Hi, I am working as HR in startup company , I am formulating Performance Appraisals method for my organizations so please let me know what are the procedures or which are the necessary documentation done in 360 degree appraisals and Appraisals form format also.
Thanks for your valuable time.
Rajshree Bhandare
From India, Pune
3Thanks for your valuable time.
Rajshree Bhandare
From India, Pune
Dear Rajshree,
What is your product or service? What is the nature of your industry? What is your designation? Have you identified the risks of leapfrogging to "360 Degree Appraisal?" Have you done any studies on the implementation of the 360-degree appraisal?
360-degree appraisal has a great craze amongst HR professionals. Obviously, it is more appealing than traditional performance appraisal. Nevertheless, I recommend you tread cautiously on uncharted waters. Your major challenge is not the degrees of appraisal but do you measure what deserves to be measured?
Earlier I have given an exhaustive reply to a similar query in the past. You may click the following link to refer to it:
https://www.citehr.com/9777-need-hel...tml#post890032
What you need to do is establish a comprehensive Performance Management System (PMS). I say so because what you measure now will decide what you would be able to measure in future. Your management will be to make sound decisions in future provided you have sufficient data generated out of measures of performance at this stage. To more about the implementation of PMS, click the following link:
https://www.citehr.com/526357-kpi-kra.html
Thanks,
Dinesh Divekar
+91-9900155394
From India, Bangalore
What is your product or service? What is the nature of your industry? What is your designation? Have you identified the risks of leapfrogging to "360 Degree Appraisal?" Have you done any studies on the implementation of the 360-degree appraisal?
360-degree appraisal has a great craze amongst HR professionals. Obviously, it is more appealing than traditional performance appraisal. Nevertheless, I recommend you tread cautiously on uncharted waters. Your major challenge is not the degrees of appraisal but do you measure what deserves to be measured?
Earlier I have given an exhaustive reply to a similar query in the past. You may click the following link to refer to it:
https://www.citehr.com/9777-need-hel...tml#post890032
What you need to do is establish a comprehensive Performance Management System (PMS). I say so because what you measure now will decide what you would be able to measure in future. Your management will be to make sound decisions in future provided you have sufficient data generated out of measures of performance at this stage. To more about the implementation of PMS, click the following link:
https://www.citehr.com/526357-kpi-kra.html
Thanks,
Dinesh Divekar
+91-9900155394
From India, Bangalore
I am no PMS expert but observing it from sidelines and hearing feed back from fellow HR professionals as well as comments of experts on the subject in their articles, I gain the impression that the 360 degree PA too suffers from the flaws of impaired objectivity. For example, the assessment from his peers who constitute his close circle in which he daily holds his conversations with them,may turn out to be very coloured. If you involve others not known to him in the assessment for the purpose of ensuring objectivity,the question is as to how they can assess an employee whom they do not know well. It is a tight rope walk.However a PA system should less be an exercise of emotions but more of rational application of mind to the facts and information about an employee to ensure fair assessment of his performance since you need a system to evaluate employee performance for various purposes..
B.Saikumar
HR & Labour Law Consultant
From India, Mumbai
B.Saikumar
HR & Labour Law Consultant
From India, Mumbai
Dear Rajshree,
This is in addition to what Mr B Saikumar has said. Yes, 360 degree appraisal has its own demerits. It is not just the peers but how about the subordinates? Are they mature to asses their manager?
Take the example of Purchase Manager (PM). He could be negotiating very well in the drawing room but how his Purchase Executive or Purchase Assistant would know about this skill? Due to shortage of time, it might not be possible for PM to involve his juniors in purchase negotiations.
Under such circumstances if 360 degree feedback is introduced, each time PM might have to prove how excellent he is in negotiations lest his juniors might give low marks on this trait. Worst still, average manager might have to explain every single action to decision to his/her juniors because of fear of fear of misinterpretation by juniors. Going further few Managers might start dealing with juniors with kids gloves to remain in goods books of juniors. This will only undermine the organisation's interest. Therefore, 360 degree appraisal might do more harm than good!
360 degree appraisal looks nice as academic study. But then practical implementation is very difficult. So when 360 degree appraisal can be successful? It can be successful provided organisation identifies competencies on which this appraisal will be made and then ensures that only those persons are involved who have acquired "expert" rating for each competency. Is this not wild goose chase?
