employee. We are using the same system in our organization.
All the best.
From India, Ghaziabad
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Usman, good day. Hope this note finds all things going well with you.
I have not heard of a 180-degree performance appraisal but have heard of a 360. For the most part, they have been used in the IT field. Some hospitality organizations are just beginning to use them.
What I know about 360 is this (from research):
In human resources or industrial/organizational psychology, 360-degree feedback, also known as "multi-rater feedback," "multisource feedback," or "multisource assessment," is feedback that comes from all around an employee. "360" refers to the 360 degrees in a circle, with an individual figuratively in the center of the circle. Feedback is provided by subordinates, peers, and supervisors. It also includes a self-assessment and, in some cases, feedback from external sources such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers.
The results from 360-degree feedback are often used by the person receiving the feedback to plan their training and development. Results are also used by some organizations in making administrative decisions, such as pay or promotion. When this is the case, the 360 assessment is for evaluation purposes and is sometimes called a "360-degree review." However, there is a great deal of controversy as to whether 360-degree feedback should be used exclusively for development purposes or should be used for appraisal purposes as well. There is also controversy regarding whether 360-degree feedback improves employee performance, and it has even been suggested that it may decrease shareholder value.
A study on the patterns of rater accuracy shows that the length of time that a rater has known the person being rated has the most significant effect on the accuracy of a 360-degree review. The study shows that subjects in the group "known for one to three years" are the most accurate, followed by "known for less than one year," followed by "known for three to five years" and the least accurate being "known for more than five years." The study concludes that the most accurate ratings come from knowing the person long enough to get past first impressions, but not so long as to begin to generalize favorably.
It has been suggested that multi-rater assessments often generate conflicting opinions, and that there may be no way to determine whose feedback is accurate. Studies have also indicated that self-ratings are generally significantly higher than the ratings of others.
Hope that this information is useful.
Be well and the best to your family.
Dr. Marc
PS 63:7
From United States, Calhoun
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I have not heard of a 180-degree performance appraisal but have heard of a 360. For the most part, they have been used in the IT field. Some hospitality organizations are just beginning to use them.
What I know about 360 is this (from research):
In human resources or industrial/organizational psychology, 360-degree feedback, also known as "multi-rater feedback," "multisource feedback," or "multisource assessment," is feedback that comes from all around an employee. "360" refers to the 360 degrees in a circle, with an individual figuratively in the center of the circle. Feedback is provided by subordinates, peers, and supervisors. It also includes a self-assessment and, in some cases, feedback from external sources such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers.
The results from 360-degree feedback are often used by the person receiving the feedback to plan their training and development. Results are also used by some organizations in making administrative decisions, such as pay or promotion. When this is the case, the 360 assessment is for evaluation purposes and is sometimes called a "360-degree review." However, there is a great deal of controversy as to whether 360-degree feedback should be used exclusively for development purposes or should be used for appraisal purposes as well. There is also controversy regarding whether 360-degree feedback improves employee performance, and it has even been suggested that it may decrease shareholder value.
A study on the patterns of rater accuracy shows that the length of time that a rater has known the person being rated has the most significant effect on the accuracy of a 360-degree review. The study shows that subjects in the group "known for one to three years" are the most accurate, followed by "known for less than one year," followed by "known for three to five years" and the least accurate being "known for more than five years." The study concludes that the most accurate ratings come from knowing the person long enough to get past first impressions, but not so long as to begin to generalize favorably.
It has been suggested that multi-rater assessments often generate conflicting opinions, and that there may be no way to determine whose feedback is accurate. Studies have also indicated that self-ratings are generally significantly higher than the ratings of others.
Hope that this information is useful.
Be well and the best to your family.
Dr. Marc
PS 63:7
From United States, Calhoun
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Dear friends, watch this beautifull presentation. Vikas jain
From India, Indore
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From India, Indore
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Dear friends,
Watch this beautiful presentation.
Vikas Jain
Dear Vikas,
Nice posting of material sent to you or found on the web. But, what is the relevance of this for the topic in question?
Have a nice day.
Simhan
A retired academic in the UK
"It is never too late to learn or improve oneself."
From United Kingdom
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Watch this beautiful presentation.
