Hi, I am working as an HR professional in a startup company. I am currently formulating a Performance Appraisal method for my organization. Please provide me with information on the procedures and necessary documentation required for 360-degree appraisals, as well as the format for the appraisal form. Thank you for your valuable time.
Rajshree Bhandare
From India, Pune
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3Rajshree Bhandare
From India, Pune
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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:
URL: [https://www.citehr.com/9777-need-help-design-360-degree-appraisal-form-2.html#post890032](https://www.citehr.com/9777-need-help-design-360-degree-appraisal-form-2.html#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 the future. Your management will be to make sound decisions in the future provided you have sufficient data generated out of measures of performance at this stage. To learn more about the implementation of PMS, click the following link:
URL: [https://www.citehr.com/526357-kpi-kra.html](https://www.citehr.com/526357-kpi-kra.html)
Thanks,
Dinesh Divekar
+91-9900155394
From India, Bangalore
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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:
URL: [https://www.citehr.com/9777-need-help-design-360-degree-appraisal-form-2.html#post890032](https://www.citehr.com/9777-need-help-design-360-degree-appraisal-form-2.html#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 the future. Your management will be to make sound decisions in the future provided you have sufficient data generated out of measures of performance at this stage. To learn more about the implementation of PMS, click the following link:
URL: [https://www.citehr.com/526357-kpi-kra.html](https://www.citehr.com/526357-kpi-kra.html)
Thanks,
Dinesh Divekar
+91-9900155394
From India, Bangalore
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I am not a PMS expert, but observing it from the sidelines and hearing feedback 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 also 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 colored. 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 tightrope walk. However, a PA system should be less of an exercise of emotions but more of a 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
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B. Saikumar HR & Labour Law Consultant
From India, Mumbai
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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 enough to assess their manager?
Take the example of the Purchase Manager (PM). He could be negotiating very well in the drawing room, but how would his Purchase Executive or Purchase Assistant know about this skill? Due to a shortage of time, it might not be possible for the PM to involve his juniors in purchase negotiations.
Under such circumstances, if 360-degree feedback is introduced, each time the PM might have to prove how excellent he is in negotiations, lest his juniors might give low marks on this trait. Worse still, the average manager might have to explain every single action and decision to his/her juniors out of fear of misinterpretation. Going further, a few Managers might start dealing with juniors with kid gloves to remain in the good books of their juniors. This will only undermine the organization's interest. Therefore, 360-degree appraisal might do more harm than good!
360-degree appraisal looks nice as an academic study. But then practical implementation is very difficult. So when can 360-degree appraisal be successful? It can be successful provided the organization identifies the competencies on which this appraisal will be made and then ensures that only those persons are involved who have acquired an "expert" rating for each competency. Is this not a wild goose chase?
Thanks,
Dinesh Divekar
From India, Bangalore
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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 enough to assess their manager?
Take the example of the Purchase Manager (PM). He could be negotiating very well in the drawing room, but how would his Purchase Executive or Purchase Assistant know about this skill? Due to a shortage of time, it might not be possible for the PM to involve his juniors in purchase negotiations.
Under such circumstances, if 360-degree feedback is introduced, each time the PM might have to prove how excellent he is in negotiations, lest his juniors might give low marks on this trait. Worse still, the average manager might have to explain every single action and decision to his/her juniors out of fear of misinterpretation. Going further, a few Managers might start dealing with juniors with kid gloves to remain in the good books of their juniors. This will only undermine the organization's interest. Therefore, 360-degree appraisal might do more harm than good!
360-degree appraisal looks nice as an academic study. But then practical implementation is very difficult. So when can 360-degree appraisal be successful? It can be successful provided the organization identifies the competencies on which this appraisal will be made and then ensures that only those persons are involved who have acquired an "expert" rating for each competency. Is this not a wild goose chase?
Thanks,
Dinesh Divekar
From India, Bangalore
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Hi!
Questions on this matter have been recurring since Sid 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, especially 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 and 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, especially the processing of the results, hence the need to answer the following questions: How big is your company? How many employees do you have that will have to be evaluated? How many times does your top management want your employees to be evaluated in a given year? Does your HR department/section have enough manpower to deliver the results timely pursuant to the timetable of top management, especially if the results will be 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
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Questions on this matter have been recurring since Sid 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, especially 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 and 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, especially the processing of the results, hence the need to answer the following questions: How big is your company? How many employees do you have that will have to be evaluated? How many times does your top management want your employees to be evaluated in a given year? Does your HR department/section have enough manpower to deliver the results timely pursuant to the timetable of top management, especially if the results will be 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
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Dear Rajshree Bhandare,
For a startup organization, 360 Degrees PA may not be required at the moment. Hence, you may consider the most plausible alternative - appraisal by more than one person. Let the immediate superior appraise the KRAs, and let others appraise other common performance-related indicators.
