Business Definition For

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Business Definition for: 360 Degree Appraisal

The management style indicating a preference for focusing on the

task or people side of management .

The Great Debates About 360 Degree Feedback

In the great 360 degree feedback debate, do members of the

organization provide 360 degree feedback anonymously or

face-to-face? Do 360 ratings affect performance appraisal

ratings and salary increases or are they used to provide

employees feedback for development? These and several

other debates rage on in the performance management...

Does 360-Degree Feedback Negatively Affect Company

Performance

In the contemporary business era, the 360-degree feedback

appraisal system is in vogue. 360-degree feedback is a multi-

source feedback mechanism in which each employee, right

from the manager, and the peers evaluate and appraise the

employee. Such feedback system gives a multi-dimensionalperspective on the employee performance.

360 feedback, Leadership, Management Style and Performance

Improvement

This article is to find new strengths and productivity through

employee empowerment came the idea of performance

appraisals from subordinates as well as superiors 360-

degree feedback. It also involves three common ways of

getting 360-degree feedback. It also includes set of questionsbefore implementing 360 feedback and options of...

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Giving Feedback on Management Style: The three degrees of

360 feedback

Traditionally, feedback on management style has come from

the top down, either as part of a yearly performance appraisal

or after a particularly disastrous event. A newer approachconsidered the idea that a manager ought to receive

management style feedback from more than one source and

from people who knew...

Using 360-Degree Feedback In A Talent Management System

The method of 360-degree feedback involves the use of

multi-rater feedback systems. The method is popular with

training professionals and human resource departments. The360-degree feedback method supports the development of

management and leadership skills. It also helps in assessing

the strengths and weaknesses of employees and provides a

basis...

360-Degree Feedback Best Practices To Ensure Impact

From the executive summary: The 360-degree feedback

process, in which subordinates, peers, bosses, and customersprovide behavioral and performance feedback to recipients

has become ubiquitous in management and human resource

development practices. The paper presents the best practices

adopted by the organizations with regard to the feedback

techniques.

360 Degree Feedback: The Good, the Bad, and the Ugly

Implemented with care and training to enable people to better

serve customers and develop their own careers, 360 degreefeedback is a positive addition to one's performance

management system. Started haphazardly, because it's the

current flavor in organizations, or because "everyone" else is

doing it, 360 feedback will create a...

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A 360-Degree Look at 360-Degree Feedback

The general consensus of those interviewed was that, a 360-

Degree Feedback is good in theory but weak in practice. If

done poorly, the organization risks discouraging and

frustrating people; at the very least, resources are spent onfeedback that is then dismissed as having missed the target.

The Dangers Of Using 360 Feedback For Performance

Appraisal

There is a rising demand in organizations for improved

performance and results. Nowadays, organizations in all

sectors, including government, are similarly challenged to

operate more efficiently and effectively. Raising individualand team performance levels is central to this process and

360 feedback is increasingly used as part of the solution....

The 360-Degree Audit: Early Warning Device for High-Risk Audit

Teams

This article is about risky behavior in audit teams that is to

adopt the 360-degree assessment, an approach businesses

have been using for decades. As the name implies, a 360-degree assessment looks at an individual or team from every

perspective. The 360-degree assessment is particularly useful

for learning whats going...

Using 360-Degree Feedback To Evaluate Performance

The 360-degree assessment points out blind spots

individuals, team members, and managers cannot see about

themselves. Depending on the maturity level of the

individual, this revelation comes as a blessing or a curse.Assessment results should be facilitated in a way that leads to

a complete process of improvement. Follow-up...

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Retooling 360s For Better Performance

From the executive summary: The 360-degree feedback tool

combines input from supervisors, peers, and direct reports to

provide a broad perspective on an employee's strengths and

developmental needs. It has insinuated itself into theperformance appraisal processes at an increasing number of

companies. But as some firms are discovering, the...

Beyond 360 . . . Adding Suitability To The Mix

The case study says that 360 degree feedback (360) is a

method of collecting, summarizing and reporting confidential

information on a variety of job-related factors from an

individual's immediate work contacts. A variety of excellentassessment tools are available today that profiles an

individual's natural tendencies, talents and strengths. ...

COMPANIES EVALUATE EMPLOYEES FROM ALL

PERSPECTIVES

The article discusses that companies are turning to 360-

degree appraisals which pool feedback from both internal and

external, customers to receive a broader, more accurateperspective on employees. The supervisor still has the

ultimate responsibility for the appraisal and ensures that the

appropriate raters are selected, thereby preventing the ratee...

