Boss2966
Industrial Relations
Skhadir
Strategic Business Management Includes Revenue
Archnahr
Consultant, Writer And Trainer
Ngurjar
Management Consulting, Management Development,
12.kunal
Hr Business Partner
Mituldindoliwala_mits
Asst.manager Hr
Cite Contribution
Community Manager
Nashbramhall
Learning & Teaching Fellow (retired)
Dlghr89
Head Hr - Mahindra Aerospace
Sourabh77
Sr Hr Professional
+2 Others

Thread Started by #archnahr

Hi All,
I have this doubt which is creeping in my mind since few years...
I want to know if your organisation is implementing 360 degree performance appraisal method? If yes, how good the results are.
This is one of those systems I have read about but have not got the chance to implement it in any of the companies I worked in.
DO share your success or failure stories.
Many thanks in advance
Archna
25th February 2011 From India, Delhi
Hellooo.... We have no one here in the forum, who have implemented 360 degree.... I’m still awaiting....
26th February 2011 From India, Delhi
Dear Ms Archna,
I have some experiences with the people working in the companies where 360 deg appraisal is implemented. In my company it is not being followed though I suggest this latest technic may be used. Those who can give approval for implement also have the fear of getting low valuation. Hence not implemented in my company.
My friends mill also have some starting trouble. After that, the evaluation is nor objective neither subjective. Hence, it is of no use, as our senior professional think. If somebody put the HOD with less score, then his score for him is very less and will spoil their future also. Hence, they will admit that this is also wrong.
28th February 2011 From India, Selam
Hi,

Having implemented this in my earlier assignments, the following brief i would like to give.

1) We started this for the people who were at the level 2 of management initially i.e DGM's and above - This covered, DGM, GM, AVP, VP and Presidents.

2) The attributes to be evaluated from each group i.e the subordinates, peers, superiors, external customers/ external agencies were differentiated based on the grade and the functional area of the assesee.

3) The evaluations were summarized for the subordinate, vendor and customer groups and these were anonymous when given to the person under going the 360 degree appraisal. The superior's feedback was direct.

4) the weight- ages for the subordinate attribute and external agencies were unique for people with teams larger than five subordinates and those who are in sales and vendor development and purchase.

5) the cycle time of 21 working days (compared to the earlier straight jacket method) went up to 45 working days in the first year. But came down to 30 days in the third year.

6) The people with high ego levels and those in front line sales and purchase had to bear the maximum brunt as the ego's were severely hurt in some cases and there were strong indications and pressure on HR to revert to the old system. However the system has stayed and it took seven years to get settled in.

7) the attempts to know the subordinate feed back/ vendor feed back and witch hunting based on the opinion formation/ wild guesses were the very strong back lashes we faced in the year one and two. These have subsided in the subsequent years.

This was the company manufacturing specialized auto components.

Kind regards

Dayanand L Guddin
General Manager - Strategic HR
Endurance Group
1st March 2011 From Singapore, Singapore
Hey Venus and Dayanand...
Thanks so much for sharing your experiences with us here on the forum...
But I have few more queries regarding the successful implementation of 360 degree...
# When you implemented this method and the ratings were hidden but do you think it is possible for the higher management to take it sportingly specially in your case, Mr. Dayanand. As we all know that in Indian organisation, anything that comes from subordinates is not taken very well by the seniors.
# How successful were you in implementation.
# Point no & clarified many doubts, but how did you or the HR team prevented them to know about the ratings and comments from their subordinates.
ANd if you can, please share your experiences for the point no 6 as well. It would make an interesting read for the people in the forum and we all can learn a lot from this.
Thanks Again...Many of my doubts have been cleared by you Mr. Dayanand.
Regards,
Archna
2nd March 2011 From India, Delhi
Hi,

1) Your observation about the higher management taking it in not so sportive sense are well founded. That is why we had to conduct many sessions to sell this concept. But the basic factor was the commitment from the top most person of the management and his conviction on the kind of naked truth what this would reveal. It requires a lot of courage to take feed back from those whom you consider less equal mortals. But the very conviction of the top person and his readiness to start from his level set the ball rolling.

