The 360 degree APPRAISAL is a great concept on paper but
it falls flat in implementation.
Its success lies in the way it is implemented.
There are very few companies , large ones, have made good
use of it.
The ones , who have failed with it, have just adopted it
and distributed the forms, without proper definition and
proper explanation.
The theory / the implementation plan assumes,
-most staff do not work in vacuum
-staff interact daily with people to get job done
-interaction could be internal / external people
-internal could include upwards/ downwards/sidewards
-external could include customers/ suppliers etc.
For the success of the 360 degree appraisal,
-each staff job must be analysed
-each staff's daily interaction analysed
-only those have regular [ at once a week] contacts
should be given the form.
You don't appraise the person but you appraise the performance
of the person.
If you contact a person--only once in six months, you can
hardly evaluate the performance.
The performance appraisal must be descriptive and not
value judgement based on some moral standards.
PERFORMANCE APPRAISALS ARE BASED ON CRITERIA SET
AND NOT SOME FANCIED WISHFUL THINKING.
Those are selected / given the forms must be briefed well
about the criteria / how to use it.
That is the reason for flop of 360 appraisals in many cases.
YOU HAVE TO DO A LOT OF HOMEWORK WITHIN THE ORGANIZATION.
IF YOU GIVE ME ONE POSITION / JOB DESCRIPTION,
I MIGHT BE ABLE TO GIVE YOU SOME HELP / DIRECTION.
regards
LEO LINGHAM
_________________
LEO LINGHAM
PRINCIPAL:BestBusiCon Pty Ltd