Assessment Alternatives: Appraising Organizational Performance

The 360-degree competency assessment has become the

default process used by human resources professionals to

provide feedback to employees regarding their performance.

Employees are expected to study the feedback so as to figureout their strengths and weaknesses and to develop a plan to

strengthen their productivity and effectiveness.

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Interviewing Principles And Practices

The focus of this presentation is upon performance interview.

The various topics, which have been covered in this, include:

new visions for new organizations, preparing for the

performance interview, selecting an appropriate reviewmodel, conducting the performance review interview. There

are various ways of evaluating this interview. Some of

these...

Today's retail managers begin and end their long workdays

facing a multitude of job responsibilities. Delegating tasks,

moving inventory, helping customers, and implementing

sales promotions are just some of the duties facing these

front-line leaders. The performance of the store or outletoften rests squarely on the retail manager's shoulders....

Developing Effective Leaders

The article says that the New World has rendered the

traditional "boss-down" appraisal extinct, and a new, and

more appropriate, approach to assessing management

competencies that lead to performance has emerged. That

new approach is variously called "multi-rater feedback,""reverse appraisals," or, most commonly, 360-Degree

Feedback.

Staff surveys, 360 degree feedback, employee surveys and

organisational surveys are powerful ways to ensure organisations

and people are performing and developing to their potential.

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Flexible feedback and survey options

Full Circle Feedback offers a flexible range of quality services in

the field of staff surveys, 360 degree feedback, employee surveys

and organisational surveys. We can manage the project for you or

you can buy the software and do it yourself.

Staff surveys/employee surveys

Customised or standard staff surveys

Customised or standard reports

Employee survey; Employee Attitude Survey

administration

Exit surveys; Culture surveys; Employee Opinion

Surveys

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360 degree feedback

Customised 360 degree feedback surveys

Standard surveys

360 degree feedback administration (multi source

feedback, 360 degree assessment)

Feedback debrief and coaching services

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Why It's ImportantMeasures a leader's skill in the 22Core and Adaptive leadership

competencies most critical for jobperformance. Leaders rate

themselves and receive ratingsfrom their peers, supervisor(s),subordinates and others (such as customers).

This process increases self-awareness and drives skilldevelopment. Results are delivered in a report that

highlights strengths, areas for improvement, anddifferences/similarities in views of behavior. Reportincludes e-learning featuring clips of Hollywood

movies, television, and historical events plus acomplete online Goal Tracking System to ensurelasting change.

How It Works

360 Refined is fast, clear and complete. In just 15minutes participants deliver feedback through 75

closed-ended questions and four open-endedquestions.

The Process:

1.A leader is invited to rate him/herself online, as

is his/her boss(es), peers, direct-reports, andothers (such as customers). You control the

administration and watch the responses comein.

2.Once responses are in, you open the report atthe click of a button. Responses remain

anonymous, so a leader can administer his or8


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Why It's ImportantGood supervisory skills areimportant to any manager, from aline supervisor to the CEO.Subordinates look to their boss for

the guidance and support theyneed to perform.

How It WorksAn online test with e-learning that reveals a

manager's current skill level in each of thefour components of good management:

1.Setting Expectations2.Communicating

3.Managing Performance4.Providing Support

Each manager simply answers

360 Feedback is used by over 90% of fortune 500

companies. 360 Refined is fast, comprehensive,easy-to-use, and includes 6 months of e-learning.

Is your organisation ready for 360-degree

appraisal?

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Vinita Gupta finds out the righttime and process for implementingthe 360-degree appraisal system.

Appraisal is a developmental

process and also a tool for salaryincrement or at times punishment

(if the appraisal is not good). It is a mechanism usingwhich organizations strive to achieve completedevelopment of an individual. Therefore, theorganization should make sure that the appraisal

process is transparent and bias free to make surethat no injustice is done.

In an IT organization, employees are the biggestasset and hence the 360-degree appraisal system is

a widespread phenomenon and is applauded as agreat development tool by many experts. 360-degreeappraisals are founded on the idea that any

employees performance is seen by many othersthemanager, peers, direct reports, customers, etc.

Evaluation is done combining the feedbacks received

from many people who see different parts of anemployees performance. Also known as multi-perspective and peer-to-peer feedback, managers,supervisors and employees have found it to be

effective in improving their performance.

Right culture is essential

Many organizations always speculate on when is theright time to start implementing the 360-degree

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appraisal system. Any time isperfect, the more important thingis doing it right the first time. If

organizations have the scale andsize to implement it whilepreserving the anonymity of the

participants, it should considerthe same.

