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