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Evaluation of:______

A 360 degree appraisal is designed to gather feedback from peers, co-workers or colleagues on an employee's job performance. It may also be used to provide feedback on skills of a manager or supervisor by his/her employees.

Please complete the evaluation form, based on the interaction you have had personally or have directly observed. Check "Not related" if you do not feel that you have enough basis for commenting on a particular question.

During my work with this individual, I have found that he or she:

a.Is technically competent and well versed in his or her field of expertise; is able to provide counsel and advice when I have technical questions.

____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related

b.Is a good teacher; explains and monitors expected standards of performance; provides direction to me on new projects and priorities.

____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related

c.Keeps me informed about objectives and progress, and lets me know when plans are changed.

____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related

d.Effectively delegates workload, responsibility and workload.

____ Delegates work appropriately _____ Gives assignments that are not challenging _____ Gives me assignments which require experience I do not have _____ Not Rated

e.Makes time to be accessible and available to discuss my suggestions, questions or problems.

____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related

f. Is receptive to ideas and suggestions for new or different systems or approaches.

____ Very Receptive ____ Somewhat receptive ____ Not receptive ____ Not Related

g.Is fair and consistent when dealing with other staff members.

____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related

h.Gives me recognition for my contributions and efforts.

____ Often ____ Occasionally ____ Seldom ____ Not at all ____ Not Related

i.Provides support and encouragement to me in areas I am working to improve or develop.

____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related

j.Helps me to develop professionally and personally by providing opportunities for growth and challenge.

____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related

h.Treats others and me in a manner which creates a feeling of mutual respect.

____ Consistently ____ Usually ____ Sometimes ____ Rarely ____ Not Related


Kranthi :)
6th November 2004 From India, Nizamabad
my name is apurva n i m a MMS student specializing in HR.i m doin ma final project on "360 degree feedback"......plz if anyone can help me with any kind of information related to 360 degree appraisal method....... or could suggest me some web site or sum buk frm where i can get valuable information related to this topic........i wud really appreciate it if sumone wud help me out.......
8th January 2007 From India, Mumbai
Dear Ms Apurva N,


360 Degree Appraisal:

The 360 degree performance appraisal is the start of a conversation between the manager and the team member. It is based around candid feedback collected anonymously from supervisors, peers and subordinates asking a few key questions. Its accuracy is tied to patterns of comments in response to each of those questions.

Following these steps can help you become more confident in conducting effective 360° assessments.


It is important to identify the assessment objective before beginning the assessment process, large or small, because the objective is the reference point that guides the assessment. The objective influences the number and types of questions and helps shape content and administration. When making decisions in other areas of the assessment process, you can return to the objective statement to ensure that what is being asked will achieve the desired result.

What will the results of 360 feedback reports be used for? Will this be a system focused on leadership, coaching, management development, or performance? Some organizations use 360s as a development or coaching tool only. They link leaders' formal development plans to their feedback results. Other organizations use the results as both a development tool and as a factor in determining pay and/or promotions. They add relevance to the results by giving leaders an incentive to work effectively with various constituencies. Although there can be benefits of linking results with rewards, the system developer needs to exercise caution so that 1) participants do not directly or indirectly suggest to subordinates that they give good ratings and 2) peers do not agree to give each other good ratings.

Once the objective is determined, you will need to write a plan that includes key actions, dates, roles and responsibilities, as well as the resources needed to administer the assessments and communicate the results to the participants (employees being rated).


What is the best way to reach the intended audience?

In today's world you can administer a 360° assessment electronically via the Internet or Intranet, as a paper and pencil process, or with a combination of the two. Phone deployments are also used. In this article we primarily focus on web-based assessments. The big advantage of administering a survey electronically lies in the capability to import the responses quickly and inexpensively. A Web-based process also crosses geographic boundaries easily, and can provide economic advantages based upon scale and volume of participants. Where electronic methods are not possible, paper and pencil assessments work very well.

The range of electronic/web-enabled assessment tools ranges in features, functionality and price. Some systems allow you to create and post the assessment on your own in-house server. Others have a system where they host the assessment on the vendor's server, but provide you access to status information and reports.

Questions to ask as you talk to vendors include:

How flexible is the application for our needs?

Where does the application reside - on our server or yours?

If the application resides on your server, what information and reports can be accessed internally?

How long will the reports be kept on the server for viewing?

Do you have a library of competencies and behavior-based statements to share with us?

Will we need to use your consulting services (e.g., ongoing coaching, OD work) if we use your 360 ° assessment?

How is the application priced - one time fee, fee per participant, fee for each completion of an assessment or a combination?

If the assessment is lengthy, can respondents stop at any given point of an electronic assessment and come back to it while retaining already entered answers?


The 360° process is based on a survey/assessment. It generally includes items (questions) that are related to the organization's goals and to the participant's roles. These questions can be about technical and soft skills, values and behaviors. Here are some sample items…

Encourages the open and candid expression of ideas and opinions.