Regards
From India, Chennai
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For a startup organization, 360 Degrees PA may not be required at the moment. Hence, you may consider the most plausible alternative - appraisal by more than one person. Let the immediate superior appraise the KRAs, and let others appraise other common performance-related indicators.
Regards
From India, Chennai
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Dear Friend,
For a startup company or organization, it is better to conduct appraisals or performance reviews with immediate supervisors as the tasks are typically multilevel. Identify the Key Result Areas and conduct the appraisal accordingly.
From India, Arcot
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For a startup company or organization, it is better to conduct appraisals or performance reviews with immediate supervisors as the tasks are typically multilevel. Identify the Key Result Areas and conduct the appraisal accordingly.
From India, Arcot
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Hello Rajshree Bhandare,
Your posting gives the impression that the decision has already been made to implement a 360-degree Appraisal System in your startup.
This suggests that some discussions must have taken place within the company before this decision. Could you please mention them for the members to have a clearer understanding?
In addition to what the other senior members of this forum have mentioned or suggested, please note that the genesis of the 360-degree Appraisal system has a different context and background. It is generally recommended for the services sector [for very clear reasons]... I am not sure of the sector of your startup.
The 360-degree Appraisal system was conceived when companies evolved into global corporations with a presence in multiple countries, around 25-30 years ago, when the appraisal processes became increasingly complex.
The number of levels or layers between the appraisee and the decision-makers (who ultimately decide on the case) has increased significantly, leading to the earlier appraisal mechanisms losing their effectiveness. The more levels or layers there are, the higher the chances of subjectivity creeping in. This is precisely what the 360-degree viewing of an employee aims to address. However, implementing this is not as simple as it may seem, as Dinesh Divekar and Ed Llarena mentioned.
Does this situation exist in your company?
I suggest that you look at the whole issue from a 'what is good for us' point of view rather than focusing on what the best or good system is. What works well for one company may not necessarily be suitable for another company.
Regards,
TS
From India, Hyderabad
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Your posting gives the impression that the decision has already been made to implement a 360-degree Appraisal System in your startup.
This suggests that some discussions must have taken place within the company before this decision. Could you please mention them for the members to have a clearer understanding?
In addition to what the other senior members of this forum have mentioned or suggested, please note that the genesis of the 360-degree Appraisal system has a different context and background. It is generally recommended for the services sector [for very clear reasons]... I am not sure of the sector of your startup.
The 360-degree Appraisal system was conceived when companies evolved into global corporations with a presence in multiple countries, around 25-30 years ago, when the appraisal processes became increasingly complex.
The number of levels or layers between the appraisee and the decision-makers (who ultimately decide on the case) has increased significantly, leading to the earlier appraisal mechanisms losing their effectiveness. The more levels or layers there are, the higher the chances of subjectivity creeping in. This is precisely what the 360-degree viewing of an employee aims to address. However, implementing this is not as simple as it may seem, as Dinesh Divekar and Ed Llarena mentioned.
Does this situation exist in your company?
I suggest that you look at the whole issue from a 'what is good for us' point of view rather than focusing on what the best or good system is. What works well for one company may not necessarily be suitable for another company.
Regards,
TS
From India, Hyderabad
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Hi Rajshree,
360-degree feedback is very popularly used for talent development, where desirable traits or competencies are identified. Talents receive feedback (from 360-degree surveys), and individualized development plans are put in place to help improve the "deficit traits" (hopefully, these can be addressed). There is also no vested interest by the respondents of the said survey.
If used for performance appraisal purposes, one runs the risk of the bias element, considering that respondents (of the survey) may be rivals to their colleagues or supervisors. They may feel jealous to see their colleagues overtaking them on the corporate ladder. I have successfully used it in talent development as well as in coaching talents.
All the best to you!
From Malaysia, Ampang
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360-degree feedback is very popularly used for talent development, where desirable traits or competencies are identified. Talents receive feedback (from 360-degree surveys), and individualized development plans are put in place to help improve the "deficit traits" (hopefully, these can be addressed). There is also no vested interest by the respondents of the said survey.
If used for performance appraisal purposes, one runs the risk of the bias element, considering that respondents (of the survey) may be rivals to their colleagues or supervisors. They may feel jealous to see their colleagues overtaking them on the corporate ladder. I have successfully used it in talent development as well as in coaching talents.
All the best to you!
From Malaysia, Ampang
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I need to know how to check the performance of the employees, as my boss has given me the responsibility to evaluate the performance of each employee and tell him, so that we can decide the best employee of the month, as my company is a software company. Please help me out.
From India, Delhi
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From India, Delhi
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How to Conduct 180 360 degree Appraisals.doc