IP Rings Ltd., Maraimalainagar

360o AppraisalDocumentation – Team 1

05-05-2015

S.Divya (divya.msecit@gmail.com)

T.Radhika (radhikathilak29@gmail.com)

K.M. Santhosini (santhoshinikm@gmail.com)

360 DEGREE PERFORMANCE APPRAISAL

HUMAN RESOURCE MANAGEMENT

Human Resource management, in the sense of getting things done through people, is an

essential part of every manager’s responsibility, but many organizations find it

advantageous to establish a specialist division to provide an expert service dedicated to

ensuring that the human resource management is performed efficiently.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

Following are the various functions of Human Resource Management that are essential for

the effective functioning of the organization:

1.    Recruitment

2.    Selection

3.    Induction

4.    Performance Appraisal

5.    Training and Development

PERFORMANCE APPRAISAL SYSTEM

Performance Appraisal is the process of assessing the performance and progress of an

employee or a group of employees on a given job and his / their potential for future

development. It consists of all formal procedures used in the working organization to

evaluate personalities, contributions and potentials of employees. It is a systematic

examination of the strengths and weaknesses of an employee in terms of his job. 

METHODS OF PERFORMANCE APPRAISAL

The above-mentioned list of major program pitfalls represents a formidable challenge,

even considering the available battery of appraisal techniques. But attempting to avoid

these pitfalls by doing away with appraisals themselves is like trying to solve the problems

of life by committing suicide. The more logical task is to identify those appraisal practices

that are (a) most likely to achieve a particular objective and (b) least vulnerable to the

obstacles.

Following are few appraisal systems.

GRAPHIC RATING SCALE

This technique may not yield the depth of an essay appraisal, but it is more consistent and

reliable. Typically, a graphic scale assesses an employee on the quality and quantity of his

work and on a variety of other factors that vary with the job but usually includes personal

traits like reliability and cooperation.

FIELD REVIEW

A member of the personnel or a central administrative staff meets with small groups of

raters from each supervisory unit and goes over each employee's rating with them to (a)

identify areas of inter-rater disagreement, (b) help the group arrive at a consensus, and (c)

determine that each rater conceives the established standards similarly.

FORCED-CHOICE RATING

Like the field review, this technique was developed to reduce bias and establish objective

standards of comparison between individuals, but it does not involve intervention by a

third party.

RANKING METHODS

For comparative purposes, particularly when it is necessary to compare people who work

for different supervisors, individual statements, ratings, or appraisal forms are not

particularly useful. Instead, it is necessary to recognize that comparisons involve an overall

subjective judgment to which a host of additional facts and impressions must somehow be

added. The two most effective methods are alternation ranking and paired comparison

ranking.

ALTERNATION RANKING

Ranking of employees from best to worst based on a trait(s) is another method for

evaluating employees. Since it is usually easier to distinguish between the worst and the

best employees than to rank them, the alternation ranking method is most popular. Here

subordinates to be rated are listed and the names of those not well enough to rank are

crossed. Then on a form, the employee who is highest on the characteristic being measured

and the one who is the lowest are indicated. Then choose the next highest and the next

lowest, alternating between highest and lowest until all the employees to be rated have

been ranked.

PAIRED-COMPARISON RANKING

 This technique is probably just as accurate as alternation ranking and might be more so,

but with large number of employees it becomes extremely time consuming and

cumbersome. Both ranking techniques, particularly when combined with multiple

rankings, are among the best available for generating valid order-of-merit rankings for

salary administration purposes.

ESSAY APPRAISAL

In its simplest form, this technique asks the rater to write a paragraph or more covering an

individual's strengths, weaknesses, potential, and so on.

MANAGEMENT BY OBJECTIVES

To avoid, or to deal with, the feeling that they are being judged by unfairly high standards,

employees in some organizations are being asked to set - or help set - their own

performance goals.

360 DEGREE FEEDBACK

360 degree feedback which is also known as peer review means you can get feedback from

everyone around you: From your coworkers to your manager, also from your team

members, but even from more distant people like internal or external clients.