Is flexible in dealing with changing or new circumstances.

Influences others to translate the organization's vision into action.

Considers a broad range of issues or factors in making decisions.

Survey items are organized by specific competencies (topics). There are usually 3 to 10 items per competency within a survey. Some common competencies are communication, employee development, and leadership. Many assessments have a number of questions ranging from 30 to 100. Take into consideration the audience who will read the questions. The language, difficulty of the vocabulary used and comprehension level of the participant will heavily weigh on the meaningfulness of the responses.

Multiple-choice items usually use a 1 - 4 or 1 - 5 rating scale. For example, 1=Disagree Strongly, 2=Disagree, 3=Neutral, 4=Agree, 5=Agree Strongly. Some administrators prefer to force raters to have an opinion by eliminating the middle choice like 'neutral'. Many administrators give a 'not applicable' choice for respondents. Most surveys also include one or two open-ended comment questions, such as: "Which

aspects of leading and managing change does the individual do well?"

The number of people (raters) who complete the assessments is usually in the 8-15 range. It is important to not go much lower than six people, in order to maintain the anonymity of respondents. One question to ask in this phase of the process is how many types of people will rate the employee - will you group all raters into a group called 'other', or will you want the raters identified by their relationship with the participant (e.g., direct manager, peer, direct report, customer, other). Another question to ask at this point is who will select the raters? Will it be the participant, the participant's manager or the assessment administrator?

Also, this is the time to decide if you want to deploy the assessment for all participants at once, in several groups, or individually (e.g., on an anniversary date). Sometimes a pilot group is given the assessment before a full rollout is completed.

Careful preparation of the assessment will pay off in the end. Questions/statements should be designed carefully in order to gather the desired information in an unbiased way. Some vendors provide a library of questions that you can choose from to build your assessment. Limiting response scales to one or two types is a good strategy to keep the survey simple. Some assessment administrators like to group questions by topic in the survey; other administrators like to "mix up" the questions for respondents to answer.


Tell the respondent group (both participants and raters) in advance about the assessment. They need to know why the assessment is being conducted, how the information gathered will be used, and when and how the assessment will be administered. In most situations, participants need to be assured of anonymity. You can use memos, e-mail, meeting announcements, or a combination of some or all of these methods.

For all organizations, there are good and bad times to do assessments. Do not administer survey during crunch times. Choose a time of low organizational stress, if possible. The timing of the assessment may be dependent on your objective for the assessment (e.g., coaching, tied-to performance).

If raters have to go through long assessments and have to assess a lot of people, ensure that they will be able to save responses and return at a later time to continue the assessment. You cannot always

assume that raters will have the undivided twenty minutes of attention it takes to honestly answer some 360-degree assessments.

The success of these evaluations also resides on the fact that all participants are rated by a sufficient number of people for the results to be meaningful. Make sure there is a method in place to remind participants who have not completed their assessments. It can help sustain a widespread and meaningful participation throughout the organization.


If you use an electronic administration method, compiling the responses is already done as part of the assessment process.

On a web-based assessment process, there should be some flexibility regarding who has access to the reports. For a coaching assessment, perhaps the participant is the first/only person who sees the outcomes. Perhaps the first person to view the reports is the Assessment Administrator who sends

the reports to the participants' managers. Each process can be managed differently based upon the organizational culture and the objective of the process.

For electronically-deployed assessments, the web reporting structure generally begins with a login page where the participant's manager or assessment administrator would enter his/her login and password information to proceed. Upon entering the reporting section, that person would then see whatever level of reporting was granted him/her based on predetermined permissions (e.g., may see only reports for self, or may also see reports for a department, etc.).

You can attain some level of benchmarking within the organization by comparing a given individual's performance to her/his department or to the overall organization. This helps tremendously in raising the bar for all individuals assessed.

If you use paper and pencil to administer your assessment, you will have to do some data entry in order to start analyzing your results. For paper and pencil assessments, you might consider completing your reports via a survey software package or Excel. As you do your analysis, think about how you will communicate the results. What information is most important? What's the best way to display it: tables or graphs? Referring to the objective you set in the beginning and your survey plan will help you do a better job of communicating your results.


The report serves as the starting point in creating a participant's development plan. Often, the assessment administrator (or the participant's manager) sits down with each participant to present the report and begin work on a development plan. The administrator/manager is there to help the participant understand what the report implies about his/her skills. This feedback should include a balanced approach, focusing both on the positive feedback and on areas to be improved. Beyond that, the administrator/manager is there to help the participant identify the development opportunities that may provide the best pay-off, when comparing efforts to results.


The person who is sharing the results with the participant (the coach), needs to have a good understanding of the results:

Self - Others Reports: compare the scores given by raters with the participant's self scores.

Rater Category Reports: for overall and topic results, look for differences among rater categories.

Item Level Reports: look for highest and lowest rated items overall, highest and lowest by rater category (e.g., peers, direct reports), and consistency by category.

ALSO: if scores are mostly high or low, look for relative highs/lows.

