360 degree feedback can be designed on line, wherein the questionnaire is in built.The feedback should be integrated in to the EPMS(Employee Performance Management System).
From India, Bokaro
45From India, Bokaro
Hi
In a 360 deg appraisal the assessment of all parties that are affected by the (professional) performance of the employee. In the traditional appraisal the boss is supposed to take care of the performance (of the employee) that affects anyone. Later we realised that the boss looks at the performance in only one direction, i.e. downwards. As this angle does not give a overall picture we considered 360 deg for the assessment to be more objective. There may be many stake holders at different levels and it is not possible to have the employee assessed by all. So the system decides the number and the levels of the assesses and the weightage to be provided for each assessee to get a holistic total view. Let us not stretch it to family members, friends, etc. unless we want to assess the behaviour of the individual.
From India, Haldwani
In a 360 deg appraisal the assessment of all parties that are affected by the (professional) performance of the employee. In the traditional appraisal the boss is supposed to take care of the performance (of the employee) that affects anyone. Later we realised that the boss looks at the performance in only one direction, i.e. downwards. As this angle does not give a overall picture we considered 360 deg for the assessment to be more objective. There may be many stake holders at different levels and it is not possible to have the employee assessed by all. So the system decides the number and the levels of the assesses and the weightage to be provided for each assessee to get a holistic total view. Let us not stretch it to family members, friends, etc. unless we want to assess the behaviour of the individual.
From India, Haldwani
360 degree appraisal gives a general overview of the strength and weakness of the company. All good companies do a 360 degree appraisal for each of the individual. Once done, they collate all the information they have received and from thereon derive the 360 degree of the Organisation. This result gives the strengths and shortcomings of the organisation and helps in evolving a long term OD plan for the company. In some companies, they go one step forward. They segregate the 360 degree appraisal of those who are in leadership positions and then derive at the strength and shortcomings of the leaders too.
The above exercise is done, as mentioned, to not only do a OD plan, but also to help individuals to build their skill sets so that they are aligned with the Values of the organisation.
This is how the 360 degree appraisals work. But, unfortunately, in some organisations, like the one win which I worked in the past, do a 360 degree appraisal and then stop with giving the feedback to the employee. They do not derive the 360 degree of the organisation. In such a case, the 360 degree becomes a theory as mentioned by you, since after taking the feedback, they hardly do anything to develop their own shortcomings. No human being changes by one session of feedback. Because any behaviour or attitude is influenced by environment, situations etc which need not necessarily be in the work place and it could be beyond the work place.
When 360 was first evolved, it was done to derive the shortcomings of the organisation. In my current company we do 360 separately for the leaders to derive the leadership score and then evolve various modules to help them bridge their shortcomings in leadership. If required we do send them to Stanford, Harvard etc to attend training programs and the HR continuously works with them for a period of atleast two years. We sometimes do get external consultants to mentor them regularly on their shortcomings that are identified through 360.. We then do a general 360 for all executives and then build an OD roadmap based on the total score of the company. Once we identify the areas of shortcoming, our OD roadmap focuses on bridging these gaps.
We do the 360 degree once in 2 years so that enough time is given for the maturing of the learnings that are initiated on account of the 360 degree appraisals.
This is how 360 degree appraisals become effective. But in case you separate the organisation from the employee and focus only on the employee without focusing on the systems and processes that needs a change then the 360 fails.
I a sure your CEO will have some plans, which normally gets rolled out after the organisation level 360 degree scores are derived.
From Indonesia, Jakarta
The above exercise is done, as mentioned, to not only do a OD plan, but also to help individuals to build their skill sets so that they are aligned with the Values of the organisation.
This is how the 360 degree appraisals work. But, unfortunately, in some organisations, like the one win which I worked in the past, do a 360 degree appraisal and then stop with giving the feedback to the employee. They do not derive the 360 degree of the organisation. In such a case, the 360 degree becomes a theory as mentioned by you, since after taking the feedback, they hardly do anything to develop their own shortcomings. No human being changes by one session of feedback. Because any behaviour or attitude is influenced by environment, situations etc which need not necessarily be in the work place and it could be beyond the work place.
