360 degree feedback form template. This template allows a mixture of key skills comprising one, two, three, four, and up to six elements. The number of elements per key skill/capability varies of course, so if necessary adjust the size of the boxes in the first column accordingly to accommodate more or less elements. See the 360 degree appraisals notes for more explanation about the purpose of each column and heading, and the feedback scoring method.
Insert your own Feedback Form headings and instructions: appraisee name, date, feedback respondent name, position (if applicable) plus local instructions and guidelines for completion, etc.
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Optional section: additional feedback about the appraisee – please be constructive
The process of designing the feedback document (essentially a questionnaire) is to build it from the role's key skill areas: break these down into elements, and measure each via carefully worded questions, which the respondents answer and thereby grade the performance, ie., give feedback in respect of the person in question.
The question as to anonymity of respondents is up to you. A grown-up organization with grown-up people should be able to cope with, and derive more benefit from, operating the process transparently - but you need to decide this. Some people are happier giving feedback anonymously. And some people are not able to deal particularly well with criticism from a named person. For more information and guidance about handling and explaining this particular aspect refer to the Johari Window model - it's a powerful and helpful concept to use alongside the 360 degree feedback/appraisal process.
From India, Madras
Insert your own Feedback Form headings and instructions: appraisee name, date, feedback respondent name, position (if applicable) plus local instructions and guidelines for completion, etc.
key skill/capability area
skill/capability element
question number
feedback question
feedback score
skill/capability element
question number
feedback question
feedback score
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Optional section: additional feedback about the appraisee – please be constructive
The process of designing the feedback document (essentially a questionnaire) is to build it from the role's key skill areas: break these down into elements, and measure each via carefully worded questions, which the respondents answer and thereby grade the performance, ie., give feedback in respect of the person in question.
The question as to anonymity of respondents is up to you. A grown-up organization with grown-up people should be able to cope with, and derive more benefit from, operating the process transparently - but you need to decide this. Some people are happier giving feedback anonymously. And some people are not able to deal particularly well with criticism from a named person. For more information and guidance about handling and explaining this particular aspect refer to the Johari Window model - it's a powerful and helpful concept to use alongside the 360 degree feedback/appraisal process.
From India, Madras
18360 Appraisals Format
Name of the Organisation Period of Appraisal: From To:
Name of the Employee Empl.Code No. Department/Section:
I. First Level Appraisal (Self Appraisal) (To be completed by employee concerned)
- Role Model: How far you are a Role Model to your Sub-ordinates?
Punctuality Total/Partial (Reasons thereof)
Personal Cleanliness “
House-keeping “
Sharing Knowledge/Teaching/Training “
Participative Approach “
Un-biased Relationship “
Confidence in your sub-ordinates “
Time Management “
Stress Control “
- Management Support: (Pl tick) Total/Partial (Reasons thereof)
What Supports that you got to perform well?
Man-power/Systems/Enjoy-working/Delegation/Confidence/Motivation/
Leadership/Communication/Training
Can you quantify in %ge/any numerical value on
Your Value Addition to the Organisation/Department Goals?
If so supply the numerical value. (must match with evidences)
What prevented you that you could not perform well or at times?
(To what extent)
- Suggestions:
Department’s Procedures/Systems/
From Management: (Be specific and give evidential support)
Man-power/Systems/Automation/Mechanisation/Training/
Knowledge Aids/Welfare/Assertiveness for next higher position/
Change in Job Description/Designation/Role Clarify/Addl.
Responsibility & Authority
Signature:
Dated:
II Second Level of 360 Degree Appraisal
(To be apprised by Sub-ordinates):
Excellent 05 - 4.5 Have fullest Satisfaction and understanding
Good 4.5 – 3.5 Better but needs improvement (Be specific)
Poor 3.0 - 0 Strained Relations (Be specific)
Evidences for negative rating need not explained here, but it can be sorted out
At the time of Performance counseling by the Superiors.
S. No. Traits Rating
1. Approach towards sub-ordinates
2. Sharing Knowledge
3. Participative Approach
4. Confidence Posed on them
5. Communication (understood/reached well)
6. Taking concern on sub-ordinates
7. Un-biased Approach
8. Role Model
9. Time Planning
10. Listening Skill
11. Rigid/Flexible
12. Good Team Leader (how far)
You can add as per your requirement according to the role played by the appraisee
Total Ratings:
Remove Negative (-) values separately (to be done by HR Department)
for discussions and counseling.