The coach should schedule time to sit down with the participant to discuss feedback. Give the participant

the following advice:

Be open to the feedback.

Look at the high scores - understand what raters have said that you do well.

Look at the low scores - what group of raters does this information come from? Is it for an entire competency area or just for individual questions?

If you feel that the feedback is inaccurate, take it for what it is: this is how you are perceived.

Acknowledge to the raters that you have received your results.

Ask raters for more feedback. Try to build bridges by asking for their help/advice.

If the assessment process is stopped after the participant sees their feedback, the organization has missed a strategic part of the process - how to help participants plan to make changes where necessary (and support the areas that were scored highly). An effective approach in developing an action plan is to:

o Prioritize 2-3 strengths to leverage over the next year (strengths are top-rated areas)

o Prioritize 2-3 areas to improve over the next year (areas to improve are bottom-rated areas)

o For each strength and area to improve, commit to at least 2 actions for the upcoming year that will offer the greatest return (to both the participant and to the organization).

These actions may include, but are not limited to formal training and development.

The next time the participant is rated, everyone wants to see measurable change that can be attributed back to the assessment system. Once you put the action plan in place, follow-up assessments can measure the change in participant and rater perceptions. This concept also refers to the continuous improvement process.

I have attached 360 degree feedback guidelines which i have taken from a site for your kind perusal.


John N
9th January 2007 From India, Madras

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Dear All,
Pls. help me in implementing performance appraisal policy in an IT industry. Organization strength is around 100+. 60% are service engineer, 20% in sales and 20% in back office. I have few question in mind :-
1 What type of appraisal (360, 180 etc.) would be good for Organization ?
2 We have already implemented the 360 degree appraisal, it was not succeed (Before my joining).
3 What would be the exact process for the same ?
Pls. help me. I would be really thankful to you.
Thanks in advance !!!
Monika Gaur

13th February 2007 From India, Gurgaon
Hi, PMS is very effective if we use KRA and evaluate it on monthly basis. Regards Ranjeet 9871898784
13th February 2007 From India, New Delhi
Hi Monika,
Being in the same field , I feel that 360 degree appraisal is more useful only if its implementation is carried out very effectively.
The Quaterly appraisal in this format will give more results if monetary appraisal is also given for good performance.
For better implementation your appraisal format should be given a thorough study.
Please let me know if you need any help.
With regards,

14th February 2007
Hi Ranjit, Can I call u on ur phone? And Shreepad can I add ur gmail id into my my gmail account so that i can chat with u on the same matter. Regards, Monika Gaur
14th February 2007 From India, Gurgaon
Generally, 360 degree Performance Appraisals are not sucuccesful if done within the organization. We have tried this method by hiring a external agency who have conducted Employees Satisfaction Survey where all the feedback is kept confidential by the Hired Agency. The Agency has a method of rating all the staff as per the 360 degree feedback received and common strenghts & weak points are put across in the common presentation. The Ultimate objective is to only highlight certain weak points of people at various levels. Increments/Promotions could be ancillary to this feedback/survey.
A. Pinto
14th February 2007 From India, Mumbai
U can definitely add me . Although I dont have problem chatting on Gmail, its hard to log in for longer duration for obvious reasons. But if I am not available you can mail me in details or can even have my cell no. 09860586071 if need be.
14th February 2007
Dear Sreepad,
Can you also guide me in this matter??
Can you mail me any further info / website details / documents / presentations in this regard??
My email id is -
Thank you.
31st March 2007 From India, Pune
Dear Friends You can check out this seminar presentation on 360 Degree performance appraisal. One of the current hot topics of the industry. Hope you all will like. Regards Rima
10th May 2007 From India, Madras

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:D Dear Rima / all the H R pundits
1. Please accept my sincere appreciation for the nice ppt " 360 Appraisal"
2. May I request you to educate me - as to the weightage ratio that can be assigned to each catagory of appraisors around an employee, so as to ensure maximum objectivity to the final ratings.
3. Views from the HR seniors / peers are most welcome .
Email ID - Ramesh Gautam
LNMI- Patna.
14th May 2007
i read the ppt on 360degree performance appraisal... its really worth appreciating... thanks a bunch, was indeed informative...
but some where on this site itself, under the performance mangement forum, i found that theoretically external customers are not a part of 360degree, rather all these were added by different people over the years and that when external customers or for that matter any external element when added onto performance appraisal, would make it 720degree appraisal and not 360 degree...
its not what i have identified but i read on this site.. expecting ur comments...
15th May 2007
Hi Friends
Thanks for appreciating my work. I am really glad that you all liked it.
Dear Sp
Yes Its true that customers are not a part of 360 but again there is a glitch there. To put it simply 360 degree means a circle so a candidate has to be apprised from at lest 4 angles (90+90+90+90). Now for a candidate working in the bottom layer in the organizational hierarchy and dealing directly with the client the customer can be considered as the other angle. The same is also true for service organizations where the customer reins supreme.
That my take on the thing. I would like to get feedback and suggestions from fellow members if any. :idea:
15th May 2007 From India, Madras
Can you inform of the contemporary Confidential Report Sys in the industry, which can assess groups with heavy manpower base (as Railways) of varied qualifications and divided in various sub-groups as per work reuqirements.
16th May 2007
hi this is shariff and i seen the your presentation it given full in formation regarding the 360 PA and nice to see that type of the performance apprisal :) with regards shariff
16th May 2007 From India, Mumbai