When 360 was first evolved, it was done to derive the shortcomings of the organisation. In my current company we do 360 separately for the leaders to derive the leadership score and then evolve various modules to help them bridge their shortcomings in leadership. If required we do send them to Stanford, Harvard etc to attend training programs and the HR continuously works with them for a period of atleast two years. We sometimes do get external consultants to mentor them regularly on their shortcomings that are identified through 360.. We then do a general 360 for all executives and then build an OD roadmap based on the total score of the company. Once we identify the areas of shortcoming, our OD roadmap focuses on bridging these gaps.
We do the 360 degree once in 2 years so that enough time is given for the maturing of the learnings that are initiated on account of the 360 degree appraisals.
This is how 360 degree appraisals become effective. But in case you separate the organisation from the employee and focus only on the employee without focusing on the systems and processes that needs a change then the 360 fails.
I a sure your CEO will have some plans, which normally gets rolled out after the organisation level 360 degree scores are derived.
From Indonesia, Jakarta
360 degree PA is a great way to judge the candidate or employee for the appraisal and its very important to get feedback from the employees, superiors, peers and the client as well for each other.
As concern as preparing different questionnaire, then you can prepare it depending on the employee profiles and based on that you can decide. Along, with the questionnaire, you can also sit with them one by one and discuss or get some detailed feedback and it will help you better.
From India, Lucknow
As concern as preparing different questionnaire, then you can prepare it depending on the employee profiles and based on that you can decide. Along, with the questionnaire, you can also sit with them one by one and discuss or get some detailed feedback and it will help you better.
From India, Lucknow
It would be nice to know what kind of Performance appraisal technique will suit a start up company having very few employees? Kindly post your valuable suggestions.
From India, Bangalore
From India, Bangalore
no degrees are applied here
start with eco friendly
dont follow the rude behaviour of my mgr ,
dont discourage employees
dont insult them for their mistakes everytime
with love and affection only the relationship will build
From India, Hyderabad
start with eco friendly
dont follow the rude behaviour of my mgr ,
dont discourage employees
dont insult them for their mistakes everytime
with love and affection only the relationship will build
From India, Hyderabad
Dear,
360 PA done in only top Companies and MNC's, 360 Appraisal means appraisal done by every level e.g. superior, junior, colleagues, customer and peon. It's very effective for personality development and improve team player quality.
Thanks and Regards
Mahendra Patole
From India, Mumbai
360 PA done in only top Companies and MNC's, 360 Appraisal means appraisal done by every level e.g. superior, junior, colleagues, customer and peon. It's very effective for personality development and improve team player quality.
Thanks and Regards
Mahendra Patole
From India, Mumbai
A major reason for the failure of performance appraisals, whether 90 deg or 360 deg, is the lack of yardstick with which the assessment is done. Mostly the assessment is done on the traits and behaviour of the assessed individual which is subconsciously believed to be the basis of good performance. In this process a 'good guy' and a 'good performer' are mixed up with credits for being a former is assigned as good performer. But in an organisational context, good behaviour may not always lead to good performance and what the organisation needs is performance to be competitive. Good behaviour is needed for the humanity that is larger than any organisation.
In short, the persons assessing the performance of an employee should know clearly what the employee had to perform and what he has performed. The JDs, KPAs and KPIs come to help in this context.
From India, Haldwani
In short, the persons assessing the performance of an employee should know clearly what the employee had to perform and what he has performed. The JDs, KPAs and KPIs come to help in this context.
From India, Haldwani
You are absolutely right. What I found is that many companies have a desire to have the 360 degree appraisal done in their company as a matter of Fad, without going into the fact that the purpose of the 360 is not to change a person or his behaviour, but to transform an organisation.
I have been doing 360 degree for the last 10 years regularly in my organisation. We do it once in two years. But, its not for changing only behaviour or attitude. We first set the objective of the organisation along with the business plan for the two years. It defines the production volume, projected earnings, current and projected HR inventory in terms of skills, projected profits. We then embark on 360 feedback. We look at it holistically by compiling the entire data and then derive the 360 of the organisation. We then launch the OD activities to align the activities towards filling the gaps of the organisation as highlighted by the 360 feedback.
We can never dealienate 360 from the organisation objective. The moment you dealienate it from the organisational objective, you will find that HR becomes isolated. It is not a HR activity in isolation. Its an all inclusive activity of the organisation. But, sadly, most HR professionals project it as if its a HR activity. And the commitment from the line functions do not come through, since it is projected as if its a tool to highlight the bad and the good among employees. The line function hates the 360. .
