Psdhingra
Legal Analyst, Hrm
Geethagopaldevarala
Recruitment And Training
Smbhappy
Finance, Hr, Sectarial Practices, Law And
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wats the term 360 degree in HR?SO IF ANYBODY KNOWS ABOUT IT PLEASE LET ME EXPLAIN IT SO THAT I UNDERSTAND IT CLEARLY.
i am sowdeswari doing MBA,
upto my knowledge 360 degree is one of the appraisal system which consists of
first step :
own appreciation about himself that is he has to explain what he did so far in that organisation.
second :
appreciation from peer groups, subordinates, superiors and co - workers etc.
the appraisal team also look for that persons hard work, sincerity, team work, level of emotions, degree of temper's, and also the new innovations done by him.
considering all these feedbacks the appraisal will be made.
i am sowdeswari doing MBA,
upto my knowledge 360 degree is one of the appraisal system which consists of
first step :
own appreciation about himself that is he has to explain what he did so far in that organisation.
second :
appreciation from peer groups, subordinates, superiors and co - workers etc.
the appraisal team also look for that persons hard work, sincerity, team work, level of emotions, degree of temper's, and also the new innovations done by him.
considering all these feedbacks the appraisal will be made.
Please download 360 degree feedback guidelines from one of the posts at the following Link:
https://www.citehr.com/270532-what-3...-feedback.html

Sunny Adams writes:

the term 360 Degree means the right feedback

the 360 degree feedback is all about performance management read the article and i believe it will surely help

Want to make people happy? Make people sad? Care to create an uproar in your organization that rivals in ferocity any change you’ve ever introduced in your history? Want to stir up all of the dormant fearballs hidden just below the surface in your organization? I know; you think I’m talking about laying off half your staff. Right?

Wrong. I am talking about organizations that do a poor job of introducing and implementing 360 degree, or multirater, feedback. Indeed, I’m also talking about organizations that do a good job of introducing 360 degree feedback. Nothing raises hackles as fiercely as a change in performance feedback methods, especially when they affect compensation decisions.
Implemented with care and training to enable people to better serve customers and develop their own careers, 360 degree feedback is a positive addition to your performance management system. Started haphazardly, because it’s the current flavor in organizations, or because "everyone" else is doing it, 360 feedback will create a disaster from which you will require months and possibly years, to recover.
360 degree feedback is a method and a tool that provides each employee the opportunity to receive performance feedback from his or her supervisor and four to eight peers, reporting staff members, coworkers and customers. Most 360 degree feedback tools are also responded to by each individual in a self assessment.
360 degree feedback allows each individual to understand how his effectiveness as an employee, coworker, or staff member is viewed by others. The most effective 360 degree feedback processes provide feedback that is based on behaviors that other employees can see.
The feedback provides insight about the skills and behaviors desired in the organization to accomplish the mission, vision, and goals and live the values. The feedback is firmly planted in behaviors needed to exceed customer expectations.
People who are chosen as raters, usually choices shared by the organization and employee, generally interact routinely with the person receiving feedback.
The purpose of the 360 degree feedback is to assist each individual to understand his or her strengths and weaknesses, and to contribute insights into aspects of his or her work needing professional development. Debates of all kinds are raging in the world of organizations about how to:
  • select the feedback tool and process,
  • select the raters,
  • use the feedback,
  • review the feedback, and
  • manage and integrate the process into a larger performance management system.

Hi!!
360 degree feedback is one of the modern methods of performance appraisal. It includes feedback from manager, colleagues (peers), customers, subordinates of the employee. This feedback gives an overview of employees' capability in different areas.... The name comes from the fact that when we draw 360 degree, it comes out to be a full circle, similarly we review the performance of employee from all the people associated with employee on his job.
Other modern methoods are: -
1. MBO (Management by objective
2. Assessemnt Center
3. BARS ( Behaviourally Anchored Rating Scale)
Can we have a tool which is most advanced & comprehensive of all appraisal system. Regards, Parveen S
360 degree evaluation means, Evaluation for promotion for any employee from 1. Seniors 2. Same position holders 3. juniors. BR Awais
hai vishal, i am forwarding some information related to 360 degree appraisal system it might be useful to you find the attachment

Attached Files
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File Type: ppt 360_degree_performance_appraisal.ppt (236.0 KB, 76 views)

Its a good tool for self improvement as well as for management appraisal of its employees and services.
Hi I found this on a web site - it quite nicely explains what 360 feedback is all about:

"A 360 degree appraisal is the report generated by compiling the perspectives of a number of selected respondents (or raters).

Sometimes also called 180 or 540 degree – with the difference being the number of respondent ‘groups’.

Typically 360 degree would involve the person themselves, their manager, selected peers and selected people that the person manages – 4 dimensions.

A 180 degree could be just the person and their manager – or the person and their peers – or the person and the people they manage – 2 dimensions.

540 degree is where additional groups are asked to contribute – for example ‘customers’ and other ‘stakeholders’ – 5 or more dimensions.

Each of the respondents is asked to complete a questionnaire that allows them to score and comment on the person.

The questionnaire is normally based on behaviours that are expected to create high performance in the role.

Therefore the principle steps in the sequence are:

· Create a questionnaire.

· Select the respondents.

· Distribute the questionnaires.

· Allow time for people to respond and complete their questionnaires.

· Generate the report from the responses gathered.

· Hand (or preferably discuss) the compiled report to the ‘appraisee’ (the person being appraised).

The key difference to a more traditional appraisal is that more people are involved.

The benefits of the greater involvement are:

The report provides a more powerful insight into the performance of the person.

The ‘Manager’ has more ‘evidence’ to bring to the appraisal discussion.

The different ‘Perceptions’ from the other people asked often create a broader debate.

The potential ‘Pit-falls’ of the process are:

Some people may be afraid of contributing honestly – for fear of retribution.

There is often a ‘lack’ of management sensitivity when given the additional power."
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