360 Degree Feedback & Performance Appraisal
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Transcript of 360 Degree Feedback & Performance Appraisal
What is 360 Degree What is 360 Degree Feedback ??Feedback ??
360-degree feedback is defined as 360-degree feedback is defined as “The systematic collection and “The systematic collection and
feedback of performance data on an feedback of performance data on an individual or group derived from a individual or group derived from a
number of stakeholders in their number of stakeholders in their performance”. performance”.
Uses Of 360 PA SystemUses Of 360 PA System
• Supervisor:Supervisor:
• Accurate assessment - FavoritismAccurate assessment - Favoritism
• Anonymous, Unbiased & Accurate infoAnonymous, Unbiased & Accurate info
• Provides greater objectivity.Provides greater objectivity.
• How the performance is enhancing How the performance is enhancing work situation??work situation??
• Helps in revealingHelps in revealing
• Creates greater harmony - better Creates greater harmony - better productivity - identifies strengths & productivity - identifies strengths & weaknessesweaknesses
• Leads to continuous learning, team Leads to continuous learning, team building, self-confidencebuilding, self-confidence
Organized training & Organized training & development:development:
• -things are told before hand…-things are told before hand…distribution and processing takes distribution and processing takes place in advance.place in advance.
• -helps understand the needs better -helps understand the needs better and in more detail.and in more detail.
Team building:Team building:
• -assess each other on skills such as: -assess each other on skills such as: communicating, deliver on promises, communicating, deliver on promises, planning, listening, maintain relationship.planning, listening, maintain relationship.
• -the approach promotes individual -the approach promotes individual development within teams.development within teams.
• Feedback can be gathered before any Feedback can be gathered before any team event happens.team event happens.
Performance management:Performance management:
• -reduces anxieties - making it a less -reduces anxieties - making it a less special event.special event.
Validation of training & other Validation of training & other initiatives:initiatives:
• -to identify the performance -to identify the performance improvement needsimprovement needs
• -many organisations have not yet used -many organisations have not yet used this to judge the success of an this to judge the success of an individual, team or organisation.individual, team or organisation.
Used for appraisal:Used for appraisal:
• - focus more on current performance- focus more on current performance
• - individual….managers and the latter- individual….managers and the latter
• - past performances- past performances
RemunerationRemuneration
Research by Ashridge Mgmt Research by Ashridge Mgmt RecRec• 71%-to support learning and 71%-to support learning and
developmentdevelopment
• 23%-to support a number of HR 23%-to support a number of HR processes such as appraisal, processes such as appraisal, researching….researching….
• 6%-used it to support pay decisions6%-used it to support pay decisions
In 1997 …survey of 22 orgnsIn 1997 …survey of 22 orgns
77% …disagreed that it is a personal 77% …disagreed that it is a personal development tool and should not be used development tool and should not be used for wider HR and organisational purposes for wider HR and organisational purposes
81%…disagreed that it provides a basis for 81%…disagreed that it provides a basis for reward reward
Survey carried by IPD in early Survey carried by IPD in early 19981998
92% …to help developmental needs 92% …to help developmental needs
80% …to help overall performance -80% …to help overall performance -coaching coaching
20%…using it to determine a performance 20%…using it to determine a performance grade or pay standardgrade or pay standard
Step 1: The QuestionnaireStep 1: The Questionnaire
- - LeadershipLeadership - Team Player- Team Player
- Communication - Communication - Organisational - Organisational SkillsSkills
- Decision- Making - Decision- Making - Adaptability- Adaptability
- Expertise- Expertise - Vision- Vision
Step 2: RatingsStep 2: Ratings
1-2 : Least Skilled1-2 : Least Skilled
3-4: Not a Strength3-4: Not a Strength
5-6: Appropriate Skill5-6: Appropriate Skill
7-8: A Strength Skill7-8: A Strength Skill
9-10: An Exceptional Skill9-10: An Exceptional Skill
Step 3: Data ProcessingStep 3: Data Processing
- Internal : Use of software- Internal : Use of software
- External Suppliers- External Suppliers
360 Degree Feedback
0 2 4 6 8
Gives Useful Feedback
Open to New Ideas
Recognises Achievements
Skill
Rating
Step 4 : FeedbackStep 4 : Feedback
- Individual - Individual
- Manager- Manager
- Anonymous ? ?- Anonymous ? ?
- Culture plays a role- Culture plays a role
Step 5: ActionStep 5: Action
Action will depend on the purpose Action will depend on the purpose
• Development - IndividualsDevelopment - Individuals
• Appraisal - ManagersAppraisal - Managers
• Pay - H.RPay - H.R
Development And Development And
ImplementationImplementation Define objectivesDefine objectives
Decide on recipientsDecide on recipients
Decide who will give the feedbackDecide who will give the feedback
Decide the areas of work and behavior Decide the areas of work and behavior on which feedback will be givenon which feedback will be given
Decide the method of collecting the Decide the method of collecting the datadata
Decide data analysis and Decide data analysis and presentationpresentation
Plan an initial implementation Plan an initial implementation programmeprogramme
Analyse the outcome of the pilot Analyse the outcome of the pilot schemescheme
Plan and implement full programmePlan and implement full programme
Monitor and evaluateMonitor and evaluate
ADVANTAGES OF 360-ADVANTAGES OF 360-Degree FEEDBACKDegree FEEDBACK
Affording a broader perspective than Affording a broader perspective than beforebefore
Increased awareness and relevanceIncreased awareness and relevance
Reliable feedback to senior managersReliable feedback to senior managers
Gaining acceptanceGaining acceptance
Encouraging open feedbackEncouraging open feedback
ReinforcingReinforcing
Rounded view of PerformanceRounded view of Performance
Identifying key development areas Identifying key development areas
Raising Self AwarenessRaising Self Awareness
Continuous ImprovementContinuous Improvement
Improved MoraleImproved Morale
Acceptance Of ResultsAcceptance Of Results
DISADVANTAGESDISADVANTAGES• No OpennessNo Openness
• Excessive StressExcessive Stress
• Lack Of ActionLack Of Action
• OverdependenceOverdependence
• Too Much Of BureaucracyToo Much Of Bureaucracy
• Incapability and Lack Of Skill Of ManagersIncapability and Lack Of Skill Of Managers
CRITERIA FOR SUCCESSCRITERIA FOR SUCCESS
• Support From ManagementSupport From Management
• CommitmentCommitment
• Determination as a tool for Determination as a tool for DevelopmentDevelopment
Questionnaire reflects all aspectsQuestionnaire reflects all aspects
Fair Follow up processFair Follow up process
TransparencyTransparency
ResearchResearch
PHILIPS CONSUMER DIVISIONPHILIPS CONSUMER DIVISION
NIITNIIT
SAMSUNGSAMSUNG
INFOSYSINFOSYS
PEOPLE PERFORMANCE MGMTPEOPLE PERFORMANCE MGMT
HOW DOES IT WORK ??HOW DOES IT WORK ??
Step 1. Gathering feedback Step 1. Gathering feedback Step 2. Self assessment Step 2. Self assessment Step 3. Preparation by the managerStep 3. Preparation by the managerStep 4. Performance ratingsStep 4. Performance ratingsStep 5. Discussion and development of a Step 5. Discussion and development of a
performance planperformance plan