Naresh Shah, Managing Director,India Development Centre (IDC)

in Bangalore, Novell feels that forthis kind of an appraisal system,

there should be at least four to sixpeer-level responses and six toten direct-report responses to beable to implement the process.

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"There

should beat least

four to six peerlevel responses

and six to tendirect reports

responses to beable toimplement theprocess"

- Naresh ShahMD, IDC,

BangaloreNovell


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Vikram Shah, President IndiaOperations, NetApp points outthat appraisals should not be

looked at only from result point ofview. A good amount of emphasisshould be laid on the process too.

A matured organization willalways take into account theprocess involved to derivecomplete learning out of the

appraisal for the employee and

the organization.

NetApp deploys a developmenttool based on research done fromstudying a 360 assessment of200,000 employees from different

industries. This study andsubsequent tool was developed by

an external agency.

While it is true that this system

serves as an excellent purposesince it reduces biases, however it may not always besuccessful. Hence it is necessary to create the rightculture in the company before introducing the

system. If many people at that time in the

organization are unhappy or their morale is low thesituation can backfire, says Chetan Shah, ManagingDirector, Synygy India.

Encourages teamwork

In todays global world, no12

"A matured

organization willalways take into

account theprocess involvedto derivecomplete learning

out of theappraisal for

the employee andthe company"

- Vikram ShahPresident India

OperationsNetApp

"While thissystem

serves asan


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The pitfalls

360-degree appraisal is a little

complex process whereadherence to process and record-

keeping will consume a lot oftime. Cost could also be one of the stumbling

blocks, especially if the process is conductedthrough an external agency.

No doubt it reduces biases but is not free from

pitfalls. Hence a 360-degree feedback programme isdoomed if the HR is its only champion. It needs buy-in from senior management as well. Companies

should train people in giving and receiving feedback.Companies that implement 360-degree feedback

without first developing good managers who cangive feedback correctly risk serious damage toteamwork and morale. Providing constructive

feedback calls for instruction, training and practice.

Chetan Shah adds, While training individuals togive and receive feedback may temporarily increase

the expense associated with 360-degree feedbackprogrammes, the gains will outweigh the highercosts as the feedback delivered to participantsbecomes more focused, targeting the behaviors

most closely associated with value creation anddestruction. Ultimately, the goal should be to create

a culture in which individuals feel comfortable givingand receiving feedback, both positive and negative,on a real-time basis, rather than waiting for an

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since it reduces

biases, but it isnecessary tocreate the rightculture in the

company beforeintroducing it"

- Chetan ShahMD

Synygy India


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annual review.

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The right process for

implementation

Create awareness about

the 360-degree appraisal.Inform the people about

importance of 360-degreefeedback/how it will be

conducted Create survey questions

Create the technicalenvironment to capture

and report the scores

Communicate the steps tobe followed for giving theresponses

Close the survey on theagreed date

Collate reports and send tothe recipient

Meet with employees todiscuss results and plan

future developments

Provide feedbacks

Conduct a survey again a

year or so later, using thesame model to determinethe amount of change

Presenting the15


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Appraisal 360

Like it or not the ever reliable and much debated 360 degreefeedback is here to stay. Want to know how the Fortune1000 companies have made use of it?

The 360 degree appraisal has been used by more than 90%of Fortune 1000 companies, for the past 10 years. It is aboon to the corporate world though it has its drawbacks. Thepros definitely outweigh the cons. While traditional feedback

processes have failed miserably, the 360 degree feedbackhas proved to be magical. As opposed to the conventionalappraisal system, wherein the immediate supervisorprovides the employee with unidirectional comments, the360 degree relies on a multi-dimensional feedback.

The 360 degree performance feedback evaluates anemployees performance by soliciting information andopinions about the individuals performance from peers,

managers, direct reports as well as internal and externalcustomers. Also known as multi-perspective and peer-to-peer feedback, managers, supervisors and employees havefound it to be effective in improving their performance.

Where is it applicable?

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Many organisations have found the 360 degree appraisal tobe useful in:

Validating selection processes and development

programmes Identifying training and development needs Pinpointing skills and competencies Making personnel decisions such as promotions,

terminations, salary hike and probationary status Career development Employee coaching Supervisory training

Management development Style and leadership awareness Needs assessment

How does it work?