Thanks,
Dinesh Divekar
From India, Bangalore
This is in addition to what Mr B Saikumar has said. Yes, 360 degree appraisal has its own demerits. It is not just the peers but how about the subordinates? Are they mature to asses their manager?
Take the example of Purchase Manager (PM). He could be negotiating very well in the drawing room but how his Purchase Executive or Purchase Assistant would know about this skill? Due to shortage of time, it might not be possible for PM to involve his juniors in purchase negotiations.
Under such circumstances if 360 degree feedback is introduced, each time PM might have to prove how excellent he is in negotiations lest his juniors might give low marks on this trait. Worst still, average manager might have to explain every single action to decision to his/her juniors because of fear of fear of misinterpretation by juniors. Going further few Managers might start dealing with juniors with kids gloves to remain in goods books of juniors. This will only undermine the organisation's interest. Therefore, 360 degree appraisal might do more harm than good!
360 degree appraisal looks nice as academic study. But then practical implementation is very difficult. So when 360 degree appraisal can be successful? It can be successful provided organisation identifies competencies on which this appraisal will be made and then ensures that only those persons are involved who have acquired "expert" rating for each competency. Is this not wild goose chase?
Thanks,
Dinesh Divekar
From India, Bangalore
Hi!
Questions on this matter have been recurring since Sid has established this site (and I joined it) in 2004.
I was one of the active discussants on this subject matter and maybe, for the last time, I have to point out and stress the following:
1. the 360 degree is not an appraisal tool because you need another tool to implement it. it is merely a framework on how to implement an appraisal tool!
2. as a framework, the 360 degree is different from the others in as much as it wants multiple appraisers to participate, esp the major employee contacts, i.e. the immediate superior, the colleague, the subordinate, and the customer.
3. the 360 degree looks ideal, but it is difficult to implement for the following reasons:
3.1 there is no universally acceptable & valid weight of the ratings that each of the appraisers will give (e.g. will the customer's rating be given more weight than that of his/ her immediate superior? is it alright if the ratings will carry equal weights of 25% each?)
3.2 implementing the 360 degree will require a lot of work, esp the processing of the results, hence the need to answer the following questions: how big is your company? how many employees to you have that will have to be evaluated? how many times does your top management wants your employees to e evaluated in a given year? does your HR dept/ section have enough manpower to deliver the results timely pursuant to the timetable of top mgt, esp if the results will linked to recognition, rewards, and sanctions?
3.3 do you have an approved tool to use that is simple to understand and easy to process that will fit multiple appraisers?
Best wishes!
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
Tel: 0063 916 762 7218
Email: <emillaconsulting@hotmail.com>
From Philippines, Parañaque
Questions on this matter have been recurring since Sid has established this site (and I joined it) in 2004.
I was one of the active discussants on this subject matter and maybe, for the last time, I have to point out and stress the following:
1. the 360 degree is not an appraisal tool because you need another tool to implement it. it is merely a framework on how to implement an appraisal tool!
2. as a framework, the 360 degree is different from the others in as much as it wants multiple appraisers to participate, esp the major employee contacts, i.e. the immediate superior, the colleague, the subordinate, and the customer.
3. the 360 degree looks ideal, but it is difficult to implement for the following reasons:
3.1 there is no universally acceptable & valid weight of the ratings that each of the appraisers will give (e.g. will the customer's rating be given more weight than that of his/ her immediate superior? is it alright if the ratings will carry equal weights of 25% each?)
3.2 implementing the 360 degree will require a lot of work, esp the processing of the results, hence the need to answer the following questions: how big is your company? how many employees to you have that will have to be evaluated? how many times does your top management wants your employees to e evaluated in a given year? does your HR dept/ section have enough manpower to deliver the results timely pursuant to the timetable of top mgt, esp if the results will linked to recognition, rewards, and sanctions?
3.3 do you have an approved tool to use that is simple to understand and easy to process that will fit multiple appraisers?
Best wishes!
