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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 suystem 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 got enough info, please search the web using Google (I do not have any investment in Google, Inc.).
I suggest that you study about 360 deg appriasal in depth before embarking on implementing.
Have a nice day.
Simhan
From United Kingdom
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 suystem 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 got enough info, please search the web using Google (I do not have any investment in Google, Inc.).
I suggest that you study about 360 deg appriasal in depth before embarking on implementing.
Have a nice day.
Simhan
From United Kingdom
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 were you 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
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 were you 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
360 degrees appraisal is normally done to ascertain how an employee is viewed by his subordinates, peers & seniors on a set of competencies (generally Leadership competencies) or Core Values of the organization (such as Integrity).
Accordingly, Questionnaires are designed & a feed back is obtained from the selected individuals. Normally, an automated 360 degrees evaluation system is preferred by organizations since it can carry out speedy & accurate analysis of each employee.
If you are interested to know more details, please visit EmpXtrack website through Google search.
B K Bhatia
From India, Delhi
Accordingly, Questionnaires are designed & a feed back is obtained from the selected individuals. Normally, an automated 360 degrees evaluation system is preferred by organizations since it can carry out speedy & accurate analysis of each employee.
If you are interested to know more details, please visit EmpXtrack website through Google search.
B K Bhatia
From India, Delhi
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
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
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
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
Hi,
I have done 360 Appraisal in manufacturing
units...i dont know abt IT
well
i think u know the funda....that is
up down n peers appraising the person
...so 1st u have to chk the org structure...
if u r apprasing sr exe...than jr exe, peers, n AM/ Mgr will appraise him
make one self appraisal form also....
u can put parameters like...I am telling this 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 ORG.
2.3 MENTAL ALTERNESS
2.4: INTEGRITY AND ETHICS
3: INTERPERSONAL
3.1: PERSEVERENCE
3.2: LOYALTY AND SINCERITY
3.3:TRANPARENCY IN COMMUNICATION
3.4:RELATIONSHIP WITH STAFF
3.5: DEPENDABLE AND RESPONSIBLE
3.6: TRAINING. AND DEV. OF JUNIORS
4: ACHIEVEMENTAL
4.1: CUSTOMER FOCUS (INT/ EXTERNAL)
4.2: KNOWLEDGE OF INDUSTRY AND FIELD
5: OPERATIONAL
5.1: OPTIMUM USE OF RESOURCES
5.2: QUALITY OF WORK
5.3: VERSATALITY AND ADAPTABILITY
on the basis of thses points...make a scale rate them....
this form u hv to get filled by every one in 360...up ,down n peers
I am attaching the format ...chk it out
Regards
Divya
From India, Bangalore
I have done 360 Appraisal in manufacturing
units...i dont know abt IT
well
i think u know the funda....that is
up down n peers appraising the person
...so 1st u have to chk the org structure...
if u r apprasing sr exe...than jr exe, peers, n AM/ Mgr will appraise him
make one self appraisal form also....
u can put parameters like...I am telling this 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 ORG.
2.3 MENTAL ALTERNESS
2.4: INTEGRITY AND ETHICS
3: INTERPERSONAL
3.1: PERSEVERENCE
3.2: LOYALTY AND SINCERITY
3.3:TRANPARENCY IN COMMUNICATION
3.4:RELATIONSHIP WITH STAFF
3.5: DEPENDABLE AND RESPONSIBLE
3.6: TRAINING. AND DEV. OF JUNIORS
4: ACHIEVEMENTAL
4.1: CUSTOMER FOCUS (INT/ EXTERNAL)
4.2: KNOWLEDGE OF INDUSTRY AND FIELD
5: OPERATIONAL
5.1: OPTIMUM USE OF RESOURCES
5.2: QUALITY OF WORK
5.3: VERSATALITY AND ADAPTABILITY
on the basis of thses points...make a scale rate them....
this form u hv to get filled by every one in 360...up ,down n peers
I am attaching the format ...chk it out
Regards
Divya
From India, Bangalore
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