The most popular model used, namely the skill model, liststhe skills and behaviour necessary for effective job

performance. The employee recommends eight to twelvepeople, for his 360 degree review. They can be directreports, peers, bosses, internal customers or any individualwho could provide relevant performance feedback on theemployee. Some companies also ask external customers torate the individuals performance. The supervisor thenselects six to ten participants from the list for appraisal. Theemployee is also required to assess himself.

The employee is rated in each of the requisite skill areas andthe survey responses are compiled accordingly. Theindividual receives a report summarising others perceptionsof his performance, highlighting his strengths anddevelopment needs.

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How to implement 360 degree?

Firstly, human resource personnel and senior managementneed to determine the usefulness of this feedback. Then

they have to

Define the skill model to be used. Explain the purpose of the process, the use of the data

collected, and the steps involved to everyoneconcerned.

Distribute questionnaires. Complete questionnaires. Process questionnaires. Meet with employee to discuss results and plan future

development. Provide feedback. Re-survey using same model to determine the amount

of change.

Outcome

The 360 degree feedback allows better understanding ofothers perspectives of the employees strengths andweaknesses. Employee development efforts are morefocused and effective. Feedback being anonymous is morehonest. Thus a better communication between supervisorand employees is a substantial result of this system

How can 360 appraisal & feedback system be used toimprove performance standards?How does one prepare a customized 360 degree

feedback strategy & system for one's organization?What are the various steps involved in administering

360 degree feedback instruments?

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How do you link 360 degree feedback withPerformance Management System?

Objectives:

The program aims at equipping HR managers,corporate planning managers and others with the

necessary knowledge, tools and experience todevelop such proficiency in the area of 360 degree

feedback systems.

To familiarize the participants with the 360 degreeappraisal systems, what they are, how they are to be

administered and managed, etc.To provide an experience in 360 degree feedbackTo help the participants achieve skills to develop and

use 360 degree systems

Methodology:

The participants will be given feedback as per theTVRLS 360 degree profiling system. The main

objectives would be:

To understand the dimensions and dynamics of 360degree feedback through actual assessment byothers.To understand the process of administering and

managing 360 degree feedback.

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To receive feedback on roles, leadership styles andother dimensions of managerial functioning and theirimpact as perceived by others in the organization.

The participants would be given an in-depthknowledge of 360 degree feedback. This would be

through the following inputs.

Nature of 360 degree appraisal & feedback

Various advantages & disadvantages, conditions forsuccessIndian experiences

360 degree instruments designing andadministeringDesigning 360 degree systems

The participants may design a 360 degree feedbackprogram and instruments for their respectiveorganizations. They will test out the same throughindividual and group activities. Those who already

have 360 degree feedback systems may review,revalidate and renew the same.

Participants should be prepared to stay for an extraday in case he/she is interested in designing 360

degree instruments for his/her own organization.

360 Degree Appraisal

Appraisals are perhaps the most important aspect ofemployee retention; if people feel valued and fairly

compensated, nothing in the world can induce themto jump ship. The question this presents is: how to

assign value and compensate accordingly ? Mostcompanies still perform evaluations manually, now

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this might not be a very complex and timeconsuming process for a small scale Enterprise, butfor Enterprises supporting more than 70 staff

members it becomes a never ending process. Add tothis, quarterly reviews, well it would seem that

managers have time for nothing but appraisals;business development, financial planning, problemsolving etc. would all suffer because employees needto be evaluated on time and compensated

accordingly if they are to be retained.

Feel the pressure if you dont satisfy the

employees, you loose good people worth keeping;on the other hand if you go on evaluating oneemployee after another, your business suffersincalculably. A catch-22 situation. By this time

youre probably at your wits end. Well, hang inthere; the new age Avatar software technology

has come to the rescue !

Our appraisal software automates the entireappraisal cycle, drastically reducing the timeconsumption, while improving the process qualityand experience of both the appraiser and theappraised. And this is just a small part of what a 360

Degree Appraisal software can do; check out the listbelow to fully appreciate the extent and scope of

tasks automated and simplified.

The List

profiles an individuals personality traits, talentsand work styles

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executes performance evaluations on interim /regular basis

tracks and monitors performance and milestones

achieved

facilitates: work plan establishment and

objective setting

detects performance gaps and measures eachindividuals pace

generates un-biased reports, encompassing

every aspect of an individuals capabilities,aspirations as well as expectations

The entire process is designed to help you in makingthe right decision, for the right people at the righttime; this in turn saves you time and effort; but evenmore importantly it streamlines employee activity

with business goals and allows optimizedperformance management and planning.