Vikas Jain
Dear Vikas,
Nice posting of material sent to you or found on the web. But, what is the relevance of this for the topic in question?
Have a nice day.
Simhan
A retired academic in the UK
"It is never too late to learn or improve oneself."
From United Kingdom
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Hello, Mr. Mark,
Thank you for the valuable information on patterns of raters. Even if a rater knows an employee for one to three years (which is the most accurate, as mentioned above), what is the efficacy of the same?
Also, if someone can help me with Performance Appraisal Forms/Formats.
Thanks & Regards,
Nancy Shah.
From India, Mumbai
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Thank you for the valuable information on patterns of raters. Even if a rater knows an employee for one to three years (which is the most accurate, as mentioned above), what is the efficacy of the same?
Also, if someone can help me with Performance Appraisal Forms/Formats.
Thanks & Regards,
Nancy Shah.
From India, Mumbai
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I have got these messages, and I'm very happy that through citehr.com, I learned more things because I also entered the HR field by pursuing an MBA from Symbiosis Pune. I have been working since September 16, 2005, but in a different department. I want to transition into HR.
From India, New Delhi
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From India, New Delhi
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Hi friends, This is my first post regarding my MBA project on the topic of 360-degree feedback performance appraisal. I hope it will be helpful to all of you. Kindly provide replies that will encourage me to post more threads.
From India, Madras
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From India, Madras
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Really good. Did it in SPSS, right. You might have compared all demographic factors with scaling also, which you have done on one factor. Before entering into factor analysis, check whether the K-test value is 0.70. Otherwise, you should not proceed to factor analysis.
From India, Madras
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From India, Madras
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I am looking out to assess participants in leadership skills during the out door activities. does anybody have any suggestions
From India, Bangalore
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From India, Bangalore
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Dear Sir,
I need some input on 360 degree Appraisal, I have been doing 90degree appraisal in my previous org. recently I have changed my job and this is a new company, and my director wants to introduce 360 degree appraisal.
Our is a IT Company, Please guide me how to go about it;
Do I need to prepare different set of questioner for different people?
What is the area’s for performance measurement?
How will we decided on who will give the feedback on the individual?
Regards,
Anita
From India, Bangalore
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I need some input on 360 degree Appraisal, I have been doing 90degree appraisal in my previous org. recently I have changed my job and this is a new company, and my director wants to introduce 360 degree appraisal.
Our is a IT Company, Please guide me how to go about it;
Do I need to prepare different set of questioner for different people?
What is the area’s for performance measurement?
How will we decided on who will give the feedback on the individual?
Regards,
Anita
From India, Bangalore
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Dear Sir, I checked the the previous post, but still not clear about "Do I need to prepare different set of questioner for different people?" Thanks Anita
From India, Bangalore
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From India, Bangalore
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Dear Anita,
Like some bloggers, you are also asking questions without giving enough details about the level of staff you are dealing with, etc. On any performance appraisal system, you will have some generic questions (common to all) and some specific questions related to the level and field of the person concerned. If CiteHr has not provided enough info, please search the web using Google (I do not have any investment in Google, Inc.).
I suggest that you study 360-degree appraisal in-depth before embarking on implementation.
Have a nice day.
Simhan
From United Kingdom
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Like some bloggers, you are also asking questions without giving enough details about the level of staff you are dealing with, etc. On any performance appraisal system, you will have some generic questions (common to all) and some specific questions related to the level and field of the person concerned. If CiteHr has not provided enough info, please search the web using Google (I do not have any investment in Google, Inc.).
I suggest that you study 360-degree appraisal in-depth before embarking on implementation.
Have a nice day.
Simhan
From United Kingdom
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Anita,
Do you have competencies defined in behavioral indicator terms against the various roles in your organization? At the very minimum, this should have been done so that the 360 degrees appraisal process invites feedback against specific competencies that the individual is expected to demonstrate in the specific role that he/she is in.
As a broad outline, you could differentiate roles into individual contributor roles and supervisory/managerial roles with the latter being differentiated into junior, middle, and top-level management. Each of these could be further differentiated by the functional areas such as sales, marketing, HR, production, etc., but to begin with, you could start with this broad classification and keep refining as you move on through successive cycles.