MULTIPLE PURPOSES OF PERFORMANCE ASSESSMENT

GENERAL APPLICATIONS SPECIFIC PURPOSE

Developmental uses Identification of individual needs. Performance feedback. Determining transfers and job

assignments. Identification of individual strengths

and developmental needs.

Administrative uses/decisions Salary. Promotion. Retention or termination. Recognition of individual

performances. Layoffs. Identification of poor performers.

Organizational maintenance/objectives HR planning. Determining organizational training

needs. Evaluation of organizational goals Achievement. Information for goal identification. Evaluation of HR systems.

Documentation Criteria for validation research. Documentation for HR decisions. Helping to meet legal requirements.

HR

THE GENERAL WORKFLOW OF 360 DEGREE:

Step 1: An administrator creates a "360 feedback cycle" that holds the timeline, the

questions to ask, and anonymity settings. The admin also decides who gets reviewed.

It's entirely possible to create parallel cycles for different audiences, using different

settings and questions.

Step 2: The administrator triggers an email to let reviewers nominate who they want

feedback from. Reviewers log in and nominate their reviewers, and inform their

manager once they are done.

Step 3: Managers adjust and approve reviewers of their direct reports. Once approved,

reviewers get notified.

Step 4: Reviewers write their feedback. Nothing is delivered before the deadline

defined by the admin. Admins can easily remind those who are running late.

Step 5: Once the time is up, the feedback gets delivered to the intended recipients at

once. Based on the cycle settings, this could be the reviewers, or their managers, or

both. The feedback may get delivered in anonymized form or not, this also depends on

the cycle settings

APPRAISAL SYSTEM

THE OVERALL WORKFLOW

The Overall Workflow Feedback Cycle is a container for everyone's 360 degree reviews

which defines the timelines and what questions to ask. The flow is as follows

Setup questions based on some criteria.

Decide who gets reviewed and create a 360 degree for staff.

External reviewers are selected on random bases.

Every review made is private and not shared to other employees.

ROLES IN THE PERFORMANCE APPRAISAL PROCESS 

a)  REVIEWER

Discuss with the reporting managers on the behavioral traits of all the employees

for whom he/she is the reviewer, where required, independently assess employees

for the said behavioral traits; such assessments might require collecting data

directly from other relevant employees

b) HOD

It presents the proposed Performance Rating for every employee of his/her function

to the Normalization committee. HOD also plays the role of a normalization

committee member. Owns the performance rating of every employee in the

department

c)  HR HEAD

SUPPORT

SELF

HOD

PEERS

USER

HR head is usually a secretary to the normalization committee. Assists

HOD’s/Reporting Managers in communicating the performance rating of all the

employees

d) PEERS

Peers are in better position to evaluate certain facts of job performance which the

subordinates or supervisors cannot do. Such facts include contribution skills,

reliability and initiative.

e) SELF APPRAISAL

Employee himself or herself evaluates his or her own performance. On the positive

side it may be stated that in self-appraisal there is an opportunity to participate in

evaluation particularly if it is combine with goal setting

f) SUPPORT

Support involves other employees outside the normal feedback reviewer list which

is selected on random basis.

EMPLOYEE PERSPECTIVE

The performance review consists of your self-assessment, and your manager's assessment

of your work. Initially, everything you write is private. Nobody but you can see how you go

about it, not even HR, until you decide to share your self-assessment with your manager.

HR can define what questions to ask and total number of question. Each employee has

separate set of questioner according to their role in an organization. Each employee is

considered as an entity to provide feedback to several other employees. This makes 360

degree appraisal a reliable feedback approach.

MANAGER PERSPECTIVE

 As a manager, you will have to be extra careful when sharing the feedback. Every single

word matters, so take your time. It's better to put a little extra time into crafting your

feedback carefully than to lose time and trust by offending an employee unintentionally. It's

easy to misinterpret the intention of hastily written text.