The Power of 360 Degree Feedback

By

T. V. Rao

Raju RaoT V Rao Learning Systems Pvt. Ltd.

Ahmedabad

In the changed business scenario where organizations are

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required to compete globally, benchmarks have become globOrganizational survival and excellence require not only meetbut setting global standards. Speed of change becomes a cr

variable. Organizations have had to react fast, learn from thexperiences and aim towards achieving world class excellenc

through constant learning and renewal. 360 degree has beefound to be one such facilitator of change at the individual le

Though it was started in mid-eighties at the Indian Institute

Management, Ahmedabad by T.V.Rao and team as TopManagement Styles And Organization Effectiveness Program

was not branded as 360 Degree Appraisal. Once it was brandin the US as 360 Degree Appraisal, it caught the attention omany corporations and today a large number of Fortune 500companies use it in some form or the other. Experiences wit

as a development tool have been good, though experience aappraisal tool are mixed.

This book contains experiences of the Tata Group, Birla Grou

Wipro, Birla 3M, Philips and many others. The Book alsodiscusses issues dealing with performance management and

approaches to make them effective.

This book has a comprehensive coverage of 360 degreefeedback, performance management system, linking 360 defeedback with performance management and finally paystrategies. The primary objective of TVRLS in compiling this

book is to encourage more indigenous innovations and enhalearning through mutual sharing.

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360 degree feedback, also known as 'multi-raterfeedback', is the most comprehensive appraisal

where the feedback about the employeesperformance comes from all the sources that come in

contact with the employee on his job.

360 degree respondents for an employee can behis/her peers, managers (i.e. superior),

subordinates, team members, customers, suppliers/vendors - anyone who comes into contact with the

employee and can provide valuable insights andinformation or feedback regarding the on-the-jobperformance of the employee. 360 degree appraisalhas four integral components:

1. Self appraisal

2. Superiors appraisal3. Subordinates appraisal4. Peer appraisal.

Self appraisal gives a chance to the employee to lookat his/her strengths and weaknesses, his

achievements, and judge his own performance.Superiors appraisal forms the traditional part of the360 degree appraisal where the employeesresponsibilities and actual performance is rated by

the superior.

Subordinates appraisal gives a chance to judge theemployee on the parameters like communication andmotivating abilities, superiors ability to delegate the

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work, leadership qualities etc. Also known as internalcustomers, the correct feedback given by peers canhelp to find employees abilities to work in a team,

co-operation and sensitivity towards others.

Self assessment is an indispensable part of 360 degree appraisalsand therefore 360 degree Performance appraisal have highemployee involvement and also have the strongest impact on

behavior and performance. It provides a "360-degree review" of

the employees performance and is considered to be one of the

most credible performance appraisal methods.

360 degree appraisal is also a powerful developmental tool because

when conducted at regular intervals (say yearly) it helps to keep a

track of the changes others perceptions about the employees. A

360 degree appraisal is generally found more suitable for the

managers as it helps to assess their leadership and managing styles.

This technique is being effectively used across the globe for

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performance appraisals. Some of the organizations following it are

Wipro, Infosys, and Reliance Industries etc.

Once a year Overview

Once a Year Overview

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Self Appraisal

Performance Review -Preparation

Performance Review -The Meeting

How to Complete aPerformance AppraisalForm

Analysis for ImprovingPerformance

Active performance

appraisal conversation

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360 Degree Appraisal/ Feedback Systems

For a manager wishing to improve his or her management skills,

and the trusted mentor who is trying to help that manager to

improve, one of the most valuable monitoring tools is a well-presented report showing the collected views of all those having

dealings with the manager. This is the output from a Multi-source

feedback, 360 degree feedback system or 360 Degree Appraisal

system.

You ask individuals to report anonymously on their experience of

the manager under a range of management skills headings. If you

have a corporate Competencies Framework, the questionnaire can

be based on its management competencies and the associatedbehaviours.

Because people respond anonymously, they can be more honest

with their answers to a 360 degree feedback system than they

might feel able to be if asked face to face. We can present results as

a summary of all responses but you get more by comparing the

views of different groups. A popular approach is to report

separately the views of

Team members (employees reporting to the manager)

Peers (colleagues with whom the manager interacts, but with

no reporting relationship with the manager)

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Team leader (or Boss - the manager or managers of the team

of which the manager is a member)

Self (the manager himself or herself)

And sometimes

Clients / customers

Absolute or Relative?