this shariff

i go through your presentation of "360PA" and it given good information to young HR's. being a HR manager we should have a through knowledge in 360PA keep going like that and all the best for rest of presentations

with regards

16th May 2007 From India, Mumbai
Hi friends
I have no words to acknowledge my gratitude for all your kind words. Thanks a lot friends.
Sheriff this is to inform you that I am not an HR Manager. I am just a fresher looking for an opportunity. I made this presentation in my Semester II of MBA (HR).
Baljeet I am sorry I don’t have much knowledge about the Confidential Report System as you were talking about. I am afraid I wouldn’t be of much help to you.
I especially thank my friends from Pakistan for their kind words.
17th May 2007 From India, Madras
Hi Aarti Sorry aarti i tried sending but the mail got bounced from your ID. Do gve me another ID Regards Rima
17th May 2007 From India, Madras
Hi Ranjeet,
As you have mentioned that PMS is very effective if we use KRA and evaluate it on monthly basis. Can you throw morelight on this as we want to implement this within our organisation.How do i measure the KRA's do i need to make a balance score card.
29th May 2007 From India, New Delhi
Hello Monica,
Implementing a 360 degree appraisal system in an IT industry is not an easy task. My organization is an IT company with around 40 employees. We too are interested in 360 degree appraisal system. However after due deliberations, we have found that it is ideal to get started with a 180 degree system.
We have been doing appraisal for just under a year now and have been upgrading and updating our system each month. Having KRAs helps, but you must also have Key Performance Indicators (KPI) defined for each position if you wish to have effective performance appraisals.
The best way is to start low, slow but steady and then improve upon your system as you learn more about it.
Gaurang Shah
29th May 2007 From India, Ahmadabad
Hi all,
I also want to know the implementation of 360 degree feedback,since I am also working in a software Company I wold like to implement it.
Plaese can you mail me at
4th June 2007 From India, Calcutta
hey rima, not abl 2 open ur presentation...do mail it to me..watz up wid u...how work... neha
7th June 2007 From India, Bhubaneswar
Dear Anita,
KRA - Key result area of a job. For implementation of this system, first make Job description alongwith KRA of each Job with the help of Dept. head. And assign mark to each KRA.Periodically evaluate and link it to ur increment system.
14th June 2007 From India, New Delhi
360 degree feedback is a very different concept and it cannot be documented as an appraisal or feedback form.
In the 360 degree feedback model, feedback is invited about an individual from his peers, superiors and subordinates. This is then consolidated in paragraph form and shared with the individual. If only 1 response is received it is not shared.
It is best to have an external agency run it rather than HR. This is done to get rid of any favoritism, bias or assumptions.
1st August 2007
Dear All,
This time I m very confused between 90,180,540,360,720 Degree Appraisals Systems.
I studied various articles but still not clear.
Please suggest me on this as this is very urgent
Warm Regards,
23rd August 2007 From India, Delhi
Hi Amrita,
To simply explain this concept, let me compare this with a needle inside a watch dial. The needle will provide you with 90 degrees upto 360 degrees...right! Imagine for a moment that each calibration or division in your watch is an employee.
In a 360 degree appraisal, all employees (your boss, your other seniors, your colleagues/peers, and, your subordinates will appraise you)
In a 180 degree appraisal, your boss, other superiors and your colleagues/peers will only appraise you; not your subordinates.
In a 90 degree appraisal, you will be appraised by your boss and only a set of other superiors and colleagues/peers. Only a set could be the set of appraisers in your division or department or project or business (SBU), etc. and no one else.
There is no appraisal beyond the 360 degree one (i.e. nothing called 720 degrees, etc.)
Hope this helps you will the concept. If still not, then write back and I will try to clarify further.
Rahul Kumar

23rd August 2007 From India, New Delhi
dear friend
the appraisal system regarding varying degrees indicates the role of stake holders who are contributing or shaping the system. It may be boss, colleagues, subordinates, customers, vendors, or service providers or the community in stake etc.
Each party represents one degree say starting with 90 degrees you can count according to the no of stake holders it extends upto 720 or even more depending upon the role played as indicated above.
24th August 2007 From India, Madras
Dear Friend,
Although I am unable to give the exact information you require, Kindly click on the following link, it will give you some required information,
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
Please never loose patience once you have posted it,, give members time to reply,,,,
In CiteHR you will get A to Z information on HR…..
M. Peer Mohamed Sardhar
93831 93832

24th August 2007 From India, Coimbatore
dear friend
thank you for the reply. My request is for performance appraisal system adopted in BPO centres specifically in indian industries like sify,infosys, wipro and other ites companies and focusing on how it impacts on the attrition rate increase or decrease etc
I shala wait for reply from members of this forum.
with regards
25th August 2007 From India, Madras
Dear All,

The so-called 720 degree appraisal has been a misnomer of sorts and has been more confined to bookishness. It is common place that this is an impractical (mis) interpretation of the appraisal mechanism, more as a one-upmanship conceptual float. The intention was to incorporate the cascading effect of the Balanced Score Card, task cycle to bottomline profitability (net), repeat-cycle performance index, etc.