Lastly, it would be more feasible and advisable if you were to initiate this as a pilot project across a specific target group such as the junior or middle management level folks to identify any early challenges in terms of implementing on a full scale going forward.
Thanks.
From India, Ghaziabad
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Do you have competencies defined in behavioral indicator terms against the various roles in your organization? At the very minimum, this should have been done so that the 360 degrees appraisal process invites feedback against specific competencies that the individual is expected to demonstrate in the specific role that he/she is in.
As a broad outline, you could differentiate roles into individual contributor roles and supervisory/managerial roles with the latter being differentiated into junior, middle, and top-level management. Each of these could be further differentiated by the functional areas such as sales, marketing, HR, production, etc., but to begin with, you could start with this broad classification and keep refining as you move on through successive cycles.
Lastly, it would be more feasible and advisable if you were to initiate this as a pilot project across a specific target group such as the junior or middle management level folks to identify any early challenges in terms of implementing on a full scale going forward.
Thanks.
From India, Ghaziabad
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Hi, Please refer to the document attached it has detail information about 360% appraisal and feedback form. I found it on Citehr itself. Regards, Joel
From India, Pune
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From India, Pune
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Dear Anita,
We are a corporate consultancy firm with experience in conducting 360-degree performance appraisals. We can assist you with the assignment if you are interested in engaging the services of a consultant. Please feel free to contact us.
Thank you.
From India, New Delhi
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We are a corporate consultancy firm with experience in conducting 360-degree performance appraisals. We can assist you with the assignment if you are interested in engaging the services of a consultant. Please feel free to contact us.
Thank you.
From India, New Delhi
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360-degree appraisal is normally done to ascertain how an employee is viewed by his subordinates, peers, and seniors on a set of competencies (generally leadership competencies) or core values of the organization, such as integrity.
Accordingly, questionnaires are designed, and feedback is obtained from the selected individuals. Normally, an automated 360-degree evaluation system is preferred by organizations since it can carry out speedy and accurate analysis of each employee.
If you are interested in knowing more details, please visit the EmpXtrack website through a Google search.
B K Bhatia
From India, Delhi
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Accordingly, questionnaires are designed, and feedback is obtained from the selected individuals. Normally, an automated 360-degree evaluation system is preferred by organizations since it can carry out speedy and accurate analysis of each employee.
If you are interested in knowing more details, please visit the EmpXtrack website through a Google search.
B K Bhatia
From India, Delhi
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Dear Anita,
Please check my reply on one of the earlier posts on the same subject: https://www.citehr.com/9777-need-hel...tml#post890032
Thanks,
Dinesh V Divekar
From India, Bangalore
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Please check my reply on one of the earlier posts on the same subject: https://www.citehr.com/9777-need-hel...tml#post890032
Thanks,
Dinesh V Divekar
From India, Bangalore
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Anita,
I think you have got sufficient pointers to get you thinking on the subject. Keep in mind however, that 360 is not just a tool or a process that you implement, it is a fundamental philosophy governing performance management, succession planning and leadership development.
Launching 360 in an organisation requires courage, because it can throw up insights that will challenge not just an individual but also the way the company views potential leadership talent. Ask yourself ( and your boss), is your company prepared to sustain this effort over the years? IF this is going to be just a dabble...forget it.
While you bone up on this area through research and reading, the best course would be to invite consultants to educate you with actual case studies.
Mohan
From India, Delhi
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I think you have got sufficient pointers to get you thinking on the subject. Keep in mind however, that 360 is not just a tool or a process that you implement, it is a fundamental philosophy governing performance management, succession planning and leadership development.
Launching 360 in an organisation requires courage, because it can throw up insights that will challenge not just an individual but also the way the company views potential leadership talent. Ask yourself ( and your boss), is your company prepared to sustain this effort over the years? IF this is going to be just a dabble...forget it.
While you bone up on this area through research and reading, the best course would be to invite consultants to educate you with actual case studies.
Mohan
From India, Delhi
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Hi,
I have done a 360 Appraisal in manufacturing units. I don't know much about IT well. I think you know the fundamentals—that is, up, down, and peers appraising the person. So, first, you have to check the org structure. If you are appraising a senior executive, then junior executives, peers, and AM/Managers will appraise him. Make a self-appraisal form as well.