2) The issue of persons attempting to know the feed back from specific subordinates, vendors, was handled in a firm but sensitive way, indicating that the same could be done at the other end of their bosses as well. The pressures were well with stood about the threats of mass resignations, exodus etc and with the clear indication 360 is here to stay.

3) Also in cases of severe negative feed back from subordinates / vendors proper verifications were independently made without involving both parties to know the veracity of the feed back and then actions were also initiated. The feed backs where the issues of favoratism, corruption, harassment were confirmed people were separated.

Kind regards

Dayanand
4th March 2011 From Singapore, Singapore
Hi...
Good efforts...
All this may sound very interesting but i can feel the kind of complexities you guys must have gone through in order to make 360 a successful method in your organisation.
I agree with you that top members of management have to support such causes for their greater success and accomplishment otherwise it remains a mere formality to work on such methods and techniques.
But another thing want to mention here is, this forum have many users and still none of them have used 360 in their organisation or even if we say just 10 percent of total population here is using that method....Don't you think its a failure of having such methods specially in Indian organisations where the ego comes first before anything else.
Regards,
Archna
4th March 2011 From India, Delhi
So i atteched here with the PDF file so u think any think important then find it ok thanks
4th March 2011 From India, Mumbai

Attached Files
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File Type: pdf Performance Apprisal Management.pdf (375.6 KB, 2762 views)

Dear Archana,
We have plans for implementing 360 degrees performance appraisal system for the TOP MANAGEMENT & SENIOR LEVEL EMPLOYEES as we are studying its benefits.
But we do consider almost everything in our performance appraisal so that we help our employee to deliver his best rather ignoring his skills/talents which are not noticed by many.
Perhaps i need your guidance to implement the same in the nearest future.
With profound regards
5th March 2011 From India, Chennai
Greetings,
Though we are discussing the implementation of the process here, here's my experience on a process which was already established, when I joined the organization. This is what I saw, the feedback was collected on an online questionnaire. But the weightage was not provided to every category.
Suppose the client feedback or the peer-to-peer feedback system didn't have any direct weightage, just as the reporting manager's questionnaire had.
This didn't make it subjective, as those feedbacks were purely from a data point of view. I am sure it cannot work like that for every company.
Every field required to have weightage which would finally add upto a score contributing to the final scorecard.
Regards,
(Cite Contribution)
6th March 2011 From India, Mumbai
Thank you for most valuable insights Dayanand & Namobita, here I would like to add that 360 degree appraisal are mostly implemented (for every position )by big firms, as it is a very time consuming process not every company can afford the time or resources requied to do it.

Also based on 360degree feedback these firms have to set assessment centres, to be this kind of appriasal successful, so as to guide the employees who do not score at the required percentile by these firms. And to handle these assessments trained people are requierd, that means the designated employees required to do assessment must be trained by an expert on behavioural evaluation, these employees must not be from HR itself but can be line manager or senior managers looking after other departments/operations within the organisation. Now that again involves lot of time and money.

360degree feedback system is mandatoryly for organisational development and not for salary review, hence they highlight the area where the individual is lacking or why someone is doing well and can those areas are systematically identified and worked upon benefiting both the organisation and employee to develop teh employees potential in more positive direction.

Most companies still have 90degree or 180degree appraisals but in some form or other the presence of 360 can also be found along with these PMS, for instance in all the organisations I have worked so far, the 360degree were applicable to those employees who are either working at the client's site or are working with client/vendor directly on some project. (I am talking about IT SW & SW services). In these instances it was a necessity to know the feedback of the client or TP vedor to assess the individual's performance & behaviour.