The concept arose more out of a pre-appraisal and then a post-appraisal evaluation methodology, a dual process. This was tried in Winconsin and St. Catherines on experimentation groups and miserably failed. In fact, the concept was mooted..

It was commonly declared that there is no appraisal worth its name beyond the assessment-center based 360 degrees.

Please see the except of the article below (acknowledge to be the author's production)



__________________________________________________ ___________


What Is a 360-Degree Feedback Assessment?

by Roberta Hill

The concept of 360 degrees makes me crazy. Let me get this off my chest ... there is no such thing as

"720 degrees." A circle has 360 degrees. That's it. That's all.

"A degree (in full, a degree of arc, arc degree, or arcdegree), usually symbolized ° is a measurement of plane angle, representing 1/360 of a full rotation. When that angle is with respect to a reference meridian, it indicates a location along a great circle of a sphere (such as Earth, Mars, or the celestial sphere). The number 360 was probably adopted because of the number of days in a year." (Wikipedia)

Now that that issue is settled, let me take you through some of the basics of what a multi-rater means.

1. What is 360-degree feedback?

The term has become synonymous with feedback from multiple sources. Other names are multi-rater, multi-source, full-circle, group performance review, 180 degrees and, finally, the infamous 720 degrees. Someone coined the term "360 degrees" to represent a full circle of feedback from all angles, and we have been stuck with the misnomer ever since. Over the years, many consultants and organizations have tinkered with the 360 approach, creating 180-degree versions that collect feedback from limited levels, or a 720-degree approach which provides for two rounds of feedback (a pre- and post-test).

"The (360-degree) feedback process ... involves collecting perceptions about a person's behavior and the impact of that behavior from the person's boss or bosses, direct reports, colleagues, fellow members of project teams, internal and external customers, and suppliers." (Lepsinger 1997.)

2. Where do 360's come from?

The Booth Company suggests that in 1973, Clark Wilson, PhD developed the first 360 feedback survey instruments for management development. The first instrument was the "Survey of Management PracticesTM," and it has been used and studied since 1973. The origins of multi-rating can be traced back to the employee attitude surveys of the 1950s and 1960s.

3. Why use 360's?

The 360 combines input from supervisors, peers, and direct reports to provide a broad perspective on an employee's strengths and developmental needs. It has also been used extensively as part of an organization's performance appraisal system.

In addition, the aggregate data (cumulative results for a group) provide an organization with crucial information for effective strategic planning, overall training needs, improved team building and effective customer service.

4. Who uses 360's?

These days, the question should be, "Who isn't using 360's?" Not that they are being used necessarily well, but that is a separate issue. Most Fortune 500 companies have been using some form of multi-rater system for over 15 years. It is found less commonly in smaller organizations, and it is just beginning to migrate beyond North America.

5. When are 360's used?

On an individual basis, a multi-rater process—either from an online assessment or through the more involved structured interview process—can be invaluable for someone embarking on a coaching program. It is useful to conduct a second round (that "720 degrees") nine to twelve months later.

A number of factors need to be considered before pursuing any organizational 360-degree feedback program. The data collected MUST be based in clear and concise behaviors, criteria and competencies. The design elements and communications are as important as the implementation. Some other questions to be answered are:

Is the organization ready?

Is there trust?

Is the purpose clear?

How will the data be used?

6. How can a multi-rater assessment leverage the coaching experience for your clients?

It allows your client to gain perspectives from others in an objective, non-threatening, confidential manner.

It provides the individual with qualitative and quantitative data for self-reflection and enhanced awareness.

It assists in identifying the individual development needs and action items the organization deems important.

It can help to expose patterns of behavior, both positive and negative, especially when used in conjunction with other assessment tools.

It creates a platform and "language" for dialogue between coach and client.

It ensures that the coach has separate objective data, thus avoiding acceptance of the client's interpretations at "face value."

When initiated and implemented properly, it engages the support of others in the process.