We have successfully done it for the past 10 years by aligning the 360 to the organisations goals. We made it inclusive. We have grown from a mere USD 100 million company to USD 12 billion this year. Our employee strength has grown to over 22,000. And the business heads anxiously look forward to the 360 feedback. They want the gaps to be analysed. And then they work with HR to bridge the gaps. And then HR supports them to bridge the gaps in their systems and processes. Similarly Finance come forward and helps in filling the gaps in systems and processes. Likewise Procurement helps production. In fact everyone works as a team, keeping the larger objective of the organisation in mind and seek tangible results.
10 years back, I desired to start the 360 degree appraisal, I had a discussion with my CEO. He was the person who told me that its unfortunate that 360 has been made into a HR ritual, while it is supposed bring in organisational transformation not only in HR, but in the organisation as a whole. It made a lot of sense. He advised me to identify a consultant with these views. After a lot of search, during one of my visits to the United States, I met up with a company called Pinnacle Management Group based in Famington in Missouri. They were deeply into doing Original 360 degree for large organisations including Boeing and the American Defence. After having long discussions with them, I brought them on board. And today we are the fastest growing multinational in the world. Having grown from 3 country operation with a turnover of USD 100 million, we are today a USD 12 billion in 22 countries across 4 continents, and we are marching towards being a USD 20 billion in then next 3 years.
My CEO and also the Business heads attribute this kind of transformation to the 360. We are today a case study on the tangible transformation that 360 degree feedback can do to an organisation. The only thing we did was that we used the uncorrupted and original format of 360 degree feedback by ensuring that it was a 360 degree feedback of the organisation and not any individual, which many have manipulated to be in todays world.
From Indonesia, Jakarta
I have been doing 360 degree for the last 10 years regularly in my organisation. We do it once in two years. But, its not for changing only behaviour or attitude. We first set the objective of the organisation along with the business plan for the two years. It defines the production volume, projected earnings, current and projected HR inventory in terms of skills, projected profits. We then embark on 360 feedback. We look at it holistically by compiling the entire data and then derive the 360 of the organisation. We then launch the OD activities to align the activities towards filling the gaps of the organisation as highlighted by the 360 feedback.
We can never dealienate 360 from the organisation objective. The moment you dealienate it from the organisational objective, you will find that HR becomes isolated. It is not a HR activity in isolation. Its an all inclusive activity of the organisation. But, sadly, most HR professionals project it as if its a HR activity. And the commitment from the line functions do not come through, since it is projected as if its a tool to highlight the bad and the good among employees. The line function hates the 360. .
We have successfully done it for the past 10 years by aligning the 360 to the organisations goals. We made it inclusive. We have grown from a mere USD 100 million company to USD 12 billion this year. Our employee strength has grown to over 22,000. And the business heads anxiously look forward to the 360 feedback. They want the gaps to be analysed. And then they work with HR to bridge the gaps. And then HR supports them to bridge the gaps in their systems and processes. Similarly Finance come forward and helps in filling the gaps in systems and processes. Likewise Procurement helps production. In fact everyone works as a team, keeping the larger objective of the organisation in mind and seek tangible results.
10 years back, I desired to start the 360 degree appraisal, I had a discussion with my CEO. He was the person who told me that its unfortunate that 360 has been made into a HR ritual, while it is supposed bring in organisational transformation not only in HR, but in the organisation as a whole. It made a lot of sense. He advised me to identify a consultant with these views. After a lot of search, during one of my visits to the United States, I met up with a company called Pinnacle Management Group based in Famington in Missouri. They were deeply into doing Original 360 degree for large organisations including Boeing and the American Defence. After having long discussions with them, I brought them on board. And today we are the fastest growing multinational in the world. Having grown from 3 country operation with a turnover of USD 100 million, we are today a USD 12 billion in 22 countries across 4 continents, and we are marching towards being a USD 20 billion in then next 3 years.
My CEO and also the Business heads attribute this kind of transformation to the 360. We are today a case study on the tangible transformation that 360 degree feedback can do to an organisation. The only thing we did was that we used the uncorrupted and original format of 360 degree feedback by ensuring that it was a 360 degree feedback of the organisation and not any individual, which many have manipulated to be in todays world.
From Indonesia, Jakarta
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360 Degree Feedback and performance Appraisal-Anil Arora.pdf
360-degree-perf ormance-apprais al_343.jpg
Performance Appraisal Form for Staff.doc