360 Degree Appraisal
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Transcript of 360 Degree Appraisal
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360 DEGREE PERFORMANCE
APPRAISAL SYSTEM
Presented By:
Group 2 Aditya Sikder Narmadeshwar Prasad
Anubhav Dhankar Prerna Malhotra
Anupreet Singh Ranjeeta
Meenakshi Suman
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Overview
• Performance Appraisal• Concept of 360 degree appraisal• Key features• Implementation• Rating Sources/ Participants• Advantages and disadvantages• Uses
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Performance Appraisal
• Performance Appraisal (PA) refers to all those procedures that are used to evaluate:
• Personality
• Performance
• Potential of its group members
• Objectives:• Provide a basis for promotion/ transfer/ termination
• Enhance employees’ effectiveness by helping to identify their strengths and weaknesses and
• Inform them about expected levels of performance
• Identify training and development needs
• Remove work alienation: Counseling Employees
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360 DEGREE APPRAISAL-concept
• Traditional PA: feedback between employees and supervisors
• Now with increased focus on teamwork, employee development, and customer service, emphasis on employee feedback from full circle of sources
• This multiple-input approach to performance feedback is sometimes called “360-degree assessment” to connote that full circle.
• Research shows assessment approaches with multiple rating sources provide more accurate, reliable, and credible info.
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Definition
• What is 360 degree appraisal system?
– Systematic collection of performance data on an individual or group, derived from a number of stakeholders being the immediate supervisor, team members, customers,subordinates, peer and self.
– Generates more accurate feedback by “gathering information from people about an individual’s performance as seen by the standards and expectations of their boss, self, peers, direct reports, and customers.”
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Examples
Bell Atlantic (1980)
IBM (1980)
Xerox (1980s)
Wipro Technologies Ltd (Dec17th 2002)
Johnson & Johnson Ltd(1980s)
Infosys
Maruti
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KEY FEATURES
• Usually based on a questionnaire, possibly web-based• Choosing Appraisers
– Done by the individual employee– Done by HR– Done randomly
• Feedback is usually anonymous• Appraisal is normally followed up with actions for
individual improvement and development• Not to be used for decision-making, only purpose is for
employee growth• Utilizes many stakeholders inside, and outside of, the
organization
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IMPLEMENTATION
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• PHASE-I: organizational analysis
• PHASE-II: Questionnaire designing
• PHASE-III: making the staff aware
• PHASE-IV: conducting the activity
• PHASE-V: Analysis of data
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RATING SOURCES-Superiors
• CONTRIBUTION
– First-line supervisors often in best position to carry out full cycle performance management
– Superiors have authority to redesign an employees work based on individual and team performance
– Most Federal employees think that best ratings come from first-line supervisors
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• CAUTIONS
– Relying solely on superiors reduces validity of performance feedback
– Superiors may not be in same location as employee, preventing them from having hands-on knowledge of the employee’s performance
– Training may be lacking on appropriate methods of evaluation
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-Self Assessment• CONTRIBUTION
– Improves communication between supervisor and employee
– Particularly useful if entire cycle focuses on self-assessment; forces individual to keep track of successes and failures
– Develops ability to see one’s self for what they really are
– Allows supervisor to have better handle on performance when it can not always be observed
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• CAUTIONS
– Research indicates “low correlation between self-ratings and all other sources of ratings, particularly supervisor ratings”
– Self ratings are consistently higher than other ratings
– If supervisors do not use appropriate feedback skills, the fact that a self-rating is higher than the supervisor’s may cause alienation and defensiveness
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-Peers• CONTRIBUTIONS
– Peer pressure and peer approval more effective motivators than supervisors
– valid and reliable in rating behaviors and manner of performance
– tend to average out bias from other groups in the rating process
– Increased use of self-directed team encourages use of peer evaluation
– help move supervisors into a coaching role as opposed to a pure judging role
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• CAUTIONS
– Should not be used to determine pay, bonuses, or promotions (creates animosity and prevents truthful responses from peers)
– anonymity of those providing feedback
– Choose the peers wisely -the peers must be very familiar with the work requirements and performance
– Can be time consuming
– Can cause tension among employees and breakdown of teams
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- Subordinates• CONTRIBUTIONS
– Gives more comprehensive picture of employee issues and needs.
– Employees feel they have a greater voice in organizational decision making and, in fact, they do.
– Effective in evaluating the supervisor’s interpersonal skills.
– Combining various ratings, can provide the advantage of creating a composite appraisal from the averaged ratings all.
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• CAUTIONS
– need for anonymity is essential
– Supervisors may feel threatened and perceive that their authority has been undermined.
– ensure that subordinates are appraising elements of which they have knowledge.
– Only subordinates with a sufficient length of assignment under the manager should be included in the pool of assessors.(>1 yr)
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-Customers
• CONTRIBUTIONS
– Serves as “anchor” for all other performance factors
– Combined with peer evaluation, this data ‘rounds out’ feedback from all sources
– Ensures that the employees concentrate their attention on the customer
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• CAUTIONS
– Only ask customers to evaluate outputs, not processes
– Customer feedback process is time consuming
– Don’t ask the customer to evaluate a single employee, unless the customer has a direct relationship with the employee
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ADVANTAGES
– Little room for any discrimination or bias
– glimpse in to individuals performance improvement needs and development needs of organization.
– Enhanced cohesion in the team, better communication and improved productivity levels
– Front line employees can hone their customer skills owing to the feed back of the customers. This may enhance the customer service levels.
– Subordinates, derive enormous sense of importance and empowerment when asked to provide feed back about their superiors
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– Decision making percolates down to the lowest echelons of an organization, making it truly participative
– Fosters a very open culture where giving and receiving feed back is common place
– 360 degree helps the organization to zero in on and leverage the overall strengths.
– Brings in more objectivity to the appraisal process and complements the traditional appraisal system
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DISADVANTAGES
• Time consuming and more complex.
• Requires training and significant change effort
• The problems may arise with subordinate assessments where employees desire to “get the boss” or may alternatively “scratch the back” of a manager for expected future favors.
• The organization implementing this must clearly define the mission and the scope of the appraisal. Otherwise it might prove counter productive.
• The culture shock that occurs with any system that creates “change.” must be taken care of.
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360 degree assessment may be used for:
• Self-development and individual counseling
• Part of ‘organized’ training and development
• Strategic or organization development
• Employee appraisal
• Incentives
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QUESTIONS ??
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THANK YOU!!!