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720 degree performance appraisal

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  • 1. R.V.COLLEGE OF ENGINEERINGR.V.COLLEGE OF ENGINEERINGBANGALORE-560059BANGALORE-560059DEPARTMENT OF INDUSTRIAL ENGINEERING ANDDEPARTMENT OF INDUSTRIAL ENGINEERING ANDMANAGEMENTMANAGEMENT720 Degree Performance Appraisal System720 Degree Performance Appraisal SystemSeminar TopicBy:Mayank Baheti - 1RV09IM024Manish Kumar – 1RV09IM022
  • 2. OutlineIntroduction to Performance AppraisalIntroduction to 720 degree Performance AppraisalLiterature ReviewContents of 720 degree Performance Appraisal.Need for 720 degree Performance AppraisalAbout 360 degree Performance AppraisalAdvantages and DisadvantagesCase study
  • 3. Performance AppraisalPerformance appraisal, alsoknown as employee appraisal,is a method by which the jobperformance of an employee isevaluated (generally in terms ofquality, quantity, cost and time).Performance appraisal is a partof career developmentPerformance appraisals areregular reviews of employeeperformance within organizations
  • 4. Objectives of PerformanceAppraisal Review the performance . Judge the gap between actual and the desired performance. Strengthen the relationship and communication betweensuperior – subordinates and management – employees. Diagnose the strengths and weaknesses of the individuals soas to identify the training and development needs of thefuture. Provide feedback to the employees regarding their pastperformance. Provide clarity of the expectations
  • 5. 720 Degree Performance AppraisalConsidered an “all-round”appraisal, the 720 degreeperformance appraisal givesan employee more thanfeedback from one person.This appraisal gives theemployee a lot of feedbackgenerally from anywherefrom 5 to 8 people, toprovide the employee withan all round assessment ofhis or her on the jobperformance.
  • 6. 720 Degree Performance Appraisal720 degree as the namesuggests is 360 degreetwiceIt provide for two roundof feedback (a pre andpost ) or a feedbackapproach which is doneagain after nine totwelve months.Cont..
  • 7. LITERATURE REVIEWLITERATURE REVIEW
  • 8. Objectives is to look into the different methodologiessuggested by different people and analysis the common andeffective methods of performance measures.The study of current trends in performance appraisal indicatesthat most large organizations are placing increasing emphasison the importance of performance appraisal and are makingcontinuing efforts to improve their systems.Trends include Full time performance appraisal, 720 – degreeappraisal, Valuable line management toolTitle:- Current Trends in Performance AppraisalAuthor:- Nimisha Sapra
  • 9. ConclusionPerformance Appraisal system in its present formis a trend itself.Performance Appraisal system has progressedfrom appraisals and reviews to a valuable tool tolink performance to strategy and to do this in anenvironment that is less onerous on HR.Title:- Current Trends in Performance AppraisalAuthor:- Nimisha Sapra( Cont..)
  • 10. In this document many district and states are utilizing newmethods for assessing student achievement and technologycan help facilitate these assessments by providing theopportunity to change the location, content, and style ofthese assessments. Some of the emerging assessmenttrends include assessments like.. Performance Assessments Portfolio Assessments Online AssessmentsTitle:- Intelligent Uses for ARRA Funding :-Emerging AssessmentTrendsBy:- State educational technology directors association
  • 11. Title:- Reforming Government Employees Performance Appraisal Systemin New Egypt (After the 25th January Revolution)Author:- Aya MaherThis study focuses on identifying the modern systemsof employees’ performance appraisal used bydeveloped countries to reform their appraisal systemsThe objective of which is to deduce some usefullessons to reform the performance appraisal system ofgovernment employeesThe study discussed the modern appraisal systemsused in developed countries like: the Solution FocusedRating (SFR) which focuses on the appraisal methoditself, the Performance Pay System which focuses onthe appraisal design, the 360 Appraisal method whichfocuses on the conductors of the appraisal.
  • 12. Title:- A Study of 360-Degree Appraisal and Feedback system foreffective implementation in Indian Corporate SectorAuthor:- ShilpaWadhwae et al.ObjectiveTo examine the comparative significance of the 360-degree appraisal and feedback system vis-à-vis thetraditional system in Indian Organizations.To study the status of the 360-degree appraisal andfeedback system in terms of documentary evidencesimplementationTo pinpoint the pitfalls of the 360-degree degree appraisaland feedback system and highlight theimpediments in itsimplementation.
  • 13. ( Cont..)ConclusionFeedback is almost always a sensitive subject. People areoften cautious, sometimes fearful, and occasionallyemotional about it.A good facilitator or administrator recognizes andappreciates the sensitive nature surrounding 360° feedbackand takes serious steps to insure the integrity of the processand support of the individual.The results will be more than worth itTitle:- A Study of 360-Degree Appraisal and Feedback system foreffective implementation in Indian Corporate SectorAuthor:- ShilpaWadhwae et al.