If you are interested in pursuing this subject in greater detail, I strongly recommend David Lassiter's A User's Guide to 360° Feedback. Some additional information sources are:

The Thin Book of 360 Feedback: A Manager's Guide by Michelle Leduff Collins

Getting 360-Degree Feedback Right by Maury A. Peiperl

Maximizing the Value of 360-Degree Feedback: A Process for Successful Individual and Organizational Development (Center for Creative Leadership) by Walter W. Tornow and Manuel London

Power of 360 Degrees Feedback: How to Leverage Performance Evaluations for Top Productivity (Improving Human Performance) by David A. Waldman, PhD and Leanne E. Atwater, PhD

13 Common Mistakes Using 360-Degree Feedback by Scott Wimer and Kenneth M. Nowack


"Degree." Wikipedia. Available at http://en.wikipedia.org/wiki/Degree_%28angle%29.

Goldsmith, Marshall and Howard Morgan, 2004. Leadership Is a Contact Sport: The "Follow-up Factor" in Management Development. strategy+business 36:79.

Lassiter, David. A User's Guide to 360° Feedback. Available at http://www.leadershipadvantage.com/usersGuide.shtml.

Lepsinger, Richard and Anntoinette D. Lucia, 1997. The Art and Science of 360 Degree Feedback. San Francisco: Jossey-Bass/Pfeiffer.
26th August 2007 From India, New Delhi
Hi all, What is 720 degree performance appraisal. What is the difference between 360 degree appraisal and 720 degree appraisal. Can anyone help me out in this topic...
12th September 2007 From India, Coimbatore
Dear Friend,
Kindly click on the following link, it will give you some required information,
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
In CiteHR you will get A to Z information on HR…..
M. Peer Mohamed Sardhar
093831 93832

12th September 2007 From India, Coimbatore
Iam doing my MBA in HR.And iam planning to do my project on performance appraisal.So can you help me in this. Please let me know few sample quetionair.
8th October 2007 From India
Dear Friend,
Kindly click on the following link, it will give you some required information,
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
In CiteHR you will get A to Z information on HR…..
M. Peer Mohamed Sardhar
093831 93832

8th October 2007 From India, Coimbatore
Dear Deepak,

Find below the tools been used during the process of Performance Appraisal..

Performance Appraisal – A Tool to Organizational Success

Performance appraisal is a distinct and formal management procedure used in the evaluation of work performance. It can be defined as a structured formal interaction between a subordinate and his superior, at a defined periodicity. During a performance discussion the previous period’s

performance of the subordinate is examined and discussed. In addition the

performance appraisal is also used to identify areas of training and


It is a review of his work and goals that are set for him by the company in

accordance with the goals of the company. In many organizations, appraisal results are used, to help determine reward outcomes. It helps in identifying the “better performers” employee who will get majority of available merit pay increases, bonuses and promotions. It also helps in identifying the “poor performers” who may require some form of counseling or in extreme cases, demotion, dismissal or decrease in pay. Appraisals address a “whole person development” and not just job skills or skills required for promotion.

There are 8 commonly used methods of Performance Appraisal.

1. Comparative Standards or multi-person comparison- this relative

method of performance is one in which one employees’ performance is compared to the performances of the other employees.

2. Group Rank Ordering – in this kind of performance appraisal, the

supervisor places employees into a particular classification such as ‘top

one fifth’ and ‘second one fifth’. If a supervisor has ten employees only

two could be in the top fifth and two must be assigned to the bottom fifth.

3. Individual ranking- in this, the supervisor lists the employees from

highest to lowest. The difference between the top two employees is assumed equivalent to the difference between the bottom two employees.

4. Paired comparison- in this the supervisor compares each employee in the group and rates each as either superior or weaker of the pair. After all comparisons are made, each employee is assigned a summary or ranking based on the number of superior scores received.

5. Critical incidents- the supervisor’s attention is focused on

specific or critical behavior that separate effective from ineffective


6. Graphic rating scale- in this kind of performance appraisal, a set

of performance factors such as job-knowledge, work quality, cooperation are listed, that the supervisor uses to rate employee performance using an

incremental scale.

7. Behaviorally anchored rating scale (BARS) – BARS combines elements from critical incident and graphic rating scale approaches. The supervisor rates employees’ according to items on a numerical scale.

8. Management by objectives- management by objectives evaluate how well an employee has accomplished objectives determined to be critical in job performance. This method aligns objectives with quantitative performance measures such as sales, profits, zero-defect units produced.

9. 360 degree feedback- In this multisource feedback method provides a comprehensive perspective of employee performance by utilizing feedback from the fuel circle of people with whom the employee interacts, supervisors, subordinates and co-workers. It is effective for career coaching and identifying strength and weaknesses.

Strengths of the negotiated performance appraisal are its ability to promote candid two-way communication between the supervisor and the person being appraised and to help the latter take responsibility for improving performance. In contrast, in the traditional performance appraisal, the supervisor acts more as a judge of employee performance, than a coach. By doing so, unfortunately, the focus is on blame rather than on helping the employee assume responsibility for improvement. Thus there are a whole lot of conventional trends that have changed the outlook of performance appraisals.