Signature: (If necessary, otherwise, no need)
Data collected from the sub-ordinate level is very important, but, at the same time, it cannot be taken as totally true unless it is properly supported by data/incidents, because of the maturity level.
III Level of Appraisal:
(By lateral level HODs/Functional Heads wherever the appraisee has cross-
functional co-ordination in executing the work/Project)
The rating can be decided by the individual cross-functional HODs or a group of Appraisers depending upon the Management’s decision:
Name & Designations of Appraisers (Select the Appraisers to whom the Appraisee has contacts or co-ordinates almost frequently. For example, Production Chief with QC Chief and Materials Chief, or HR Manager with all HODs, Materials Chief with Production/maintenance/QC/Accounts like that. Rare Coordination need not be taken into consideration. For example, HR with Finance Manager or Company Secretary. For this HR must do ground work in deciding the Group of Appraisers.
Ratings: Definition as given in II Level appraisals.
Sl.No. Name of the Traits Rating
1. Communication Skill (Be specific on requirements)
2. Co-ordination Skill
3. Sharing Concern (Listening Skill)
4. Knowledge of Other Department’s Work systems
5. Team Leader
6. Presentation Skill
7. Time Planning
8. Housekeeping
9. Taking concern on Organisation Dev.
10. Sharing Knowledge
Total
Take out the negative Ratings for Counseling. Support with Evidences at the time of Counseling.
Signature: (Appraiser)
Pl Note: While Rating, the Appraiser must keep in mind as to how the appraisee’s functions affected the performance of other Departments both positive or negative.
Purpose of Ratings is to focus towards the Quality/Systems/Procedures/Employee Inter-personal Relations.
- Fourth Level of Appraisal (if required)
This is the appraisal to be done by outside Agencies such as Customers, Vendors, Dealers, Govt. Agencies where the concerned employee has more contacts on behalf of the Organisation.
Traits can be selected such as
Culture, Communication, Co-ordination, Leadership Qualities, Time Planning, Punctuality, Satisfaction, Stress Control and so on.
The Appraisal form can be supplied to the individuals in a simple and objective type where all required traits are incorporated. Better let it be Yes or No Question Type.
Sample Cusomer/Vendor can be selected instead of sending the forms to all the contacts.
Rating can be linked at the final stage of 360 Degree Appraisal appropriately.
5. FIFTH LEVEL OF APPRAISAL (By the Superior(s)
While Giving Ratings, all above 3 or 4 levels of Ratings must be submitted to him before he gives his Ratings.
Traits can be selected accordingly which are based more on data. (quantified).Ratings must be defined in relation to targeted data and achieved data.
S.No. Traits Rating
1. Personality (from the view point of Attitude)
2. Communication (from the view point of Presentation)
3. Time Planning
4. Value Addition
5. Housekeeping (if needed)
6. Team member (Leadership Qualities)
7. Organisation/Corporate Culture Practices
8. Systems & Procedures
9. Continuous Improvement
10. Fit-in “Quality policy”
11. Potential
12. Scope for higher level
You add/delete Traits as per your organization requirements.
Total
5. FINAL LEVEL OF APPRAISAL (Quantification of Ratings)
(To be done by Appraisal Committee represented by Senior Level Members)
Counseling to be done before final and authentic ratings are incorporated
Add: Ratings: Level I, Level II, Level III, Level and Level IV. Decide the Traits
Accordingly and fit-in the Ratings obtained from above accordingly.
Apply weightage accordingly at different levels. For example,
Rating given on Communication at level 2 is 4 and at level 4 is 3,
Then derive a formula on weightage, because these 2 levels are
Not identical in the sense of Maturity and Knowledge. Accordingly,
Care must be taken by the HR manager in deciding the weightage.
Final Ratings obtained from all levels must be linked with the Ratings decided for
Rewards such as increment, merit award, promotions, Training, etc.
Pl Note: All Strengths and Weaknesses must be informed to the appraisee either thro
Counseling or writing. Suggest ways for Improvement.
We have given a sample format and start-up for designing your own 360
Degree Appraisals. Initially make the forms so simple and easily
Understandable. In course of time, do the improvement by experiences.
It is good to implement 360 Degree Appraisals, but only with the interest and involvement of HR Managers, this system can get a success and survival , otherwise, in many organizations, it got failed because of lack of involvement shown by Line Managers.
From India, Mumbai
Thanks for reply. We are coming up with 360 degree appraisal service from www.dreamjobz.com asap. thanks for your feedback.
Cheers,
Raj, DreamJOBZ.com
From India, Madras
Cheers,
Raj, DreamJOBZ.com
From India, Madras
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