I had once worked with a large FMCG company where the 360degree was present but only in form where the managers were being assessed by their peers,seniors, colleagues and by people who directly reported to the manager. At the end of the cycle the GM gave them the report, there was no mention of anyones name, neither the department of the people who gave the feedback (that was confidential & was available only with the GM), only different areas where the manager was thought to be good or well, not so good. That was very effective, some managers were immediately on the defensive, some showed indifference and some very enthusiastic that they know the area of improvement where they are lacking and where they are exceeding. It was indeed the comitment of the top management which saw that the process/system was permanenet and consistent inspite of some very aggresive comments from some very successful managers to discontinue it.

Looking forward to more intersting additions.

warm reagrds
Sourabh
7th March 2011 From India, Delhi
Very interesting discussion and excellent inputs from Mr. Dayanand, Ms, Archna, Ms. (Cite Contribution), Mr. Saurabh and others...

What I perceived from the discussion that this tool definitely involves lot of energy and resources to implement. I also assume that if managed properly this can be a very good developmental tool (as Saurabh mentioned about using assessment centers).

(1) Transperacny can be an issue!!!! But at the other hand I also understand is the enforcement of desired behavior, say it with customer or the peer group.

(2) Authenticity: If we use it for some of the departments how the overall authenticity of appraisals be addresed where other departents are using some other methods.

Even I have never been part of such a system where 360 is implemented or about to implement. So, the discussion is trigerring various thoughts.

I request the members who have been part of 360 mechanism to share some long term implications...how cost and benfits are driven by it (even if it is long term). I will second Saurabh about running assessment and development centers along with 360...but does it work without these. May be L&D strategies can be helpful.