Let’s analyze the new trends that are prevalent in performance appraisal in

today’s corporate world:

A valuable line management tool- today’s performance appraisal system is one of the principle tool, executives, line managers, and employees are able to use to achieve their collective goals. The change in application of

performance appraisal has been enabled by software that provides management with a way to achieve its operational and strategic goals. These new applications provide a means of:

Ø cascading strategic and operational objectives down to ensure every

person knows their part of the plan and executes their part of the plan,

Ø developing the entire organization by setting specific development

objectives for each individual,

Ø providing managers with visibility of their team members,

Ø Multiple assessment methods like business objectives, development

objectives, competency review, behavioral objectives and activity review.

Full time performance appraisal - Annual appraisal is rapidly being replaced with Full time Performance Management. This trend provides a mechanism where both managers and employees are able to make relevant notes on performance related issues throughout the year. This function is also referred to as “performance diary”. When the appraisal is conducted, both are better prepared and have a full record of achievements or areas for development and coaching throughout the year. This feature also promotes an ongoing dialogue between managers and employees and ensures that both are on track to achieve their goals for the year.

Let’s take an example of an IT manager to see how the performance diary is used in practice. One of his primary objectives is to “deliver all projects

on time and on budget”. With the performance diary, the IT manager makes notes on each project all the way through the year. His own manager also makes notes about these projects. When both parties meet, they have an adequate data to draw from and can perform a meaningful review in a short amount of time. They can objectively develop a relevant performance rating derived from factual data. Therefore, the IT manager receives an objective review based on documented information as opposed to a subjective review based on memory.

Less reliance on position descriptions- In years gone by, appraisals were

often conducted against a position description. Today both HR and Line

management are using performance appraisal system to drive performance requirements during future performance periods. The reasons behind this shift are: firstly, position descriptions are typically static. Secondly, position descriptions are only one element of the performance management spectrum. Thirdly, position descriptions are far out of date and line management cannot rely on their integrity to conduct performance appraisal.

Low administration Performance Management- Early automated performance management systems were stand alone systems that offered several benefits but still suffered from high administrative input. These systems required HR to make duplicate data entries for all additions, changes and deletions to staff because entries had to be made in both the payroll system and the performance management system. Today, performance management applications can be fully integrated with the payroll system which means data entry is only required in payroll. All changes made to payroll are automatically made to the performance management application. This substantially reduces costs related to administration, enabling HR to assist line management with more strategic issues and matters of compliance.

Link to strategy- Performance Appraisal systems are the vehicle for setting

organizational objectives to organizational strategy. Combined with Full

Time Performance diary functionality, performance appraisal system is now one of the most powerful methods for effectively directing organizational effort.

Retention- Organizations have now made the link between performance

appraisal systems and retention. In the war for talent, employees want to be appreciated and developed. The answer to this is frequent reviews and

developmental planning. Automated Performance Appraisal addresses both of these needs.

Succession planning- Performance appraisal systems can leverage the data collected to implement succession planning system to allow HR to realize successors for critical and non critical roles and also the high potential staff. A significant benefit of this is that the employees see the

organization as a developing career path and this binds them closer to their organization and work.

Remuneration management and salary packaging- By implementing an effective Performance Appraisal system, organizations can now rank employees according to how well they achieved their business and development objectives. So remuneration now gains objectivity and is directed mainly towards those employees who are the top achievers.

Thus Performance Appraisal system in its present form is a trend itself.

Performance Appraisal system has progressed from appraisals and reviews to a valuable tool to link performance to strategy and to do this in an environment that is less onerous on HR than it has ever been in the past. In a nutshell performance appraisals are an important part of any corporate or organizational plan because it drives the manpower in various ways to work their best towards the success of the goals and targets.


Amit Seth.
8th October 2007 From India, Ahmadabad
Hellow sir, I am Limbachiya Jagruti. I am Student of MLW. I am doing dissertation on 360 degree performacne appraisal. SO I requested to you please fill me this questiopnniare and give me your suggestion. I requested to all HR people.
23rd November 2007 From India, Ahmadabad

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Hi All,
Understanding '360 degree feedback' has been a great learning experience. Thanx to DELCH (Delhi Cite HR) group for giving me the opportunity. I would like to share the same with you all. Any queries and further discussions are welcome.

17th January 2008 From India, Delhi

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360 Degrees Performance Appraisal!!!

An Outlook.


Contemporary 360-degree methods have roots as early as the 1940s, however, there is some disagreement regarding the exact genesis of the technique.

Despite these disagreements, one point that most scholars can agree on is 360-degree performance appraisal has historical roots within a military context.

During the 1950s and 1960s this trend continued in the United States within the Military service academies.

At the United States Naval Academy at Annapolis, the midshipmen used a multi-source process called "peer grease" to evaluate the leadership skills of their classmates.

In the corporate world during the 1960s and 1970s, organizations like Bank of America, United Airlines, Bell Labs, Disney, Federal Express, Nestle, and RCA experimented with multi-source feedback in a variety of measurement situations.