  • 14. OBJECTIVESTo study the awareness levelof the Employees andManagers on 720 degreeperformance appraisalmethod.To suggest a scheme to createthe awareness and foreffective practice of the 720degree performance appraisalmethodTitle:-The need of ‘720 degree performance appraisal’ in the neweconomy companiesAuthor:- Anupama et.al.A Research PaperCONCLUSIONFrom the study, it is clear thatmost of the appraisers andappraise respondents are notaware of the 720 Degreeperformance appraisal method.720 Degree performanceappraisal method suits the neweconomy companies as it givesfeedback and follows up toensure that the appraised reachthe goal.
  • 15. This paper focuses on the performance feedback processused in the higher education sector in the United ArabEmirates and compares the existing systems with 360 degreeand 720 degree appraisalsKey objectives of this paper is to differentiate between 360°and 720° feedback processesMethodology is to interview and structured questionnaireare used for the data collection. A questionnaire consists of12 questions and is distributed among a sample of faculty fortheir perceptions about the feedback process used in theirorganizations.Title:- 360° Vs 720° Feedback Processes: An Exploratory Study onPerformance Management System in Higher Education.Author:- Aurthur et al’s
  • 16. Conclusion Its more accurate Under 720 degree review system people get the chance tolearn from their weaknesses and improve upon it.Title:- 360° Vs 720° Feedback Processes: An Exploratory Study onPerformance Management System in Higher Education.Author:- Aurthur et al’s( Cont..)
  • 17. 720 Degree Appraisal ContainsQuestion number (purely for reference and ease ofanalysis)Specific feedback questionsTick box and grade box (ideally a,b,c,d or excellent,good, not good, poor or rate out of 5 to 10.
  • 18. Needs for 720 System..Assessment system should be 360 degrees. Assessment should be done twice a year.Different assessments should be tabulated andcompared for a given period.Ensure that the rating instruments are relevant, validand reliableTreat employees with sensitivity and respect
  • 19. 360 Degree Performance Appraisal360 - Degree Appraisal is a system or process inwhich employees receive confidential, anonymousfeedback from the people who work around them..
  • 20. What are 3600Measures ?360 degree measures behaviors and competencies.360 degree addresses skills such as listening, planning,and goal-setting.360 degree focuses on subjective areas such as teamworkcharacter, and leadership effectiveness.360 degree provides feedback on how others perceive anemployee.
  • 21. 360 has Four Components..Self AppraisalSuperior’sAppraisalSubordinate’sAppraisalPeer AppraisalSelf appraisalSelf appraisal gives a chance to theemployee to look at his/her strengths andweaknesses, his achievements, and judgehis own performance
  • 22. Self AppraisalSuperior’sAppraisalSubordinate’sAppraisalPeer AppraisalSuperiorSuperior’s appraisal’s appraisal forms the traditionalpart of the 360 degree appraisal where theemployees’ responsibilities and actualperformance is rated by the superior.360 has Four Components..
  • 23. Self AppraisalSuperior’sAppraisalSubordinate’sAppraisalPeer AppraisalSubordinates appraisalSubordinates appraisal gives a chance tojudge the employee on the parameters likecommunication and motivating abilities,superior’s ability to delegate the work,leadership qualities etc.360 has Four Components..
  • 24. Self AppraisalSuperior’sAppraisalSubordinate’sAppraisalPeer Appraisalfeedback given by peerspeers can help to findemployees’ abilities to work in a team, co-operation and sensitivity towards others.]360 has Four Components
  • 25. WHY USE 720….This system is more development focused thanperformance alone, and supplements training anddevelopment functions in a better wayWithout these critical competencies, executives andmanagers are less likely to be able to lead theseorganizations toward successful implementation ofstrategic changes.A powerful developmental tool because when conducted atregular intervals it helps to keep a track of the changes,others’ perceptions about the employees
  • 26. AdvantagesImproved Feedback From More SourcesPersonal and OrganizationalPerformance DevelopmentResponsibility for Career DevelopmentImproved Customer ServiceTraining Needs Assessment
  • 27. DisadvantageExceptional Expectations for the ProcessInsufficient Training and Process UnderstandingFocus on Negatives and WeaknessesRater Inexperience and IneffectivenessRequires commitment of top management and theHuman resources (time, financial resources etc)
  • 28. Case StudyCase Study
  • 29. Johnson & Johnson AdvancedBehavioral Technology (JJABT)Johnson & Johnson Advanced Behavioral Technology(JJABT), based in Denver, Colorado, has instituted anew 720-degree feedback system.The most important consideration in implementing thesystem is choosing the right individuals to be raters.To assemble the rating group, JJABT employeesdevelop a list of key internal and external customerswith whom they interact and then recommend five toten individuals to serve as raters.