If the report shows thepercentage of favourable responses for each

item, and managers can compare their results with others', some

people will find that they have performed less well than most of

the others they discuss their results with. We think this is morelikely to discourage than encourage effort to improve, especially if

the manager's results are poor in all or most aspects of the report.

To avoid the danger of discouraging less able managers, or giving

more able ones the idea that they need not make any effort to

improve, we recommend presenting the 360 Degree Appraisal

results not in absolute terms as described above, but relative to the

participating manager's own average. For each manager's report we

work out the average for this manager of all the topics in the

questionnaire and then report how much better or worse was each

topic compared to the manager's own average. This way, every

participating manager receives a 360 Degree Appraisal report

setting out his or her relative strengths and weaknesses, and in any

conversation where managers are comparing their respective

results everyone is on equal terms because everyone has relative

strengths and development needs.

Reporting a 360 degree feedback system this way means everyone can be pleased about

their relative strengths but is encouraged to see their relative weaknesses as developmentneeds and to take steps to improve them. HR staff can still be provided with results

expressed in absolute terms, if you choose, so they will know which are the stars and

which are the managers most in need of development support.

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Maruti adopts `360 degree' appraisal system

S. Muralidhar

Employee to be evaluated not just by superiors, but

also by peers, subordinates

Chennai Feb. 4 It would

seem that there is nocorporate human

resources policy that

has not had its share ofcontroversies for beingbiased. With an

increasing number ofqualitative factors that

affect employees at the

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workplace, democratising the performance appraisalprocess to make it as fair as possible has been thedream of every HR manager.

And now qualitative factors are not just at play in theservices sector, but also in manufacturing. With

cubicles giving way to open offices, the top-downapproach to employee performance appraisal is alsoon its way out.

One company that has set itself on course to furtherdemocratising and opening up its employee

evaluation process is car market leader MarutiUdyog.

The company has introduced a unique 360-degree

feedback system, starting with its senior leadership.The new system has been co-developed with Ernst &Young and has been put in place recently.

Under the 360-degree feedback system, theemployee is rated not just by his superiors, but alsoby his peers and subordinates.

"We are starting the 360-degree feedback processwith employees in the top management such as chief

general managers and general managers, whoseperformance will now be assessed based on feedbackfrom their peers and junior management employeeswithin the same department. Till last year, their

performance was being appraised only by theDirectors and the Managing Director," says Maruti's

Chief General Manager (HR), Mr S.Y. Siddiqui.

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Ernst & Young, in consultation with Maruti, has listeda set of leadership competencies that are expected ina general manager. Based on that, it has prepared a

questionnaire to which peers and subordinates canrespond online.

Although acknowledged as an effective tool forleadership development in the West, Indiancompanies have been shy of introducing such afeedback system for fear of disturbing traditional

hierarchical structures.

HR consultants feel that the critical issues inimplementing such a system include assuringrespondents that their feedback will remain

confidential and convincing the person receiving thefeedback that this is a development tool and not anappraisal tool. Maruti has handled this by gettingE&Y and other consultants to make detailed

presentations to the senior management personnel

before the process got under way. The company hasa committee of general managers, called HumanResource Inter Divisional Committee (HRIDC), whichis consulted on all major HR issues.

The initiative has been unveiled with an e-mail by

Maruti's Managing Director, Mr Jagdish Khattar,asking people to support the online questionnaire

process. The 360-degree feedback system will alsoinclude a self-appraisal by the general manager. Atthe end of the process, he can compare his self-appraisal with the assessment of his subordinates

and peers.

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One of the benefits that Maruti is hoping to get outof the 360-degree feedback process is the sense ofempowerment and importance felt by subordinates,

when they are asked to offer their feedback abouttheir superiors. Maruti currently has over 4,000

employees on its rolls.

360-Degree Performance Appraisal Systems

Abstract

A 360-degree performance appraisal system is a multisource

assessment approach that taps the collective wisdom of those who

work closely with an employee. The employee and their

supervisors, colleagues, direct reports (subordinates), internal

customers, external customers, and others may be part of the

evaluation process.

Proponents of the 360-degree feedback approach offer it as a

progressive means of conducting performance appraisal. Manycontend that 360-degree feedback systems and other forms of

multisource or multirater assessment methods in organizations

have evolved from an innovative nice-to-have technique

administered only to the most senior levels to a must-have tool

for integration into overall performance and human resource

management strategies. These systems appear well suited for the

flexible, team-based, change-oriented organizational cultures of

many organizations today.