For details on Concept, Process, Appraisers, Important factors, Advantages and Problems on 360 degrees Performance Appraisal, kindly check out the link below:

<link outdated-removed>

Thanks and Best Regards

Amit Bhagria
19th January 2008 From India, Gurgaon
amith why we dont have 270,240 degrees of performance appriasal why we have only 180,360so on performance appraisal actually this question has been asked me during an interview
reply soon to my mail
19th January 2008
Hi,Apprisal is based on Mutual acceptance of TWO INDIVIDUALS,theories have ample explaination what is the crux of Problem.Two Qestions
[1] will superior accept the assessment of subordinate,their Personal performance as also Superiors perfomance.I it is obective it's good but if it's Subjective,it may lead to Vindictive ness.Therefore the feed back is debatable.nobody likes to bell the cat
[2] Can psyche of Individual be Changed when his stability in JOB is at stake? Therefore feed back will be Cautious,self promoting,& in line with organisation.
If over a period EXPECTATIONS of Empolee[irresptive of category] ifs made objective one will get RIGHT Feedback
may be thought on it will emerge viable solution col kulkarni
20th January 2008
Hi Amit,
I went through this link that you have posted..
It is very useful. Can u please tell me in this Traditional vs 360 degree feedback,what does internal customers,direct reports and skip level reports mean??
Why are subordinates not included here?
If u cld explain plsssss...
20th January 2008 From India, Mumbai
Moving beyond the 360 degree apparaisal, we do have an advanced performance appraisal system called the 720 Degree Appraisal.
In this system, The performance of each and every employee is assessed on two aspects.
1. The usual 360 Degree apparaisal done by his superior, sub-ordinates and his colleagues.
2. Apart from the official performance, The employee is also assessed for his work-life balance. survery is taken from his family members to find out the way he acts in his personal life.
I shall request the ppl to put more light on this topic.
21st January 2008 From India, Madras
Hi there,
Thanks for the reply and keeping all HR buffs updated on the recent developments. I completely agree with the 720 degrees of performance appraisal. Why are we earning? Why are we working? This is all waste if we dont give time to our family. What ever we achieve in our professional life its not worth if we cant keep our personal life in balance.
Our wife and children will be a better judge to appraise us and let us know whether we were a responsible husband and a loving father.
21st January 2008 From India, Gurgaon
Hi Subhash,
I agree with the problems listed above, but I believe that the system can only be successful if we remove the element of biasness from our evalaution. The individuals might take time to adopt to the system but they will accept it only if the organization communicates the objectives to the employees. The psyche of individual will take time to change and they will also accept the feedback from subordinates as long they understand that this will only help in their overall development.
We India lead a different life style and have a different mindset but I am also happy to share that we are also good in adopting good things from the west.
21st January 2008 From India, Gurgaon
dear members
Good mrng all of u
Well i am in a confusion i.e what is performance appraisal
and what exactly the 360 degree appraisal is
What is the role that HR Executive plays in performance appraisals
Please send ur comments
warm Regards
13th February 2008 From India, Delhi
With Greetings for Vijayadashmi!
As requested by one of our HR friend on cite HR,I have attached the sample word format for 360 degree appraisals.the standard 360 degree appraisal format is for to review the over all performance.and the attachment of Assesment is to evaluation through self,peers,subbordinates,superior,clients etc.here the assesment format contains of self attachment,and same format have to be use for all i.e peers,subbordinates,client,seniors.
with regards
brijesh deshmukh
8th October 2008 From India, Pune

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thanks a ton brijesh ... m sure it will be a gr8 help 4 me in designing the form
m just a day old in this new worl but already m feeling addicted to this site coz all the inputs posted by all members are so enriching and worthy .
thanks to all
9th October 2008 From United Arab Emirates, Dubai

You labeled your form as "standard 360 degree appraisal format". I went through your form and found it to be quite difficult to be used as a possible "standard form for the 360 method" because it only contains two (2) appraisers -- Part A for the Self, and Part B for the appraiser, i.e. the Immediate Superior. Are you proposing that Part B will be accomplished by all the other "contacts surrounding the employee" being evaluated?

Also, your proposed form has eight (8) pages and the performance factors/ questions therein appear to be soliciting highly subjective answers, esp the point system which are in point ranges. My question is: how will you process the results of an employee's appraisal if there were five (5) contacts that submitted their appraisal for the employee?

How do you eliminate subjectivity, bias, and favoritism? How much time do you need to process one employee --- or suppose there are a thousand employees?

Best wishes.

Ed Llarena, Jr.
Managing Partner
Emilla Consulting

Tel:00632-787-0423 (landline)

9th October 2008 From Philippines, Parañaque
Dear Brijesh,
I also agree with Ed Llarena, Jr. Managing Partner Emilla Consulting Manila, Philippines , since the form sent by you it too subjective and evaluating it would be very challenging, esp when you have more employeess.
I would suggest if the same could be more objective, and assessment employeees could be done on the certain pre defined attributes which could be Work related, Goal oriented, General I P Skills , Leadership skills for Managers etc.

10th October 2008 From India, Bangalore

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