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
Tel: 0063 916 762 7218
Email: <emillaconsulting@hotmail.com>
From Philippines, Parañaque
Dear Rajshree Bhandare,
For a startup organisation 360 Degrees PA may not be required for the time being. Hence you may think of the most plausible alternate - appraisal by more than one person. Let the immediate superior appraise on the KRAs and the others appraise on other common performance related indicators.
Regards
From India, Chennai
For a startup organisation 360 Degrees PA may not be required for the time being. Hence you may think of the most plausible alternate - appraisal by more than one person. Let the immediate superior appraise on the KRAs and the others appraise on other common performance related indicators.
Regards
From India, Chennai
Dear Friend,
For a startup company/organisation it is better to go for appraisal/performance appraisal by the immediate seniors, as the task supposed to be multilevel. Find out Key Result Areas and the appraisal be done accordingly.
From India, Arcot
For a startup company/organisation it is better to go for appraisal/performance appraisal by the immediate seniors, as the task supposed to be multilevel. Find out Key Result Areas and the appraisal be done accordingly.
From India, Arcot
Hello Rajshree Bhandare,
Your Posting gives an impression that the decision is already made to implement 360 degree Appraisal System in your Startup.
Which would suggest that some sort of discussions MUST HAVE been done within the Company before this decision. Can you pl mention them for the members to have better clarity?
Adding to what the other senior members of this Forum have mentioned/suggested, pl note that the genesis of the 360 deg Appraisal system has a different context & background.
It's generally recommended for Services sector [for very clear reasons].....not sure of the sector of your Startup.
The 360 deg Appraisal system was thought of when Companies turned into Global Corporations with presence in multiple countries.....around 25-30 years ago.....when the Appraisal processes began to get far stretched out.
The number of levels/layers between the Appraisee & the Decision maker(s) [who finally decide about the case] now are so many that the earlier appraisal mechanisms begin to loose their effectiveness........more the number of levels/layers, more the chances of subjectivity creeping-in. That's precisely the 360 degree viewing of an employee aims to address.......though implementing this is not as simple as we speak of it, like Dinesh Divekar & Ed Llarena mentioned.
Does this situation exist in your Company?
I suggest that you look @ the whole issue from 'what-is-good-for-us' point of view RATHER THAN what's the best/good System. What's good for one Company NEED NOT be the apt one for another Company.
Rgds,
TS
From India, Hyderabad
Your Posting gives an impression that the decision is already made to implement 360 degree Appraisal System in your Startup.
Which would suggest that some sort of discussions MUST HAVE been done within the Company before this decision. Can you pl mention them for the members to have better clarity?
Adding to what the other senior members of this Forum have mentioned/suggested, pl note that the genesis of the 360 deg Appraisal system has a different context & background.
It's generally recommended for Services sector [for very clear reasons].....not sure of the sector of your Startup.
The 360 deg Appraisal system was thought of when Companies turned into Global Corporations with presence in multiple countries.....around 25-30 years ago.....when the Appraisal processes began to get far stretched out.
The number of levels/layers between the Appraisee & the Decision maker(s) [who finally decide about the case] now are so many that the earlier appraisal mechanisms begin to loose their effectiveness........more the number of levels/layers, more the chances of subjectivity creeping-in. That's precisely the 360 degree viewing of an employee aims to address.......though implementing this is not as simple as we speak of it, like Dinesh Divekar & Ed Llarena mentioned.
Does this situation exist in your Company?
I suggest that you look @ the whole issue from 'what-is-good-for-us' point of view RATHER THAN what's the best/good System. What's good for one Company NEED NOT be the apt one for another Company.
Rgds,
TS
From India, Hyderabad
Hi! Rajshree, 360 degree is very popularly used for talent development where desirable traits or competencies were identified. Talents received feedback (from 360 degree survey) and individualized development plans were put in place to help improve the "deficit traits" (hopefully these can be done). Also there is no vested interest by the respondents of the said survey. If used for performance appraisal purpose, one runs the risk of the bias element in view that respondents (of the survey) are rivals to their colleague or supervisor. They may be jealous to see their colleague overtaking them in the corporate ladder! I have used it successfully in talent development as well as in coaching talents. All the best to you!
From Malaysia, Ampang
From Malaysia, Ampang
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
How to Conduct 180 360 degree Appraisals.doc