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
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