I feel that such practices are more welcomed in sutainable and bigger organizations. To me it also looks like forced standardized desired bahvior in the system ( I am not opposing it but managing this would be a big challenge).
7th March 2011 From India, Mumbai
Dear Friends
In our country, it is not possible to implement 360 degree appraisal system. Because the work culture is such. Whatever happening in office we all are carrying the same to home too and whatever said in work time we are taking it as personal and as like pepsi advertisement...... we are telling 'NOTHING OFFICIAL ABOUT IT' and everything we take it as personal remarks.
There is a two line kavita.........
Rishwat liya - pakada gaya
Rishwat diya - choda gaya
Whatever we are assessing about our superiors it will be immediately flashed to our seniors during tea time by our colleagues themselves means what will be our stand.
So it cannot be possible to implement the same in our country.
7th March 2011 From India, Kumbakonam
Hi
thanks to give me chance to say some point related to the HR topic 360 performances management tool .
the method is effective for multinational company large scale company even for goverment agency and deparment if they adopt it .if goverment department adopt that method then the performances of goverment department enhances.it has some reservation but fair enough every thing have some bits missing .people training in the organization can be determine by that method also
7th March 2011 From United Kingdom, Morden
Dear All
Please visit my new thread which is related to current thread and post your valuable suggestions.
https://www.citehr.com/324194-unique...ml#post1478371
With profound regards
7th March 2011 From India, Chennai
Thank Saurabh for explaining the system very well, i completely agree with you that 360 can work as an assessment tool.
Thanks Rahul for your inputs and thoughts...
Thank you Mr. Simhan for sharing wonderful links, i really like them a lot specially the second one....
Let us see if we get any more valuable inputs from other members on this, their experience while woking on 360 tool....failures and successes....
Regards,
Archna
8th March 2011 From India, Delhi
In my previous co, we had 360 deg appraisal. It was successful in what it had to do (from a business perspective). It was an appraisal, but people who work for 15-20 years don't change. So, fine, there is the appraisal and it helps the business, but it doesn't particularly help improve the company atmosphere or culture. Further, it promotes politicking to a great extent... So, there are many negatives that one needs to be cautious about.
The other aspect is that you need to be cautious about how you leverage this tool. And you are right, in family owned businesses, this maynot work well. So, you might have to restrict yourself to strictly professionally owned companies.
8th March 2011 From United States, Daphne
Advantages of 360 degree feedback
* Combined opinion gives an accurate, objective, and well-rounded view.
* Some skills, such as leadership, are best judged by subordinates and peers rather than superiors.
* Comments are difficult to ignore when expressed by a number of colleagues.
* It can lead to positive behaviour changes, such as more openness and honesty.
* It can be motivating for people who undervalue themselves.
Disadvantages of 360 degree feedback
* It is time-consuming and costly, so the technique is often restricted to management levels.
* If too many appraisers are used, the results can be difficult to interpret.
* It can be destructive unless handled carefully and sensitively.
* It can generate an environment of suspicion, unless managed openly and honestly.
Action checklist
1. Decide which behaviours you want to measure and whom to assess
Consider which sets of knowledge, skills and abilities you want to measure: for example, should they be competency-based, job-related, or behaviour-related? Remember that 360 degree appraisal can be used at any level of the organisation, so decide if you want to assess specific individuals, particular teams, particular levels, or the whole organisation. Is it important that everyone who takes part as an appraiser should also be subject to appraisal?
2. Design a feedback questionnaire
It is common to use a written questionnaire to collect appraisals, as this is the least time-consuming method. Devise the detailed questions or, if you do not have the necessary expertise in-house, consider buying in a ready-made questionnaire or employing a consultant. Check that the questions are phrased to elicit a descriptive, rather than a judgmental, response, as the former is less likely to give offence and more likely to provide information for the appraisee to act upon. Also, avoid asking questions which the majority of the likely appraisers are not qualified to answer or which contain terms that might be open to misinterpretation.
3. Communicate the scheme and prepare participants
Explain the purpose of the scheme and encourage the airing of worries and objections. If necessary, circulate a pilot questionnaire asking employees, for example, for their views on managers in the organisation in general. This will serve to demonstrate how the scheme will work and to give reassurance. Appoint a manager to act as a facilitator and publicise his or her roles and responsibilities. This person should be widely respected and have a good reputation for fairness and honesty. If it is not appropriate to nominate an internal manager, consider using a consultant.
4. Train all appraisers in giving, and appraisees in receiving, critical feedback.
Encourage appraisers to be constructive, positive and specific, rather than being critical, negative and general. In describing a colleague's behaviour, for example, "I notice that you rarely acknowledge us when you arrive in the morning" is more helpful than "I think you are a bad communicator". "I note that you need time and space to yourself but when you get it you can really produce the goods" pinpoints the message in an acceptable way, which should be better received than "You're too much of a loner". Do not allow the appraisal to become an opportunity for subjective gripes. If you do, critically appraised people will tend to get their own back when appraising others, especially if they are identified or identifiable.
5. Let the appraisee choose their appraisers
Allow the employee to select who is to appraise them from an agreed pool, but ensure that those chosen include people with whom they do and don't get on: the aim is to achieve a rounded appraisal. Set limits on the number involved in each appraisal, as otherwise the exercise can become an administrative nightmare. Instruct appraisers to return their questionnaires to the appointed facilitator. If it has been agreed that all comments will be treated anonymously, reassure them that their views will not be attributed specifically to them. Minimise the gap between collecting the data and giving the results.
6. Decide how feedback is to be presented
Work out how the results are to be collated and presented by the facilitator: is your objective to allow employees to be able to compare their own performance over time, compare themselves with like employees, or compare themselves against a set of competences? Consider whether feedback on particular actions is to be linked to a consensus on how important that action is to the job. If so, the results will have to be weighted accordingly.
7. Provide counselling and assistance
Decide whether improvement actions should be left to individuals or whether they should be offered solutions. If you wish to load the emphasis for improvement on to individuals, don't show the results to their boss without their approval. The facilitator or another trained person such as a psychologist should be available to help employees deal with feedback, particularly to advise on how to deal with diverging views. Consider whether to hold development sessions in which appraisees can offer support to each other.
8. Set action plans for improvement
Follow up appraisal with a programme of suitable training. This may range from attending a course, or sitting with a colleague, to internal or external secondment. Remember that learners will have different needs and preferences.
9. Evaluate the use of 360 degree feedback
Examine the appraisal, taking into account the thoughts of all participants, including any difficulties that arose in completing the appraisal questionnaire or in analysing the data from it. Compare the results of using 360 degree feedback with previous appraisal schemes. Details from the evaluation should be acknowledged when undertaking the next appraisal.
Dos and don'ts of 360 degree feedback
Do
* Make the exercise non-threatening by focusing on strengths as much as weaknesses.
* Respect the confidentiality of respondents' replies--if this has been agreed.
* Prepare and support people for their different roles--as appraiser, appraisee, and facilitator.
Don't
* Allow appraisers to drift into personal attacks.
* Treat it as a one-off exercise or leave long gaps between appraisals.
* Forget that employees may find the introduction of 360 degree feedback both threatening and challenging.
Glossary of terms related to 360 degree feedback
Peer appraisal: employees are evaluated by their colleagues and their supervisor.
Team appraisal: team members assess their own team's performance. Feedback should preferably also come from representatives of clients of the team and from a supervisor.
Upward feedback: managers are appraised by those who work under them.
540 degree appraisal: two further perspectives are used in addition to those in 360 degree appraisal: customers and suppliers. Where the majority of a manager's time is spent with either of these two groups, inclusion of their observations makes feedback more useful and believable to the individual.
9th September 2011 From India, Surat
Advantages of 360 degree feedback