You can include parameters like the following, specifically for Managers:
1: MANAGERIAL
1.1: ABILITY TO MOTIVATE JUNIORS
1.2: INITIATIVE
1.3: DECISION MAKING
1.4: PLANNING AND CONTROL
1.5: DELEGATION
1.6: POISE AND MATURITY
1.7: INNOVATIVENESS & PROBLEM SOLVING
2: CONCEPTUAL
2.1: OPEN-MINDED AND RECEPTIVE
2.2: ATTITUDE TOWARDS WORK AND ORGANIZATION
2.3: MENTAL ALERTNESS
2.4: INTEGRITY AND ETHICS
3: INTERPERSONAL
3.1: PERSEVERANCE
3.2: LOYALTY AND SINCERITY
3.3: TRANSPARENCY IN COMMUNICATION
3.4: RELATIONSHIP WITH STAFF
3.5: DEPENDABLE AND RESPONSIBLE
3.6: TRAINING AND DEVELOPMENT OF JUNIORS
4: ACHIEVEMENTAL
4.1: CUSTOMER FOCUS (INTERNAL/EXTERNAL)
4.2: KNOWLEDGE OF INDUSTRY AND FIELD
5: OPERATIONAL
5.1: OPTIMUM USE OF RESOURCES
5.2: QUALITY OF WORK
5.3: VERSATILITY AND ADAPTABILITY
Based on these points, create a scale to rate them. This form must be filled out by everyone in the 360—up, down, and peers.
I am attaching the format—check it out.
Regards,
Divya
From India, Bangalore
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I have done a 360 Appraisal in manufacturing units. I don't know much about IT well. I think you know the fundamentals—that is, up, down, and peers appraising the person. So, first, you have to check the org structure. If you are appraising a senior executive, then junior executives, peers, and AM/Managers will appraise him. Make a self-appraisal form as well.
You can include parameters like the following, specifically for Managers:
1: MANAGERIAL
1.1: ABILITY TO MOTIVATE JUNIORS
1.2: INITIATIVE
1.3: DECISION MAKING
1.4: PLANNING AND CONTROL
1.5: DELEGATION
1.6: POISE AND MATURITY
1.7: INNOVATIVENESS & PROBLEM SOLVING
2: CONCEPTUAL
2.1: OPEN-MINDED AND RECEPTIVE
2.2: ATTITUDE TOWARDS WORK AND ORGANIZATION
2.3: MENTAL ALERTNESS
2.4: INTEGRITY AND ETHICS
3: INTERPERSONAL
3.1: PERSEVERANCE
3.2: LOYALTY AND SINCERITY
3.3: TRANSPARENCY IN COMMUNICATION
3.4: RELATIONSHIP WITH STAFF
3.5: DEPENDABLE AND RESPONSIBLE
3.6: TRAINING AND DEVELOPMENT OF JUNIORS
4: ACHIEVEMENTAL
4.1: CUSTOMER FOCUS (INTERNAL/EXTERNAL)
4.2: KNOWLEDGE OF INDUSTRY AND FIELD
5: OPERATIONAL
5.1: OPTIMUM USE OF RESOURCES
5.2: QUALITY OF WORK
5.3: VERSATILITY AND ADAPTABILITY
Based on these points, create a scale to rate them. This form must be filled out by everyone in the 360—up, down, and peers.
I am attaching the format—check it out.
Regards,
Divya
From India, Bangalore
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I am a trainee in HR at a company in Pune. I just obtained information from the web about this site and registered with it. Can anybody please tell me or guide me about the history of HR? What book should I refer to for this?
Thank you,
Sunita
From India, Pune
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Thank you,
Sunita
From India, Pune
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Please visit the following link. I have posted few materials on this point.
https://www.citehr.com/153101-360-pe...ment-tool.html
Regards,
shijit.
From India, Kochi
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https://www.citehr.com/153101-360-pe...ment-tool.html
Regards,
shijit.
From India, Kochi
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This depends on the process of your organization. Whether it's 360 degrees or 90 degrees, it doesn't matter. However, you should understand the basics of the process that your organization is using.