TIMELINE

You need to tell your employees what schedule you expect them to follow by setting due

dates for each step in the process: one date for completing written self-assessments and

second for signing reviews. We will always display the amount of time left before the next

milestone on the dashboard. The list is sorted alphabetically by manager followed by the

team members helps to easily keep track of the feedback process.

REMINDER

If a particular employee profile isn’t complete, a reminder notification is sent to other

employees by ‘invite’ option. This lets an employee to send quick automated notifications

to people who have fallen behind schedule.

STOPLIGHT COLOR-CODING

All the reviews start out red, turn yellow once writing is in progress, and become green

once it has been completed. After both parties have signed a review, they turn black and

white. The cycle will start out all red and gradually move through yellow and green until

finally all color is drained from the screen.

RATING REPORTS

If you use a "rating-based" approach, those numbers will also be displayed in the overview

table. Depending upon the rating reports, a graph is drawn to analyze employee

performance and areas of improvement.

REPRESENTATIONS

The collected reviews are the then represented in the form of charts and graphs which is

simpler to understand. Most common data representations are bar chart and pie chart. The

result of feedback can be portrayed in such pictorial representations to analyze

performance of employees and take necessary steps to improve performance.

FRAMEWORK OF THE SYSTEM

SAMPLING PLAN

Sample Size = 1000 Employees

Sample Area = IP Rings Ltd

Duration = Two (2) Months

LAUNCH SURVEYS ON ANY EMPLOYEE

HR department can launch surveys for all the employees.

HR users can keep an eye on the whole process.

He can choose to delegate that responsibilities to each manager.

Managers can launch surveys and see survey results for their employees.

CUSTOMIZABLE QUESTIONNAIRES

Questionnaires are based on some categories.

Get started by selecting one from questionnaire gallery.

CUSTOMIZABLE EMAILS

The process and expectation are clearly communicated to everyone in the organization.

Customizable emails allows to describing the process and adding links to external resources.

AUTOMATED REMINDERS

Get regular updates on the surveys launched.

Employees get email reminders to ensure everyone gets the opportunity to provide feedback.

Everybody knows what to do next: employees and managers get email reminders that guide them through the performance appraisal process.

DATA PRESENTATION AND ANALYSIS

Members of the HR team can view participation levels and progress of the 360-

degree review process for the whole organization.

Information is readily available in the user's dashboard.

1.    Bar graphs

2.    Pie Diagrams

3.    Doughnuts

DYNAMIC & EASY TO UNDERSTAND REPORTS

Results of your 360° feedback surveys are available online or in PDF format.

Compare results with different departments and with surveys conducted in the past.

Results are available in real-time, you do not need to wait for the report to be generated.

MODULES 

The modules were designed using Asp.net at the back end and HTML/CSS at the front end

and the employee database are to be fetched from the organization's server and integrated

with the developed system using ERP. The HR staff will carry on with the following task,

user will be notified by the email when it is time to get started. By clicking the link in the

email this takes the user straight into the 360 degree performance appraisal login page.

PAGE 1

The employee credentials such as employee email id and the password should be entered to login to the next page.

PAGE 2

This is the index page where it is divided into many partitions as in the top left corner

shows the employee name and designation along with the overall percentage scored by the

employee.

Below the employee information there is a partition called sections where in it shows

different categories containing topics like (planning, delivering, analysis and decision

making, communication, self development, working with others, managing others and

leadership) it is designed in such a way that each category displays both the self and

reviewers points as percentage in bar graph.

Besides the sections pane there is pie chart which details about the scores obtained in each

categories as pie's along with the date and financial year. The self appraisal pie represents

the scores obtained in self also the obtained points out of overall points and the rating

percentage. Where the reviewers appraisal pie also represents the same details but the

appraisal is done from all degree by many users say (25 users).

There is a progress pane at the top right corner which represents the overall reviews

completed till that respective date and also the progress of the user in percentage.

Below the progress pane there is a dashboard displaying the employees whom the user

have appraised so far with their name, display picture, the number of questions answered

out of total questions and the points offered. And also there is a scroll available which list

other employees to be appraised so that the user can switch inside the list box. The time

the user finishes his feedback for others he could able to view his feedback this is defined

by the hr staff the same applies to other users.

