Re: POTENTIAL APPRAISAL - Organizational Management
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Re: POTENTIAL APPRAISAL - Organizational Management

Rajesh Balasubramanian Started The Discussion:

Friends

I have query !

Mathematically, a circle comes to cessation at 360 degree. When we mention a 720 degree are we talking of any overlapping of two systems where one involves one aspect and another deals with a separate?

Since i have not come across any 720 degree appraisal i am bit intrigued in knowing the same

Regards
Rajesh B
Valuelanes, Bangalore

kvs_vasan - Member Since: May 2005
Hai all
please reply to this title because Iam also eager to know what is 720 degree appraisal, i too guess that weather it is a over lapping of two circles ie, two variants or some thing other than that, expecting your reply.
thank you
regards
srinivasan

Rajesh Balasubramanian - Member Since: Jul 2004
Friends Hope our friend who is carrying out the 720 degree appraisal would be help us geeeting the insight Cheers Rajesh B Valuelanes, bangalore

Ajmal Mirza - Member Since: Mar 2005
This is new to me....

I went through some consultant's site to find the following information... [this is as much as i could find from the site...
Quote:

# 360 Feedback

What it is.
Also known as "survey/feedback", "multi-rater assessment", and "360-degree" feedback, it is basically a way for someone to collect opinions from stakeholders. An early group process from the 1950's "t-groups" would place the "subject" on a chair in a circle, surrounded by a small group of other participants who would then fire away with perceptions of his communication style. Today most 360's are paper or electronic questionnaires that employees complete on their managers. The "360" implies that just like the early circles, feedback will come in from those in different power positions: above, lateral and below. Sometimes customers are also included.

What's wrong with 360.
A seriously high percentage of 360's on the market fail to meet the most basic of psychometric standards. As such, they discourage the knowledgeable participant from giving the results anything but casual attention. There are other problems as well, but all are avoided with Clark Wilson's "720" surveys.




# 720 Feedback®

Once is not enough.
Continuous improvement requires constant measurement. As useful as it is to take a Clark Wilson "360" the first time, it's the 2nd and 3rd times when one can also measure progress. We have pioneered the "pre-post" concept of feedback since the early 1970's and have continuously shown measurable improvement among participants who have completed their action plans.


Here are a few features that distinguish 720 Feedback®


15 role-matched instruments. Furthermore, our research indicates which competencies drive success in each role.


Concurrent validity. Our instruments correlate with career success. Ask for bibliography of 3rd party research projects, including long-term studies of 1,000's of participants.


Reliability. Factor analysis and expert authorship assure the measurement acuity of our surveys.


Leader in web-based assessments. Booth was one of the first vendors to offer web-based surveys and client administration tools. Our online surveys meet the highest security and ease of use standards.


Developmental workshops, tools, and coaching to assure return on investment.
The link is below where the person has tried to explain the same with help of some images
http://www.boothco.com/howitsdone/feedback.html

Still would like to know more about it... looks to be improvement over 360 degree..


Ajmal Mirza

Bob Gately - Member Since: Feb 2005
Doing a 360 annually is not anything new. The 360 we use has a report that compares the current 360 to the previous 360 so that we can see the changes over time. Does that sound like a 720? We also have an Organizational Management Analysis report that presents a compilation of the information obtained from the individual 360 results of a group of managers. Delivered via the Internet, the report provides a factual summary of the perceptions of a management group with input from the managers’ bosses, peers, and direct reports.

Ajmal Mirza - Member Since: Mar 2005
Bob

that's true... There is a very slight improvement over 360 degree..

But the fact is, you don't see major break through in HR so often...

so even small enhancement to current tools are beneficial....


Ajmal Mirza

Bob Gately - Member Since: Feb 2005
Hello Ajmal:

>that's true... There is a very slight improvement over 360 degree.<

Some 360 providers don't want employers to see what has improved--all too often the improvement is marginal at best.

>But the fact is, you don't see major break through in HR so often...<

I agree, but the book "First break all the rules, what the world's greatest managers do differently" could be a break through if readers were to ask for help in putting its insights to work. We have been doing it for a long time.

>so even small enhancement to current tools are beneficial...<

I agree, but is a 720 anything more than two 360s?

Ajmal Mirza - Member Since: Mar 2005
hi robert...

my remarks were of what is happening in the general industry....

Even I need to read a lot more on 720 degree... I think that the concept is
still developing...

Quote:
I agree, but is a 720 anything more than two 360s?
And yes i believe that it is going to be more than two 360s... as it would have direct relations between to appraisals and not just comparing...

Quote:
>But the fact is, you don't see major break through in HR so often...<
with this, i mean to emphasis that we should accept even small enhancement to our current tools if it is going to improve our work..

I agree that your consultancy might be using similar techniques before somebody else gave it a fancy name... none the less the technique, even you would agree is beneficial for the HR community

Ajmal Mirza

Bob Gately - Member Since: Feb 2005
Hello Ajmal: A 720 is still two 360s but as you say with a different name. Since we have already developed a 720 what makes the one you described different?

Ajmal Mirza - Member Since: Mar 2005
First let me clarify.... I not an authority on the subject as I stated earlier... That I still am reading the subject

Some of the points of difference I came across are [actual quote for the document]
Quote:
  • • For a 90-degree assessment, collect data from only the leadership team of the unit
    being audited. This method is quick but often deceptive, as the leaders’ self-reports
    may be biased.

    • For a 360-degree assessment, collect data from multiple groups within the company.
    Different groups may tell very different stories, as happened with Boston Scientific
    International, and can provide insights that might otherwise be missed.

    • For a 720-degree assessment, collect information not only from inside the company
    but from outside groups. External assessors might include investors, customers, or
    suppliers. These groups are important because it is in their eyes that the
    organization’s intangible value matters most. InterContinental Hotels Group did a
    720-degree assessment to some extent by including franchisees in its data sample.
+

720 degree does not propose to be of only two assessment but a continuous assessment...

Further, I belive that preparing of the tool has to be done keeping in mind that the outcome is going to be evaluated again after some specified period.... So the assessment sheets and forms are to be prepared accordingly....

The more I read it... I come to believe that it is different from traditional 360 degree...

Would be able to comment further only once I have read the subject thoroughly

Ajmal Mirza



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