presentation on 360
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A
PRESENTAION
ON
360 DEGREE FEEDBACK
BY:
NIRALI BHATT
MAULIK BAROT
MAS
HR DEPARTMENT
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POINTS TO BE COVERED
What is 360 degree feedback?
History
ConceptProcess
Appraisers
Activity
Advantage
Drawback
Conclusion
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WHAT IS 360 DEGREE FEEDBACK?
Performance appraisal system that gathers feedback on
an individual from a number of sources, typically including
colleagues, direct reports and customers.
It gives managers and individuals better information about
skills and performance, as well as working relationships,
compared with more traditional appraisal arrangements
based on line managers assessment.
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HISTORY
Early History
Documented History
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THE CONCEPT
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THE PROCESS
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THE APPRAISERS
Superiors
SelfPeers
Subordinates
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SUPERIORS
The 1st line supervisor is often in the best position to effectivelycarry out the full cycle of performance management.
The supervisor may also have the broadest perspective on the work
requirements and be able to take into account shifts in thoserequirements.
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SELF
The most significant contribution of self-rating is theimproved communication between supervisors andsubordinates that result.
Self-ratings are particularly useful if the entire cycle ofperformance management involves the employee in a self-assessment.
For example: The employee should keep notes of task
accomplishments and failures throughout the performancemonitoring period.
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PEERS
Employees report resentment when they believe that their extra
efforts are required to make the boss look good as opposed tomeeting the units goals.
Peer ratings have been an excellent predictors of future performanceand manner ofperformance.
The use of multiple raters in the peer dimension of 360-degree
assessment programs tends to average out the possible biases of anyone member of the group of raters.
The increased use of self-directed teams makes the contribution ofpeer evaluations the central input to the formal appraisal because bydefinition the supervisor is not directly involved in the day-to-dayactivities of the team.
The addition of peer feedback can help move the supervisor into acoaching role rather than a purely judging role.
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SUBORDINATES
A formalized subordinate feedback program will give supervisors amore comprehensive picture of employee issues and needs.
Employees feel they have a greater voice in organizationaldecision-making.
The feedback from subordinates is particularly effective inevaluating the supervisors interpersonal skills. However, it maynot be as appropriate or valid for evaluating task-oriented skills.
Combining subordinate ratings, like peer ratings, can provide theadvantage of creating a composite appraisal from the averagedratings of several subordinates.
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Its Contribution:
Customer feedback should serve as an anchor for almost all other
performance factors.
Including a range of customers in PA program expands the focus of
performance feedback in a manner considered absolutely critical to
reinventing the organization.
CUSTOMERS
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COMPANIES USING 360 DEGREE PERFORMANCE APPRAISALS
Bellcore
International
Ltd(1998)
Johnson &
Johnson
Ltd(1980s)Wipro
Technologies Ltd
(Dec17th 2002)
Xerox (1980s)
IBM (1980)
Bell Atlantic (1980)
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IMPORTANT FACTORS IN 360 DEGREE FEEDBACKS
The mission and the objective of the feedback must beclear.
Employees must be involved early.
Resources must be dedicated to the process, including topmanagement's time.
Confidentiality must be assured.
The organization, especially top management, must becommitted to the program.
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ADVANTAGES
To 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 them
Conduct relevant training
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PROBLEMS
Costly and time consuming.
These programs tend to be somewhat shocking to managersat first. Amoco's Bill Clover described this as the "SARAH
reaction: Shock, Anger, Rejection, Acceptance, Help".
The organization implementing this type of performanceappraisal must clearly define the mission and the scope of theappraisal. Otherwise it might prove counter productive.
Organizations must consider other issues like safeguarding theprocess from unintentional respondent rating errors.
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PROBLEMS (CONTINUED)
One of the reason for which 360 degree appraisal system might fail is
because the organizations attempt to assimilate the 360-degreemethod within a traditional survey research scheme.
In traditional survey research, investigators attempt to maximize datacollection with as many items/questions as possible and with largesample sizes.
In the case of 360-degree appraisal, creating measurementinstruments with many items will substantially increase non-responseerrors.
In addition, large sample sizes are not typically possible consideringthat perhaps 4 or 5 sources will rate an employees performance.
As such, statistical procedures that rely on large sample sizes in orderto ensure statistical validity might not be appropriate.
Organizations must consider other issues like safeguarding theprocess from unintentional respondent rating errors.
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CONCLUSION
Because many of the more conventional performance appraisal
methods have often proved unpopular with those being
appraised and evaluators alike, 360 is gaining popularity with
many managers and employees.
When used with consideration and discipline, feedback
recipients 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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