* Combined opinion gives an accurate, objective, and well-rounded view.

* Some skills, such as leadership, are best judged by subordinates and peers rather than superiors.

* Comments are difficult to ignore when expressed by a number of colleagues.

* It can lead to positive behaviour changes, such as more openness and honesty.

* It can be motivating for people who undervalue themselves.

Disadvantages of 360 degree feedback

* It is time-consuming and costly, so the technique is often restricted to management levels.

* If too many appraisers are used, the results can be difficult to interpret.

* It can be destructive unless handled carefully and sensitively.

* It can generate an environment of suspicion, unless managed openly and honestly.

Action checklist

1. Decide which behaviours you want to measure and whom to assess

Consider which sets of knowledge, skills and abilities you want to measure: for example, should they be competency-based, job-related, or behaviour-related? Remember that 360 degree appraisal can be used at any level of the organisation, so decide if you want to assess specific individuals, particular teams, particular levels, or the whole organisation. Is it important that everyone who takes part as an appraiser should also be subject to appraisal?

2. Design a feedback questionnaire

It is common to use a written questionnaire to collect appraisals, as this is the least time-consuming method. Devise the detailed questions or, if you do not have the necessary expertise in-house, consider buying in a ready-made questionnaire or employing a consultant. Check that the questions are phrased to elicit a descriptive, rather than a judgmental, response, as the former is less likely to give offence and more likely to provide information for the appraisee to act upon. Also, avoid asking questions which the majority of the likely appraisers are not qualified to answer or which contain terms that might be open to misinterpretation.

3. Communicate the scheme and prepare participants

Explain the purpose of the scheme and encourage the airing of worries and objections. If necessary, circulate a pilot questionnaire asking employees, for example, for their views on managers in the organisation in general. This will serve to demonstrate how the scheme will work and to give reassurance. Appoint a manager to act as a facilitator and publicise his or her roles and responsibilities. This person should be widely respected and have a good reputation for fairness and honesty. If it is not appropriate to nominate an internal manager, consider using a consultant.

4. Train all appraisers in giving, and appraisees in receiving, critical feedback.

Encourage appraisers to be constructive, positive and specific, rather than being critical, negative and general. In describing a colleague's behaviour, for example, "I notice that you rarely acknowledge us when you arrive in the morning" is more helpful than "I think you are a bad communicator". "I note that you need time and space to yourself but when you get it you can really produce the goods" pinpoints the message in an acceptable way, which should be better received than "You're too much of a loner". Do not allow the appraisal to become an opportunity for subjective gripes. If you do, critically appraised people will tend to get their own back when appraising others, especially if they are identified or identifiable.