360-Degree systems are gaining popularity because they tend to

reduce the problems of previous generations of assessment

methods. 360-Degree appraisal moves the manager (as appraiser)

back into the comfort zone as she or he is now only one among a

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number of assessors. It greatly reduces the problems of central

tendency, positive skewness, and halo effects in ratings that

plague the boss-subordinate approach. 360-Degree appraisal

reduces defensiveness on the part of the appraisee because there

are a variety of assessors, feedback is presented as more balanced,and it is said to have greater face validity. It requires organizations

to resolve the issue of what is meant by job effectiveness and what

behaviors are causally related to it. It recognizes that subordinates

are best placed to assess leadership or people management

skills. The technique is helpful in defending legal challenges of the

outcome of appraisals, it is presented as important in meeting the

demands for employee empowerment and involvement, and

finally, it is a useful tool in tapping employee opinions andattitudes.

Using 360 degree appraisals is a very effective

means of improving management and teamperformance. To succeed, they have to be carefullyplanned and well executed.

Planning your approach

Firstly, you need to understand how the proposed

360-degree appraisal process fits with your currentperformance appraisal and people management

processes. This will help you select the mostappropriate questionnaire and process, and ensurethat it produces real performance improvements.

The level of investment in time and money that youmake at the start of this process will pay dividends in

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the long-term. The first time you use a 360-degreeprocess, you need to enlist the help of an expert sothat you achieve the best possible outcomes. This

will set the standard for future success and ensurethat tangible performance improvements are

achieved and maintained.

Long-term performance improvement can onlysucceed if you have an accurate picture of where tostart and the majority of employees believe that it is

in their best interests to work together to improve.

Make sure that:

* Your chosen supplier has a full understanding of

your needs and organisational culture

* You choose the right time to undertake the

exercise

* Participants are properly briefed on the importance

of their role in the success of the appraisals

* There is a plan to act on the results of theappraisals and this plan is communicated to yourparticipants

Gathering feedback is only the start. The information

obtained from a 360 appraisal does not provide thesolution - it acts as a 'catalyst' to open up discussion

with the very people who provided the feedback in

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order to find out why they are feeling this way. Byinvolving them in a independently facilitateddiscussion of the results, you can generate a shared

understanding and commitment to work together toimprove, by building on strengths and developing

areas of weakness.

The ability to compare feedback different individualsalso enables the 'blue-printing' of best practiceacross the organisation. There are various options

for delivering feedback, facilitating discussion andgenerating action plans depending on individuals'

needs and circumstances.

This could include a mix of the following:

* 1-2-1 feedback (2 hours duration) with an

experienced coach

* One-day Developmental Workshops with amaximum of 8 participants in each - delivered by anexperienced coach and facilitator

* Training for 'appropriate' personnel to deliver thefeedback and run the workshops with initial support

from the chosen supplier

Developmental Workshops are particularly valuablewhen working with several individuals to build on theinformation obtained from 360 appraisals.

The workshops are tailored to focus on the needs ofeach participant/group, using the feedback gathered

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in advance by the appraisals, so that each individualleaves the workshop with their own measurableaction plan. This format also encourages individuals

to support each other on an ongoing basis toimprove performance.

Action

The 'facilitated' discussion process leads to practical

actions agreed by each individual on how they aregoing to work to improve performance.

These actions need to be SMART - Specific,Measurable, Achievable, Realistic and Timely.

Learning

Ongoing support to achieve your action plan isessential. This support is likely to involve a

combination of independent facilitation, training andcoaching depending on what needs to be achieved.

Encouraging individuals to 'buddy-up' with acolleague whose strengths compliment theirdevelopment needs and vice versa helps to maintaincommitment and enthusiasm, in addition to fostering

a more supportive and open culture.

Measurement

How do you know things are improving and how doyou ensure that the momentum is maintained?

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Regular progress reviews are critical to sustainenthusiasm and commitment. Ideally you shouldrepeat the process on a regular basis, preferably

every nine to twelve months, to monitor and reviewprogress and re-define your action plans, based on

the results.

Suggested workplan for your 360 degree appraisals

1. Meet with your chosen supplier to discuss yourrequirements and their approach.

2. Decide on timescales for the appraisals.

3. Plan your questions - do you need a generic or abespoke questionnaire.

4. Agree the structure of the report (grouping and

comparing data).

