hi all, I am writing a article on 720 degree Performance Appraisal, Please do share some information regarding the topic. With regards Anupama
From India, Bangalore
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3From India, Bangalore
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Dear Anupama,
There is no post here on Cite HR on this topic. It was raised recently, and there was lots and lots of information on that. I am not able to recall the date or month of the post, but you can search for it. It will be helpful to you.
From India, Mumbai
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There is no post here on Cite HR on this topic. It was raised recently, and there was lots and lots of information on that. I am not able to recall the date or month of the post, but you can search for it. It will be helpful to you.
From India, Mumbai
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In traditional 360-degree appraisal, raters include:
• Boss
• Peers – immediate and functional colleagues
• Direct reporters
• Colleagues and internal customers
Then, in 540-degree appraisal, more external customers and suppliers are added.
Of course, in 720-degree appraisal, feedback is also taken from stakeholders and family. In 720-degree appraisal, feedback is gathered from external sources such as stakeholders, family, suppliers, communities, and more.
From India, Calcutta
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• Boss
• Peers – immediate and functional colleagues
• Direct reporters
• Colleagues and internal customers
Then, in 540-degree appraisal, more external customers and suppliers are added.
Of course, in 720-degree appraisal, feedback is also taken from stakeholders and family. In 720-degree appraisal, feedback is gathered from external sources such as stakeholders, family, suppliers, communities, and more.
From India, Calcutta
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In this system, we provide feedback after the original/main 360-degree appraisal. This is only performed in exceptional cases. Some managers feel that doing "one" comprehensive 360-degree is not complete in itself in some cases.
These managers feel that an effective procedure to measure improvements and receive feedback is essential for the success of an appraisal. This gives a pre and a post intervention results. The pre-intervention results set the baseline.
The development program is then carried out to improve the participants' behavior through training/development/education. The post-intervention appraisal then shows the amount of improvement in the participant.
THIS PRE AND POST INTERVENTION IN THE PERFORMANCE APPRAISAL SYSTEM IS THE 720-DEGREE SYSTEM.
From India, Pune
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These managers feel that an effective procedure to measure improvements and receive feedback is essential for the success of an appraisal. This gives a pre and a post intervention results. The pre-intervention results set the baseline.
The development program is then carried out to improve the participants' behavior through training/development/education. The post-intervention appraisal then shows the amount of improvement in the participant.
THIS PRE AND POST INTERVENTION IN THE PERFORMANCE APPRAISAL SYSTEM IS THE 720-DEGREE SYSTEM.
From India, Pune
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I would suggest that we stop these gimmicks of numbers. They seem to be a consultant's delight but only add confusion to a process that has otherwise been simple since time immemorial. Can anybody vouch for their greater validity?
The beauty of all arithmetic lies in its simplicity. The joke of so-called management science is in repackaging old ideas as new every day.
From India, Pune
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The beauty of all arithmetic lies in its simplicity. The joke of so-called management science is in repackaging old ideas as new every day.
From India, Pune
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Hi Anupama,
The presentation at the following link may help you a lot:
http://kanishk.chd.googlepages.com/group1720degreeappraisal.ppt
PS Dhingra
Management & Vigilance Consultant
Dhingra Group of Consultants
New Delhi
dcgroup1962@gmail.com
From India, Delhi
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The presentation at the following link may help you a lot:
http://kanishk.chd.googlepages.com/group1720degreeappraisal.ppt
PS Dhingra
Management & Vigilance Consultant
Dhingra Group of Consultants
New Delhi
dcgroup1962@gmail.com
From India, Delhi
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Dear Mr. Khanna,
You may like to go through the presentation by clicking on the link given below my previous post.
PS Dhingra
Management & Vigilance Consultant
Dhingra Group of Consultants
New Delhi
dcgroup1962@gmail.com
[srajeshkanna;1345316] Where can I find the article, and I would like to read it.
From India, Delhi
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You may like to go through the presentation by clicking on the link given below my previous post.
PS Dhingra
Management & Vigilance Consultant
Dhingra Group of Consultants
New Delhi
dcgroup1962@gmail.com
[srajeshkanna;1345316] Where can I find the article, and I would like to read it.
From India, Delhi
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Hi,
I agree with the comment on consultants coming up with new terminologies. Let me add one more to that category - the 361-degree appraisal. Any guesses on what this means? Watch this space.
Job Xavier
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I agree with the comment on consultants coming up with new terminologies. Let me add one more to that category - the 361-degree appraisal. Any guesses on what this means? Watch this space.
Job Xavier
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I wish there was also a 1440-degree performance appraisal. I am looking out for the same wherein the feedback would be taken from the employee's house people and his neighbors, his relatives, sweepers, watchman, shopkeepers in his area. No feedback levels would be complete without having access to each and every aspect of the employee's life. Did I hear someone say "TOO MANY COOKS SPOIL THE BROTH"?
Regards
Life is Simple, Keep it Simple!
From India, Mumbai
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Regards
Life is Simple, Keep it Simple!
From India, Mumbai
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Isn't the idea of a follow-up measurement just common sense?
What is the point of spending time and money on a 360-degree appraisal if you are not going to do something with the numbers? Obviously, you have to develop and coach the areas that need improvement, and then keep measuring again and again.
Personally, I think the best way to do this is to throw out annual reviews. If you identify what is important and then measure it weekly or monthly, and keep giving feedback to the staff, then you can get faster and more responsive improvements.
