360 Degree feedback
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Transcript of 360 Degree feedback
Using 360 degree Feedback as a part of “cultural change”
Sameeksha Gurav 90Sandeep Banerjee 86
Experience
• Annual turnover --- 20,000 Crores
• 1,00,000 employees
• Present in 19 countries
• 19 business segments
• Financial services, software, telecom, power generation
• Fertilizers, aluminium, fibre, etc.
360 degree feedback as “cultural change”
By understanding organisation’s emerging business needs in which how HR strategy fits in and how 360 degree feedback fit in as a part of HR intervention
Historical Context
• Promoter driven Organisation
• Long serving Employees
• Kinship Employment
• Production Driven
• Commodity business – No
differentiation
• Low Competition
• High Profit
• Fragmented Business Structure- no
unified command and control
system
Cultural elements
Elements
• Loyalty
• Respect
• Hierarchy Orientation
• Care
• Empire Building
• Top Down
• Cost Focus
Implications
- Personal power
- Silence/Tolerance
- Slow response
- Forgiveness
- Turf Protection
- Low Empowerment
- Limited Innovation
Need For Change
Changing Economic conditions
• Need to become customer Focused
• Need for Innovation
• Need for speed in decision making
• Need to become Cost focus
• Need to become Value oriented
Cultural needs
• Seamlessness
• Knowledge Sharing
• Empowerment
• Tolerance Of Dissent
• Encouraging Ideas
• Emotional Involvement Of People At All Levels
• Learning/Development
HR Initiatives For Cultural Ethos
Policy Initiatives
Development Initiatives
Recognition Initiatives
Restructuring Initiatives
Diagnostic initiatives
Communication Initiatives
360 Degree Feedback
Approach
Creating Awareness
About the feedback instruments
About its use as a development tool.
Approach
Modelling at CHRD
- Started from HR department then other departments.
- Discussions about positives and negatives of each person.
- What department could collectively do to improve.
- Creation of climate that multisource feedback useful in self-development.
- Creation of literature for awareness among seniors.
Approach
Voluntarism
Danger of compulsion
Asked for voluntary nominations to VPs
“Voluntarism is a very important facilitating tool for any change management process.”
Approach
Careful segmentation and appropriate Linkages:
- Linkages with other organisational policies
-Retirement policy
-Opportunity of being part of developmental exercise
-To seniors and successors for top positions
Approach
Customization
- Choice of “significant other”– superiors, peers, subordinates and external partners
- Purpose to being openness, transparency and comfort
- Feeling of trust and acceptance on the outcome of the feedback process.
Approach
Workshops conducted by T.V. Rao and Uday Pareek
For feedback and counselling.
Impact
Impact
Message
Presence of chairman in two-day workshops
Personal letter to senior managers and particular businesses
“ Even chairman found it Useful”
Word of mouth publicity
Development
Help from consultants
To identify strengths and areas for improvement
Impact
Clarity of goal
Includes Chaiman, directors and profit centre heads
Role clarity between three senior most roles.
Impact
New Initiatives
New problems noticed and solved.
Issue for delegation and Empowerment- Task force was formed post workshop
Impact
Communication:
Word of mouth publicity
Positive experiences shared
Impact
Creative Dissatisfaction & More Openness
Open and improvement oriented cultural transformation
Impact
Lessons Learnt
• Voluntarism as a effective medium to bring change
• Creating integrity in the system
• Feedback to be dealt with sensitivity.
• Climate setting for multi-rater feedback process.
• Cascading- introduction in more levels
• Willingness to experiment with caution and clarity
Future of 360 Degree Feedback
• Flexibility of feedback
• Choice of areas to be assessed
• More structured follow up mechanism
• More computerized connectivity
Dream to reach the level “where every senior manager feels comfortable in getting together his “ significant others” in a room and receive feedback fro improvement.”
RSDQ modelRoles, Styles, Delegation and Qualities
ROLES: Every manager in order to be effective has to perform both transformation roles (leadership roles) and transactional roles
STYLES: While effective managers recognize all the leadership roles and perform them well, it is not only the roles or activities that determine the effectiveness but also the way in which they are played.Benevolent Developmental Critical Democratic
DELEGATION
QUALITIES: The model envisages that managers should exhibit qualities of leaders and world-class managers
Highlights from interview of Dr. Santrupt B Misra, for NHRD
• we consider employees as a Group resource
•E-360 degree instrument — Pratibimb-This is an online 360-degree feedback tool to heighten self awareness.
Managers receive feedback on group values, global leadership competency and career stage competency.
Values
Integrity
Commitment
Passion
Seamlessness
Speed
“Being employer of choice”
Keep Thinking…..