5. Define the briefing process.

6. Brief participants.

7. Undertake the appraisals.

8. When the appraisals are closed, thank everyonepersonally via email and outline the next stages.

9. Arrange feedback with each individual who has

been appraised within two weeks of receiving allresponses

a. 1-2-1 feedback with each individual manager

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b. Developmental Workshops for 8 managers in each(You may choose for some individuals to receive 1-2-1 feedback and others attend a workshop)

10. Develop action plans and get commitment fromall stakeholders.

11. Maintain motivation and commitment to theplans through ongoing support and advice.

12. Repeat appraisals within 9-12 months tomeasure improvement.

Ten mistakes that cause a 360-degree feedback programto fail

IneffectiveAssessment Items

If you are not asking theright questions, how canyou expect to get good

data? You need toconsider organizational

expectations as well asjob-specificcompetencies. Moreover,your assessment items

need to be well written to

Poor Planning

If your feedback programis not well thought out, itwill not run smoothly.There are many logistical

issues to consider beforelaunching a feedback

program. If youremployees perceive thatthe program is not wellplanned, your credibility

will be undermined.

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gather the data you arelooking for. Poorly writtenitems will yield useless

data. Garbage in -garbage out...

Lack of Alignmentwith the

Organization's Vision,Mission, and Strategy

If the things you aremeasuring are not

important to theorganization's vision,

mission, and strategy,then employees will notbe developingcompetencies that are

aligned with the directionof the organization.

Lack of Senior-LevelSupport

If the leaders of yourorganization do notvocally support andencourage participation

in the feedback programand express their belief

in the benefits it willprovide, your 360

Inappropriate Deliveryof Feedback

The idea of a feedback

program is to helpemployees perform

better. Negative feedbackcan be demoralizing andcounterproductive. Iffeedback is not provided

in an appropriate manner,your program could

backfire. We recommendusing professional,neutral coaches to deliverfeedback.

No Development Plan

So what if you run a

smooth 360 program? Ifyou fail to do anything

with the data, you havewasted your time as wellas the time of bothparticipants and

respondents. Everyperson who receives

feedback needs to createsome developmentalgoals based on thefeedback he or she

received - and remember- those goals need to be

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initiative will never getoff the ground.

Lack ofCommunication

You MUST communicate

with both the peoplereceiving feedback and

the people gettingfeedback. If you do not

tell them what, why,how, and when, they will

not be comfortable withthe program. You must

get buy-in at all levels ofyour organization tomake it work.

Fear / Lack of TrustIf participants are afraidto get feedback or if

respondents are afraid toprovide feedback, you

will be fighting an up-hillbattle. Communicationhelps reduce fear. One ofthe most effective ways

to reduce anxiety is touse a neutral third party

to administer yourfeedback program.

both measurable andachievable.

No Accountability

Developmental goals aremeaningless unless

people are heldaccountable for achieving

them. Make sure youremployees and their

managers understandhow to create S.M.A.R.T.

goals - Specific,Measurable, Attainable,

Realistic and Timely.

No Follow-Up

How will you know if your

program has been asuccess if you do notfollow up? How will

participants know if theyare improving without

follow-up feedback? Planto solicit additionalfeedback six to twelvemonths after the initial

data are collected.

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Sample 360 Degree Feedback Surveys

The evaluation forms for employees at different

levels will have a lot of overlap in some areas, butdiffer significantly in other areas. Listed below aresome sample 360 survey categories, with examples

of how the assessment items might differ for seniorleaders and non-managers.

Note that neither of these lists is a complete 360degree feedback survey. A complete 360 feedback

evaluation form would include additional categories.

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Middle- to Upper-LevelManager, OrganizationalLeader

Character

o Eagerly pursues newknowledge, skills, andmethods

o Knows own strengths andlimitations

o Personally committed tothe strategy

o Makes decisions based onbusiness needs rather

than personal agenda

o Self confident

o Open to feedback andcriticism

o Avoids negativepoliticking and hidden

agendas

o Willing to take a

courageous stand

o Trusts othersappropriately

o Respected by otherso Sincere and

straightforward

o Serves others; avoidsselfishness

o Accepts responsibility for

Non-Manager

Character

o Patient whennecessary

o Self confident

o Open to feedbackand criticism

o Avoids negativepoliticking and

hidden agendas

o Willing to take a

courageous stand

o Trusts others

appropriately

o Respected by others

o Sincere and

straightforward

o Serves others;avoids selfishness

o Acceptsresponsibility for

own mistakes

o Can be trusted with

sensitiveinformation

o Eagerly pursues newknowledge, skills,and methods

o Knows own43


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Hence , the conclusion is 360 Degree is avery important method of appraisal.It

shows that with praises negative points ofan employee should also be highlighted .More and more companies should startusing it as it will lead the Company togreater heights .

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