Hope you will get the best output from all the above-given inputs by all the users.
Regards,
Aakil
From India, Delhi
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Hope you will get the best output from all the above-given inputs by all the users.
Regards,
Aakil
From India, Delhi
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Dear Sir, This is karthick. Doing M.Tech(HRD) in NITTTR, Chennai. Please guide me what are all the things which comes under CAPACITY BUILDING.
From India, Madras
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From India, Madras
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Hi Anita,
Please find the attached PPT on the 360-degree performance appraisal details. It might help you further.
Warm regards,
Avik Roy
Manager - HR Generalist
Investment Banking Sector
Bangalore/Mumbai
From India, Delhi
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Please find the attached PPT on the 360-degree performance appraisal details. It might help you further.
Warm regards,
Avik Roy
Manager - HR Generalist
Investment Banking Sector
Bangalore/Mumbai
From India, Delhi
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To add on to all the points, I would like to focus on the major point which probably nobody focused upon - that is 360 degrees means taking feedback from 6 different categories of people working with and around you. Those are: peers, branch manager, supervisor, subordinates, customers/suppliers/shareholders, and the employee himself. But this concept is not that easy since feedback can be negative, potentially harming the relationships between employees. It is essential to keep a check on the manager's performance.
Thank you.
From India, Delhi
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Thank you.
From India, Delhi
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Hi all,
I am Neetu. I am in the middle of preparing 360-degree review questionnaires for my company. I have a problem. We have a two-level hierarchy system, i.e., team leaders and team members. Now I want to clarify one thing: do each and every team member need to fill out a questionnaire for another team member in the group? To make it easier, a group has seven team members and one team leader. Is every team member giving feedback about the team member as a part of 360-degree feedback?
Please help me with this.
Best Regards,
Neetu
From India, Pune
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I am Neetu. I am in the middle of preparing 360-degree review questionnaires for my company. I have a problem. We have a two-level hierarchy system, i.e., team leaders and team members. Now I want to clarify one thing: do each and every team member need to fill out a questionnaire for another team member in the group? To make it easier, a group has seven team members and one team leader. Is every team member giving feedback about the team member as a part of 360-degree feedback?
Please help me with this.
Best Regards,
Neetu
From India, Pune
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Appraisal can be done easily, but it depends on how many tiers are there in your organization. The questionnaire can be the same for everybody below senior management and a different form for senior management. You can keep the parameters as technical knowledge, aptitude, time management, attendance, value to the organization, scalability, etc. 😛
From India, Pune
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From India, Pune
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Hello Ms. Anita, Please find attached 360 Degree Appraisal Form.
From India, Mumbai
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From India, Mumbai
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can any one explain me in brief what is 360 degree appraisal and what steps are generally involved in 360 degree appraisal.please be specific in your answer
From India, Madras
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From India, Madras
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Dear Anita,
360-degree appraisal means that employee performance appraisal is done from the boss, subordinates, peers, and colleagues. This is a very good form of appraising an employee, but there are many negative and positive points involved. You have to take care of that.
Regards,
Abhijeet Sawant
From India, Ahmadabad
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360-degree appraisal means that employee performance appraisal is done from the boss, subordinates, peers, and colleagues. This is a very good form of appraising an employee, but there are many negative and positive points involved. You have to take care of that.
Regards,
Abhijeet Sawant
From India, Ahmadabad
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[QUOTE=s.anitha;927748]Dear Sir,
I need some input on 360 degree Appraisal, I have been doing 90degree appraisal in my previous org. recently I have changed my job and this is a new company, and my director wants to introduce 360 degree appraisal.
Our is a IT Company, Please guide me how to go about it;
Do I need to prepare different set of questioner for different people?
What is the area’s for performance measurement?
How will we decided on who will give the feedback on the individual?
Dear Anitha,
Greetings for the day :)!!!
360 degree appraisal is a new concept, it includes 2 way response one from senior and one from junior.
Both have to give thier feedback about concerned person and then on the basis of their feedback we measure performance of a person.