At the bottom of the page there is a reminder where the user can invite the reviewers to

complete your feedback process by simply clicking on the arrow mark. All the related

information's are put into the same page to make things easier so there is no need of

leaving the page every time. Initially everything the user do is private not even hr can view

until the user decide to share the self assessment with the manager.

PAGE 3

This page is designed to give rating for an employee by answering some questions which

can be picked randomly from each topics. For instance consider the user giving feedback

for an employee "vishnupriyan" there are some set of questions displayed, which the user

can select randomly from the topics specified, by clicking on the radio buttons respective

to the rates. In the same manner all the questions are answered in each topics of the

sections so that the points are generated.

PAGE 4

This page displays the feedbacks obtained by the user from all the degrees . A table which is

partitioned into two parts first part represents the list of all the areas assessed and the

other side represents who are all the people assessed say (self, hod, subordinates, hr,

support, peers).

It gives the comparison of views between different levels of people in this table the user

can see if the people have agreed with the average amount of desired improvements. The

green represents small improvements to be taken in that particular area the amber

indicates the medium improvements and the red indicates the higher improvements to be

taken in the respected field. The detailed results can be seen in the next page.

PAGE 5

All the areas the user were assessed is shown in the table. The overall aggregate is

calculated and a bar graph has generated with the percentage value. So that the user may

know how much he has scored on the topics and how well he can improve again the green,

amber and red indicates small, medium and high improvements.

PAGE 6

This page gives a detailed summary of top strengths and areas to improve. Feedback was

provided for 30 different topics. The user can find the complete list of areas on the next

page in the form of report generation.

PAGE 7

This page is designed to show the final feedback report of the user. It displays percentages

and points obtained in each topics in all the sections as the bar graph. The desired

performance is then calculated as the score for total value minus the score for current

performance. An average gap of 1.5 or more is considered large, and an average gap of less

than 0.5 is considered small. And the sectional scores are aggregated as percentage as well

as the grand point for the individual user. Finally the report is generated for 30 topics in 8

sections.

CALCULATIONS

PERFORMANCE APPRAISAL

Employee carry out self appraisal for himself and other reviewers like peers,hod,hr,subordinate etc do appraisal for other employees.

Section 1 Topic 1 Topic2 Topic3 Topic4Section 2 Topic 1 Topic 2 Topic 3 Topic 4Section 3 Topic 1 Topic 2 Topic 3 -Section 4 Topic 1 Topic 2 Topic 3 - Section 5 Topic 1 Topic 2 Topic 3 Topic 4Section 6 Topic 1 Topic 2 Topic 3 Topic 4Section 7 Topic 1 Topic 2 Topic 3 Topic 4Section 8 Topic 1 Topic 2 Topic 3 Topic 4

Each sections contain 4 topics and some sections have 3 topics, totally there are 30 topics in 8 sections.

SELF APPRAISAL

STEP 1: The user selects 20 questions randomly from all the sections.

Each questions have ratings (1,2,3,4,5).

1 - very poor 2- poor 3- average 4- good 5- exceptional

STEP 2:

maximum points for 20 questions : 5*20= 100

points obtained in each sections:

example: the rater has selected 2 questions from the topics of section 1, the maximum points for 2 questions are 10 and he has obtained 8 out of 10.

Sectional score

Section1 = 8 /10

Section2 = 7/10

Section3 = 11 /15

Section4= 10 /15

Section5 = 5 /10

Section6 = 14 /20

Section7= 6 /10

Section8= 8 /10

Overall score : 69/100

Percentage= 69%

REVIEWERS APPRAISAL:

Raters/ reviewers Overall scoreHod 78/100Hr 73/100Manager 68/100Peer 1 83/100Peer 2 75/100Subordinate 69/100Support 70/100

Average = 78+73+68+83+75+69+70/7

= 516/7

= 73.7

Percentage= 73 %

Self appraisal Reviewers appraisal69 % 73 %