Hi there,
we practice Balance Score Card in our PMS,360 degree feed back is one of the important part in BSC.which we generally conduct at the end year.
currently we do send the questionnaire /on line or hard copies and conduct the feedback.I have a genuine concern how do we ensure that the feedback we get across the orgn is authentic as we do not force our people to write their names on the feedback forms..
can some help me..? :?
bye
Sulekha
Pune
From India, Pune
2we practice Balance Score Card in our PMS,360 degree feed back is one of the important part in BSC.which we generally conduct at the end year.
currently we do send the questionnaire /on line or hard copies and conduct the feedback.I have a genuine concern how do we ensure that the feedback we get across the orgn is authentic as we do not force our people to write their names on the feedback forms..
can some help me..? :?
bye
Sulekha
Pune
From India, Pune
Hi Sulekha,
Some of the factors which influence the genuineness of feedback provided are :
1. Linkage with incentives / hikes : This is a contentious issue since traditionally, performance reviews / appraisals are linked to hikes / incentives. Employees thus tend to be cautious in providing actual ratings.
Some solutions to this are :
1.1 Delinking hikes / incentives from performance reviews. This may sound impossible but is very much feasible - we have implemented it in our company.
1.2 Establishing a strong linkage between performance review & the performance development plan. Regular monitoring of the implementation of the PDP will reinforce this linkage even if delinking of hikes / incentives is not resorted to.
2. Involvement of employees in the formulation of a performance review mechanism : A review mechanism which is designed / periodically updated by involving all concerned has greater chances of acceptance. This contrasts with a system which is perceived as being thrust down by force - participation is the key - they have to own the system.
Best wishes
Sushant
From India, Hyderabad
Some of the factors which influence the genuineness of feedback provided are :
1. Linkage with incentives / hikes : This is a contentious issue since traditionally, performance reviews / appraisals are linked to hikes / incentives. Employees thus tend to be cautious in providing actual ratings.
Some solutions to this are :
1.1 Delinking hikes / incentives from performance reviews. This may sound impossible but is very much feasible - we have implemented it in our company.
1.2 Establishing a strong linkage between performance review & the performance development plan. Regular monitoring of the implementation of the PDP will reinforce this linkage even if delinking of hikes / incentives is not resorted to.
2. Involvement of employees in the formulation of a performance review mechanism : A review mechanism which is designed / periodically updated by involving all concerned has greater chances of acceptance. This contrasts with a system which is perceived as being thrust down by force - participation is the key - they have to own the system.
Best wishes
Sushant
From India, Hyderabad
Hi Sushant
Many thanks for your reply...actually the feedback we conduct is absolutely foucssed on the development on individuals and there is no linkage to incentive as such.The feedback is taken from superiors,collegues,other internal customers etc.what we have observed is most of time people give good ratings to all their teammembers...and it is really difficult to identify the right and genuine feedback which actually help in indetification of training. It is a human mentality to be in a good book of every body..may be that is why it happens...
so...even if the feedback is taken across the organisation my concern is how to have the genuine feedback which will help us for development plan of the individuals.
Bye
Sulekha :)
From India, Pune
Many thanks for your reply...actually the feedback we conduct is absolutely foucssed on the development on individuals and there is no linkage to incentive as such.The feedback is taken from superiors,collegues,other internal customers etc.what we have observed is most of time people give good ratings to all their teammembers...and it is really difficult to identify the right and genuine feedback which actually help in indetification of training. It is a human mentality to be in a good book of every body..may be that is why it happens...
so...even if the feedback is taken across the organisation my concern is how to have the genuine feedback which will help us for development plan of the individuals.
Bye
Sulekha :)
From India, Pune
Having your 360s completed anonymously is a great start to getting accurate feedback. Also, I would not be too concerned about peer reviews being rated at the higher end. This is normal. If an employee’s behavior is dysfunctional, it would show up in peer reviews. Peer reviews are just one aspect of the 360. The 360 is a great tool because it collects reviews from the supervisor, customers and direct reports. These other reviews provide that other valuable perspective, so that team member reviews are not relied upon exclusively.
One last point: to improve accuracy of feedback, we recommend to organizations to drive out fear amongst employees. You will need to assess how much fear is hampering the giving of genuine feedback in your organization.
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
One last point: to improve accuracy of feedback, we recommend to organizations to drive out fear amongst employees. You will need to assess how much fear is hampering the giving of genuine feedback in your organization.
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
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How to Conduct 180 360 degree Appraisals.doc