1. You need to prepare two quentionnare ( 1 for senior & other 1 for junior)
2. Target achievement,Behaviour, Potential, Skills & Knowlegde and contribution to Organisation's growth are to be keep in mind for appraisal
3. Two persons will decide about a individual senior & junior of that individual.
From India, New Delhi
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I need some input on 360 degree Appraisal, I have been doing 90degree appraisal in my previous org. recently I have changed my job and this is a new company, and my director wants to introduce 360 degree appraisal.
Our is a IT Company, Please guide me how to go about it;
Do I need to prepare different set of questioner for different people?
What is the area’s for performance measurement?
How will we decided on who will give the feedback on the individual?
Dear Anitha,
Greetings for the day :)!!!
360 degree appraisal is a new concept, it includes 2 way response one from senior and one from junior.
Both have to give thier feedback about concerned person and then on the basis of their feedback we measure performance of a person.
1. You need to prepare two quentionnare ( 1 for senior & other 1 for junior)
2. Target achievement,Behaviour, Potential, Skills & Knowlegde and contribution to Organisation's growth are to be keep in mind for appraisal
3. Two persons will decide about a individual senior & junior of that individual.
From India, New Delhi
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Hello, can someone conversant in Research Methodology suggest to me on the following:
What is the sample size to take if the total number of employees is 600? Should a questionnaire to understand the perceptions of people be qualitative, quantitative, or a combination of both?
From Mauritius, Rose Hill
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What is the sample size to take if the total number of employees is 600? Should a questionnaire to understand the perceptions of people be qualitative, quantitative, or a combination of both?
From Mauritius, Rose Hill
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Hey,
Let me first tell you one thing. You are working in an IT company, so it is my suggestion to conduct a 360-degree performance appraisal system. It is much more effective, but we can see many biases in that appraisal system as well. Actually, IT has the advantage of having more youngsters. If you get a bias-free reply from everybody, then it is worth it. However, the main problem of applying such a system in practice is that some employees get a chance of lobbying against that person.
I suggest you conduct a KRA (Key Result Area) based performance appraisal system. You may also try a 360-degree appraisal system, but you must be aware of getting some worst results as well. So, consider the above guidelines.
Actually, I am not a master or a kind of professional; I am an MBA student specializing in HR. If you want to get more information, you can email me at pratik.kubavat@indiatimes.com.
Thanks.
From India, Ahmadabad
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Let me first tell you one thing. You are working in an IT company, so it is my suggestion to conduct a 360-degree performance appraisal system. It is much more effective, but we can see many biases in that appraisal system as well. Actually, IT has the advantage of having more youngsters. If you get a bias-free reply from everybody, then it is worth it. However, the main problem of applying such a system in practice is that some employees get a chance of lobbying against that person.
I suggest you conduct a KRA (Key Result Area) based performance appraisal system. You may also try a 360-degree appraisal system, but you must be aware of getting some worst results as well. So, consider the above guidelines.
Actually, I am not a master or a kind of professional; I am an MBA student specializing in HR. If you want to get more information, you can email me at pratik.kubavat@indiatimes.com.
Thanks.
From India, Ahmadabad
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Hi
Tks for these methods
1. Comparative Standards or multi-person comparison- this relative
method of performance is one in which one employees’ performance is compared to the performances of the other employees.
2. Group Rank Ordering – in this kind of performance appraisal, the
supervisor places employees into a particular classification such as ‘top
one fifth’ and ‘second one fifth’. If a supervisor has ten employees only
two could be in the top fifth and two must be assigned to the bottom fifth.
3. Individual ranking- in this, the supervisor lists the employees from
highest to lowest. The difference between the top two employees is assumed equivalent to the difference between the bottom two employees.
Other method is: <link outdated-removed> ( Search On Cite | Search On Google )
Tks in adv
From Vietnam,
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Tks for these methods
1. Comparative Standards or multi-person comparison- this relative
method of performance is one in which one employees’ performance is compared to the performances of the other employees.
2. Group Rank Ordering – in this kind of performance appraisal, the
supervisor places employees into a particular classification such as ‘top
one fifth’ and ‘second one fifth’. If a supervisor has ten employees only
two could be in the top fifth and two must be assigned to the bottom fifth.
