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An Appraisal Process at Verizon The 360- Degree Feedback University of Maryland, University College – AMBA 602/9047 –Fall ...
<ul><li>Reach Your PEAK – Verizon’s Way </li></ul><ul><ul><ul><ul><ul><li>P erformance </li></ul></ul></ul></ul></ul><ul><...
360-Degree Feedback The Performance Assessment System The 360-degree feedback incorporates all three traditional processes...
<ul><li>Compare and assess traditional feedback vs. 360-degree feedback, there are many benefits explored to both.  Resear...
<ul><li>At Verizon, the appraisal process is designed to serve its participants positively, ensuring that the feedback is ...
<ul><li>Success in 360-degree feedback review, evaluators must: </li></ul><ul><li>Know the ratee professionally for six mo...
<ul><li>The key to effective management is delegation. </li></ul><ul><li>-- Steven R. Covey </li></ul>360-Degree Feedback ...
<ul><li>Help people overcome resistance in participating by: </li></ul><ul><li>Giving power of voice </li></ul><ul><li>Giv...
360-Degree Feedback Reference List <ul><li>Bernardin, J.H. (2007) in custom AMBA 602 text by McGraw-Hill: The Dynamics of ...
360-Degree Feedback Appendix
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360-Degree Feedback Process

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To share a component in our appraisal process specifically, the application of the 360-degree feedback system as I introduce a performance management system and the goals of organization, its strengths and limitations, discover challenges, identify areas of opportunity and applications for improvement.

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Transcript of "360-Degree Feedback Process"

  1. 1. An Appraisal Process at Verizon The 360- Degree Feedback University of Maryland, University College – AMBA 602/9047 –Fall 2008 Brought to you by Tami E. Johnson for Howard Fero, Professor – November 2, 2008
  2. 2. <ul><li>Reach Your PEAK – Verizon’s Way </li></ul><ul><ul><ul><ul><ul><li>P erformance </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>E ngagement </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>A ttendance </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>K nowledge </li></ul></ul></ul></ul></ul><ul><li>By enhancing abilities to achieve Verizon Telecom’s Six Strategic Imperatives through improved efficiency, increased productivity and employee development to reach PEAK performance. We explore an element of Performance in the 360-Degree Feedback . . . </li></ul>360-Degree Feedback The Agenda
  3. 3. 360-Degree Feedback The Performance Assessment System The 360-degree feedback incorporates all three traditional processes of review, it differs from traditional forms of feedback in the following ways: <ul><li>The 360-degree feedback process seeks feedback from customers, both internally and externally </li></ul><ul><li>The 360-degree feedback process focuses on leaders </li></ul><ul><li>The 360-degree feedback process results in a plan for improved work performance </li></ul>
  4. 4. <ul><li>Compare and assess traditional feedback vs. 360-degree feedback, there are many benefits explored to both. Research shows that for any 360-degree feedback, there are essential elements that must happen in order for the process to be effective and ensure support for an application to move away from traditional feedback. </li></ul>360-Degree Feedback Traditional Feedback vs 360-Degree Feedback
  5. 5. <ul><li>At Verizon, the appraisal process is designed to serve its participants positively, ensuring that the feedback is valid and that the process will benefit the workplace. However, there are some cases where this dynamic is challenged. </li></ul>360-Degree Feedback The Strengths & Limitations of the System <ul><li>Limitations as the ratee </li></ul><ul><li>Limitations as the rater </li></ul>
  6. 6. <ul><li>Success in 360-degree feedback review, evaluators must: </li></ul><ul><li>Know the ratee professionally for six months or more </li></ul><ul><li>Have worked closely with the ratee in the recent past </li></ul><ul><li>Know the ratee’s position and work responsibilities </li></ul>360-Degree Feedback Other Strengths & Limitations of the System Examples : Bosses | Peers | Subordinates | Customers
  7. 7. <ul><li>The key to effective management is delegation. </li></ul><ul><li>-- Steven R. Covey </li></ul>360-Degree Feedback Lessons Learned & Best Practices
  8. 8. <ul><li>Help people overcome resistance in participating by: </li></ul><ul><li>Giving power of voice </li></ul><ul><li>Giving power of influence </li></ul><ul><li>Giving power of action </li></ul>360-Degree Feedback Conclusions & Recommendations
  9. 9. 360-Degree Feedback Reference List <ul><li>Bernardin, J.H. (2007) in custom AMBA 602 text by McGraw-Hill: The Dynamics of Individuals and Groups in Work Organizations. </li></ul><ul><li>Fletcher, Clive (2004). Appraisal and Feedback: Making performance review work (3rd ed.). London: Chartered Institute of Personnel and Development (CIPD) </li></ul><ul><li>Kinicki, A., & Kreitner, R. (2008). Organizational Behavior: Key concepts, skills & best practices (3rd ed.). New York: McGraw-Hill/Irwin </li></ul><ul><li>McKirchy, Karen. (1998). Powerful Performance Appraisals: How to set expectations and work together to improve performance. New Jersey: Career Press </li></ul><ul><li>eWeb Portal – PEAK. PEAK quick training series survey. Retrieved September 30, 2008 from http://myeweb.verizon.com/eweb/myportal/aboutyou/yourtoolkit/peak </li></ul><ul><li>SkillSoft Corporation, Copyright 2002. Resistance to 360-degree feedback participation. Retrieved September 30, 2008 from http://netlearn.verizon.com/skillsoft/web/sb/sbMGMT0152001001.htm . </li></ul><ul><li>SkillSoft Corporation, Copyright 2002. 360-degree feedback vs. traditional feedback. Retrieved September 30, 2008 from http://netlearn.verizon.com/skillsoft/web/sb/sbMGMT0152001001.htm . </li></ul><ul><li>SkillSoft Corporation, Copyright 2002. Involving participants in 360-degree feedback. Retrieved September 30, 2008 from http://netlearn.verizon.com/skillsoft/web/sb/sbMGMT0152001001.htm . </li></ul>
  10. 10. 360-Degree Feedback Appendix
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