5. Let the appraisee choose their appraisers

Allow the employee to select who is to appraise them from an agreed pool, but ensure that those chosen include people with whom they do and don't get on: the aim is to achieve a rounded appraisal. Set limits on the number involved in each appraisal, as otherwise the exercise can become an administrative nightmare. Instruct appraisers to return their questionnaires to the appointed facilitator. If it has been agreed that all comments will be treated anonymously, reassure them that their views will not be attributed specifically to them. Minimise the gap between collecting the data and giving the results.

6. Decide how feedback is to be presented

Work out how the results are to be collated and presented by the facilitator: is your objective to allow employees to be able to compare their own performance over time, compare themselves with like employees, or compare themselves against a set of competences? Consider whether feedback on particular actions is to be linked to a consensus on how important that action is to the job. If so, the results will have to be weighted accordingly.

7. Provide counselling and assistance

Decide whether improvement actions should be left to individuals or whether they should be offered solutions. If you wish to load the emphasis for improvement on to individuals, don't show the results to their boss without their approval. The facilitator or another trained person such as a psychologist should be available to help employees deal with feedback, particularly to advise on how to deal with diverging views. Consider whether to hold development sessions in which appraisees can offer support to each other.

8. Set action plans for improvement

Follow up appraisal with a programme of suitable training. This may range from attending a course, or sitting with a colleague, to internal or external secondment. Remember that learners will have different needs and preferences.

9. Evaluate the use of 360 degree feedback

Examine the appraisal, taking into account the thoughts of all participants, including any difficulties that arose in completing the appraisal questionnaire or in analysing the data from it. Compare the results of using 360 degree feedback with previous appraisal schemes. Details from the evaluation should be acknowledged when undertaking the next appraisal.

Dos and don'ts of 360 degree feedback

Do

* Make the exercise non-threatening by focusing on strengths as much as weaknesses.

* Respect the confidentiality of respondents' replies--if this has been agreed.

* Prepare and support people for their different roles--as appraiser, appraisee, and facilitator.

Don't

* Allow appraisers to drift into personal attacks.

* Treat it as a one-off exercise or leave long gaps between appraisals.

* Forget that employees may find the introduction of 360 degree feedback both threatening and challenging.

Glossary of terms related to 360 degree feedback

Peer appraisal: employees are evaluated by their colleagues and their supervisor.

Team appraisal: team members assess their own team's performance. Feedback should preferably also come from representatives of clients of the team and from a supervisor.

Upward feedback: managers are appraised by those who work under them.

540 degree appraisal: two further perspectives are used in addition to those in 360 degree appraisal: customers and suppliers. Where the majority of a manager's time is spent with either of these two groups, inclusion of their observations makes feedback more useful and believable to the individual.
9th September 2011 From India, Surat
Thanks you all for sharing great knowledge on 360 Appraisal.
I am little late for this discussion, but I am a new implementer of this process. I am done with framework. I got stuck with evaluation procedure.
Giving scenario: A emp. is being appraised by -- Dir(10% Weight age), TL(20%) Direct Report 1(25%) Direct Report2(25%) Colleague 1(10%) Colleague 2(10%)
Now, feedback taken from all individual Total no. of question is 25(20,40,60,80,100 rating).. now how to produce the final result out of 100 considering above mentioned weight age criteria
What I can think: we dont keep the rating criteria which are (20,40,60,80,100 rating), keep open for everyone's feedback in the range of 1-100 or please suggest any other way
As per our appraisal score criteria
Grade S A+ A B+ B C D
Score >100 95~99 90~94 85~89 80~84 70~79 69<
I have map according to above criteria
Could anyone please give me some idea.
12th January 2013 From India, Mumbai
Dear Kunal, If you can tabulate the results for an individual and attach an Excel table, it would be appreciated. Then, it will be easy to understand your query.
12th January 2013 From United Kingdom
Dear Archna, Please find the case study on 360 degree performance appraisal of Pepsi co.
15th May 2014 From India, Bhubaneswar

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File Type: pdf pepsico360degreefeedbackcasestudy.pdf (335.1 KB, 82 views)

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