3. Individual ranking- in this, the supervisor lists the employees from
highest to lowest. The difference between the top two employees is assumed equivalent to the difference between the bottom two employees.
Other method is: <link outdated-removed> ( Search On Cite | Search On Google )
Tks in adv
From Vietnam,
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Dear Urvashi,
It is a complex calculation involving Confidence Level and Confidence Intervals, as well as the test statistics such as Z, T, F, Chi-Square statistics, or ANOVA, the distribution of the population, and in case of any previous study, if you are aware of the s.d. and mean of the population. The derivation is too complex to be quoted here.
Suffice it to say that in a population of 600, at a 95% Confidence Level and a Confidence Interval of more than 75% (+- 5%), the sample size (for systematic random sampling) needs to be at least 83; for a 99% Confidence level, the sample size needs to be at least 130.
You can perform systematic random sampling by assigning a unique sequential number to each employee and then using either a Random Table or computer-generated random numbers for 83 or 130 employees (depending on the Confidence Level required).
Please take care that in case a particular employee is unavailable, no substitute should be taken; rather the next number should be drawn randomly.
Hope this will be helpful to you in arriving at the required sample size; otherwise, you can review your MBA Statistics notes.
Regards.
From India, Delhi
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It is a complex calculation involving Confidence Level and Confidence Intervals, as well as the test statistics such as Z, T, F, Chi-Square statistics, or ANOVA, the distribution of the population, and in case of any previous study, if you are aware of the s.d. and mean of the population. The derivation is too complex to be quoted here.
Suffice it to say that in a population of 600, at a 95% Confidence Level and a Confidence Interval of more than 75% (+- 5%), the sample size (for systematic random sampling) needs to be at least 83; for a 99% Confidence level, the sample size needs to be at least 130.
You can perform systematic random sampling by assigning a unique sequential number to each employee and then using either a Random Table or computer-generated random numbers for 83 or 130 employees (depending on the Confidence Level required).
Please take care that in case a particular employee is unavailable, no substitute should be taken; rather the next number should be drawn randomly.
Hope this will be helpful to you in arriving at the required sample size; otherwise, you can review your MBA Statistics notes.
Regards.
From India, Delhi
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Hi,
I read some opinions on this topic. I agree with some, but I recommend that we can find some articles on citehr.com by searching. Alternatively, we can visit the link: 360 degree performance appraisal.
Rgs
From Vietnam, Hanoi
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I read some opinions on this topic. I agree with some, but I recommend that we can find some articles on citehr.com by searching. Alternatively, we can visit the link: 360 degree performance appraisal.
Rgs
From Vietnam, Hanoi
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All, have you tried Googling this topic? Lots of information is available if you just look. I attach a link to a website with at least half a dozen different sample 360 surveys - this should give you all an idea of how to set up a 360 survey.
[360 Degree Feedback Survey and Software. Collecting feedback over the Internet. Attitude, Opinion, Behavior, Needs, Data.](http://www.hr-survey.com/360Feedback.htm)
From India, Kochi
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[360 Degree Feedback Survey and Software. Collecting feedback over the Internet. Attitude, Opinion, Behavior, Needs, Data.](http://www.hr-survey.com/360Feedback.htm)
From India, Kochi
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Dear Brijesh,
Thank you for sharing the proforma. However, I also feel that the form only includes sections for the Appraiser and Appraisee, with no provision for a reviewer. In a 360-degree Appraisal, we involve subordinates, peers, external customers, and others. How can we incorporate them into this form?
Additionally, we are aware that the 360-degree appraisal process can be time-consuming. Could you please provide insight into the time required for an employee's 360-degree appraisal completion?
Thank you once again.
From India, Madras
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Thank you for sharing the proforma. However, I also feel that the form only includes sections for the Appraiser and Appraisee, with no provision for a reviewer. In a 360-degree Appraisal, we involve subordinates, peers, external customers, and others. How can we incorporate them into this form?
Additionally, we are aware that the 360-degree appraisal process can be time-consuming. Could you please provide insight into the time required for an employee's 360-degree appraisal completion?
Thank you once again.
From India, Madras
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360 Degree Feedback and performance Appraisal-Anil Arora.pdf
360-degree-perf ormance-apprais al_343.jpg