360 d Appraisal

8/12/2019 360 d Appraisal

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36 DEGREEPERFORMANCEPPR S L


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The Concept


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The Process


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The Appraisers


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Superiors

SUPERIORS

ItsContribution:

The 1st line supervisor is often in the best

position to effectively carry out the full cycle ofperformance management.

The supervisor may also have the broadestperspective on the work requirements and beable to take into account shifts in thoserequirements.

Cautions to be addressed:

Superiors should be able to observe and measure all facets of the

work to make a fair evaluation.

Supervisors should be trained. They should be capable of

coaching and developing employees as well as planning and

evaluating their performance.


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Self-ratings are particularly useful if theentire cycle of performancemanagement involves the employee ina self-assessment.

The developmental focus of self-assessment is a key factor.

Self-appraisals are particularlyvaluable in situations where thesupervisor cannot readily observe thework behaviors and task outcomes.

Research shows low correlationsbetween self-ratings and all othersources of ratings, particularlysupervisor ratings. The self-ratingstend to be consistently higher. Thisdiscrepancy can lead to defensivenessand alienation if supervisors do not use

good feedback skills.

Sometimes self-ratings can be lowerthan others. In such situations,employees tend to be self-demeaningand may feel intimidated and put onthe spot.

SelfIts Contribution: Cautions to be addressed:


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PeersIts Contribution:

Peer ratings have been an excellent predictors of future performance and

mannerof performance.

The use of multiple raters in the peer dimension of 360-degree assessmentprograms tends to average out the possible biases of any one member ofthe group of raters.

The increased use of self-directed teams makes the contribution of peerevaluations the central input to the formal appraisal because by definitionthe supervisor is not directly involved in the day-to-day activities of the team.

The addition of peer feedback can help move the supervisor into a coachingrole rather than a purely judging role.


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A formalized subordinate

feedback program will givesupervisors a morecomprehensive picture ofemployee issues and needs.

Employees feel they have agreater voice in organizational

decision-making.

The feedback from subordinatesis particularly effective inevaluating the supervisorsinterpersonal skills. However, itmay not be as appropriate or

valid for evaluating task-oriented skills.

The need for anonymity is essential when

using subordinate ratings as this will ensurehonest feedback.

Supervisors may feel threatened and perceivethat their authority has been undermined whenthey must take into consideration that theirsubordinates will be formally evaluating them.

Subordinate feedback is most beneficial whenused for developmental purposes. Butprecautions should be taken to ensure thatsubordinates are appraising elements of whichthey have knowledge.

SubordinatesIts Contribution: Cautions to be addressed:


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CUSTOMERS

Its Contribution:

Customer feedback should

serve as an anchor for

almost all other performancefactors.

Including a range of

customers in PA program

expands the focus of

performance feedback in a

manner considered absolutely

critical to reinventing the

organization.

Cautions to be addressed:

Generally the value of

customer service feedback is

appropriate for evaluating teamoutput (there are exceptions).

Customers, by definition, are

better at evaluating outputs as

opposed to processes andworking relationships.

It is a time-consuming

process.


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Companies using 360 degreeperformance appraisalsBellcore

International

Ltd(1998)

Johnson &

Johnson

Ltd(1980s)Wipro

Technologies Ltd

(Dec17th 2002)

Xerox (1980s)

IBM (1980)

Bell Atlantic (1980)


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Important actors in 360 egreefeedbacksAccording to Mr. Pratik Kumar.

The mission and the objective of the feedbackmust be clear.

Employees must be involved early.

Resources must be dedicated to the process,including top management's time.

Confidentiality must be assured.

The organization, especially top management,must be committed to the program.

Pratik Kumar

Executive VicePresident, Human

Resources,

Brand & Corporate

Communication,

Wipro CorporationOne of

the pioneers of 360 degreePA in India.


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AdvantagesTo the individual:Helps individuals to understand

how others perceive them.

Uncover blind spots

Quantifiable data on soft skills

To the team:

Increases communication

Higher levels of trust

Better team environment

Supports teamwork

Increased team effectiveness

To the organization:

Reinforced corporate culture by linking

survey items to organizational leadershipcompetencies and company values

Better career development for employees

Promote from within

Improves customer service by involving themConduct relevant training


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ProblemsIt is the most costly and time consuming type of appraisal.

These programs tend to be somewhat shocking to managers atfirst. Amoco's Bill Clover described this as the "SARAHreaction: Shock, Anger, Rejection, Acceptance, Help".

The problems may arise with subordinate assessments whereemployees desire to getthe bossor may alternatively scratchthe backof a manager for expected future favors.

The organization implementing this type of performanceappraisal must clearly define the mission and the scope of theappraisal. Otherwise it might prove counter productive.


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Problems continued)Organizations must consider other issues like safeguarding the process fromunintentional respondent rating errors.

The culture shock that occurs with any system that creates change.Andespecially with a modern system like 360 degree performance appraisal;must be taken care of.


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ConclusionBecause many of the more conventional performance

appraisal methods have often proved unpopular with those

being appraised and evaluators alike, 360 is gainingpopularity with many managers and employees.

It offers a new way of addressing the performance issue.

When used with consideration and discipline, feedbackrecipients will feel that they're being treated fairly.

In addition, supervisors will feel the relief of no longer

carrying the full burden of assessing subordinate

performance.

The combined effect of these outcomes should result in

increased motivation, which in turn improves performance.


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Thank You

Any Questions???

360 d Appraisal

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