  • 30. Johnson & Johnson AdvancedBehavioral Technology (JJABT) The JJABT 720-degree appraisal form includes items suchas :- Does the employee :Follow up on problems, decisions, and requests in atimely fashion?Clearly communicate his or her needs/expectations?Share information or help others?Listen to others?Establish plans to meet future needs?Adhere to schedules? Raters score these items on a scale ranging from 1 (needsimprovement) to 5 (outstanding). Space is also provided forthe raters to make written comments.
  • 31.  This represents a combination of the comments and ratingsfrom the various raters and the supervisor’s own feedbackon the rate’s performance. Typically, managers include amean score and distribution range for each item. JJABT managers stress that the key is to look for trends orpatterns in the data. After summarizing the data, the supervisor conducts theformal appraisal interview with the rate. In this way, it is hoped that the 720-degree appraisal canbecome less an evaluative tool and more a comprehensivesystem for enhancing communication, facilitating self-development, and improving performance.Johnson & Johnson AdvancedBehavioral Technology (JJABT)
  • 32. Advantages to Johnson & Johnson’s720 degree appraisal The raters are selected from a list of key externaland internal customers developed andrecommendation by the employees .. Criteria by which the rates are evaluated areclearly defined by the supervisor . While the supervisor evaluates the workperformance , the raters evaluate the behavioraspect of the rate.
  • 33. EMPLOYEE PERFORMANCEAPPRAISAL,REWARDS & RECOGNITIONS-A CASESTUDY OF BARCLAYS BANK OF GHANA LIMITEDmany reputable sources expressed doubts about thevalidity and reliability of the performance appraisalprocess. Some have even suggested that the process is soinherently flawed such that it may be impossible to perfectit.An attempt was made to find out what employees feelabout the whole process of Performance Appraisal (as partof Performance Development [PD]) and how it is practicedas well as how it is linked to rewards and recognitions inBarclays Bank of Ghana.
  • 34. Questionnaires were administered to the Retail Functionemployees only, using a combination of techniques; simplerandom sampling, purposive sampling and quota sampling.Secondary data on PD were reviewed and Management ofthe Bank was contacted through the Human ResourceDepartment to show how the PD system should work andhow it feels about employee satisfaction as far as PD isconcerned.EMPLOYEE PERFORMANCE APPRAISAL,REWARDS & RECOGNITIONS-A CASE STUDY OFBARCLAYS BANK OF GHANA LIMITED
  • 35. From results obtained, employees made it clear that line managers donot always carry out the face to face appraisals or reviews and feedbacks not given after such sessions.It was viewed that, instead of making the PD process a developmentaltool to enhance performance, it has been turned into a discriminatory,punitive and/ or judgmental process.While Management of the Bank rated the PD process as very effective,employees think otherwise that its rather demoralized anddemotivated. Staff are not satisfied while Management insists there iseverything in place to make them satisfiedEMPLOYEE PERFORMANCE APPRAISAL,REWARDS & RECOGNITIONS-A CASE STUDY OFBARCLAYS BANK OF GHANA LIMITED
  • 36. These show the break in communication as far asPerformance Development is concerned, betweenManagement of the Bank and employees.It was then recommended that monitoring measures be putin place to ensure that the right things are done and linemanagers carry out the face to face review discussions andprovide feedback to team mates as well as ensure teamwork by making all staff aware of the performanceimprovement measures.EMPLOYEE PERFORMANCE APPRAISAL,REWARDS & RECOGNITIONS-A CASE STUDY OFBARCLAYS BANK OF GHANA LIMITED
  • 37. Employee Perception of the PA/PDprocessFrequency Percent Valid percentValid Developmental 86 26.4 26.4Judgmental 99 30.4 30.4Punitive 112 34.4 34.4Discriminatory/Selective 27 8.3 8.3PD is irrelevant 2 .6 .6total 326 100 100
  • 38. Effect of appraisals on employeesFrequency Percent Valid PercentValid yes 260 79.8 79.8No 66 20.2 20.2Total 326 100 100
  • 39. Personal Decisions Taken in Relationto PD SystemFrequency Percent Valid percentLeave the bank 110 33.7 33.7Not give best atyour work58 17.8 17.8Work harder 39 12 12Do my best 100 30.7 30.7Push to reform 11 3.4 3.4Undecided 3 .9 .9Not applicable 5 1.5 1.5Total 326 100 100
  • 40. Key value driversCustomer-help our customer achieve our ambitioncolleague-help our people growCommunity- partner to help Africa and its peopledevelop.Company- commit to accelerated investment in ourAfrican businessControl-practice world class risk management