From India, Mumbai
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What is the point of spending time and money on a 360-degree appraisal if you are not going to do something with the numbers? Obviously, you have to develop and coach the areas that need improvement, and then keep measuring again and again.
Personally, I think the best way to do this is to throw out annual reviews. If you identify what is important and then measure it weekly or monthly, and keep giving feedback to the staff, then you can get faster and more responsive improvements.
From India, Mumbai
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Bravo camouflaged Mr. 28677c5420521383353edc6e6;1346086! Nice attempt. But still, a 1440-degree performance appraisal will also not be complete. So, for that purpose, try your luck to work for a 3600-degree appraisal system. You will need to try the local police, CBI, Interpol, FBI of the USA, KGB of Russia, and Scotland Yard of the UK also for verification of appraisals. If you try to take help from an agent like 007 James Bond for investigation purposes, that may perhaps be more useful and helpful to you in your project 3600 degrees.
"I WISH THERE WAS ALSO A 1440 DEGREE PERFORMANCE APPRAISAL...I am looking out for the same wherein the feedback would be taken from the employee's house people and his neighbors, his relatives, sweepers, watchman, shopkeepers in his area...no feedback levels would be complete without having access to each and every aspect of the employee's life...did I hear someone say 'TOO MANY COOKS SPOIL THE BROTH'...rgrds Life is Simple, Keep it Simple!"
From India, Delhi
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"I WISH THERE WAS ALSO A 1440 DEGREE PERFORMANCE APPRAISAL...I am looking out for the same wherein the feedback would be taken from the employee's house people and his neighbors, his relatives, sweepers, watchman, shopkeepers in his area...no feedback levels would be complete without having access to each and every aspect of the employee's life...did I hear someone say 'TOO MANY COOKS SPOIL THE BROTH'...rgrds Life is Simple, Keep it Simple!"
From India, Delhi
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Hi Chris,
I appreciate your views. But 360-degree appraisal is merely one-way communication between the employee and the boss/employer, i.e., from the employee to the boss, unless some defect is communicated to the employee.
Your proposal about dispensing with the appraisal system cannot be justified, as all employees, irrespective of their abilities, capacities, capabilities, talents, etc., would be treated alike. That would be just like equating the horses and donkeys together in valuation. Even to develop some system of coaching for improvement will go futile when you are not able to know which employee needs coaching for improvement and which employee has talents to be developed further to become an asset for the organization.
If you ask for my personal views, even 720-degree appraisal is one-sided appraisal, as that determines the appraisal of the subordinates without having their views about the role of his/her boss to judge the capability and leadership qualities of the boss, or whether he/she is a good or bad boss. You will agree that only subordinates can be the best judge of their boss, having regular interaction with the boss resulting in their performance, and not the higher management, which looks at the one-sided feedback by the boss.
So, the system of appraisal actually needs to be modified to accommodate the evaluation of their boss by subordinates also. By that way only, the higher management can know whether there is a need to improve performance capabilities of the employees or the boss.
PS Dhingra
Management & Vigilance Consultant
Dhingra Group of Consultants
New Delhi
dcgroup1962@gmail.com
Quote from chris.higgins;1346245: Isn't the idea of follow-up measurement just common sense?
What is the point of spending time and money on a 360-degree appraisal if you are not going to do something with the numbers? Obviously, you have to develop and coach the areas that need improvement, and then keep measuring again and again.
Personally, I think the best way to do this is to throw out annual reviews. If you identify what is important and then measure it weekly or monthly, and keep giving feedback to the staff, then you can get faster and more responsive improvements.
From India, Delhi
Acknowledge(0)Amend(0)
I appreciate your views. But 360-degree appraisal is merely one-way communication between the employee and the boss/employer, i.e., from the employee to the boss, unless some defect is communicated to the employee.
Your proposal about dispensing with the appraisal system cannot be justified, as all employees, irrespective of their abilities, capacities, capabilities, talents, etc., would be treated alike. That would be just like equating the horses and donkeys together in valuation. Even to develop some system of coaching for improvement will go futile when you are not able to know which employee needs coaching for improvement and which employee has talents to be developed further to become an asset for the organization.
If you ask for my personal views, even 720-degree appraisal is one-sided appraisal, as that determines the appraisal of the subordinates without having their views about the role of his/her boss to judge the capability and leadership qualities of the boss, or whether he/she is a good or bad boss. You will agree that only subordinates can be the best judge of their boss, having regular interaction with the boss resulting in their performance, and not the higher management, which looks at the one-sided feedback by the boss.
So, the system of appraisal actually needs to be modified to accommodate the evaluation of their boss by subordinates also. By that way only, the higher management can know whether there is a need to improve performance capabilities of the employees or the boss.
PS Dhingra
Management & Vigilance Consultant
Dhingra Group of Consultants
New Delhi
dcgroup1962@gmail.com
Quote from chris.higgins;1346245: Isn't the idea of follow-up measurement just common sense?
What is the point of spending time and money on a 360-degree appraisal if you are not going to do something with the numbers? Obviously, you have to develop and coach the areas that need improvement, and then keep measuring again and again.
Personally, I think the best way to do this is to throw out annual reviews. If you identify what is important and then measure it weekly or monthly, and keep giving feedback to the staff, then you can get faster and more responsive improvements.
From India, Delhi
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