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Transcript of pm 360 degree
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360 degree multi-raterfeedback system
Prepared by :-Ankur dubey (0911/023)
Ammar juzar(0911/06)
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Basic Objectives of PerformanceAppraisal Systems
Provide employees with feedback
Provide management with data for personneldecisions
Recognize skill acquisition and identify skilldeficits for further training and development
Motivate employees to be more effective
Comply with equal opportunity regulationsand ensure fairness
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The Appraisal Process
Review legal requirements
Translate organizational goals into job descriptions
Set clear job expectations
Provide job training or coaching to meet expectationsSupply adequate supervision
Acknowledge accomplishments, diagnose strengthsand weaknesses in interview
Establish performance goals and development plan
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360 Degree Feedback
Evaluation method that incorporates feedback fromthe: worker, his/her peers,
supervisors, direct reports, and customers.
Results of these confidential surveys are tabulated
and shared with the worker. Interpretation of the results, trends and themes are
discussed as part of the feedback.
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Continued..
Transparent and known to others.
Balanced & objective feedback is strengthand weakness of this system.
Numerous questionnaires, raters, analysismethod to be formulated.
Positive impact should be made beforelaunch.
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360-Degree Multi-raterFeedback
Employee
Manufacturers &Customers ratings
Suppliersratings
Employees self-rating
Superiors ratings
Other TeamMembers
RatingsSubordinates
ratings
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5 things to consider before youstart 360 degree appraisal
. urpose.1 clarify why and what.2 .communicate to everyone
. Culture are you ready?.1 Do you have a mature enough team dynamic?.2 Are you open enough?.3 & .Those involved need to feel comfortable supported
. Timing of introduction also link with the planning.cycle
. Roll out champion?.1 -How to generate buy in?.2 .Involve everyone early
. Confidentiality -for appraisees and raters non.attributable
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For Effective 360-Feedback
Ratees are held accountable for using thefeedback
Raters are held accountable for the accuracy orusefulness of their feedback
Management provides resources to support theratees behavioral change
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Possible Reactions To Feedback
DENIAL
ANGER / FLIGHT
WITHDRAWAL
ACCEPTANCE
ANALYSIS
ACTION PLANNING
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Training Performance Appraisers
Recency errors
Leniency or strictness errors
Error of central tendency
Similar-to-me errors
Contrast errors
Common rater-related errors
Halo errors
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Rater Errors
Error of Central Tendency A rating error in which all employees are rated
about average.
Leniency or Strictness Error
A rating error in which the appraiser tends togive all employees either unusually high orunusually low ratings.
Recency Error
A rating error in which appraisal is basedlargely on an employees most recent
behavior rather than on behavior throughout
the appraisal period.
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Rater Errors continued.
Contrast Error
A rating error in which an employeesevaluation is biased either upward or
downward because of comparison withanother employee just previouslyevaluated.
Similar-to-Me Error
An error in which an appraiser inflates theevaluation of an employee because of amutual personal connection.
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Rater Errors: Training andFeedback
Rating Error Training
Observe other managers making errors
Actively participate in discovering their own errors
Practice job-related tasks to reduce the errors theytend to make
Feedback Skills Training
Communicating effectively
Diagnosing the root causes of performanceproblems
Setting goals and objectives
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References
Organizational behavior(an experimentalapproach) eighth edition (Joyce.S.Oslandand David.A.Kolb )
Performance Management 1 MANA 3320(Dr. Jeanne Michalski (
universityOf texas.
mailto:[email protected]:[email protected] -
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Thank you
