360° performance appraisal ppts by Dr.Rama satyanarayana Mullapudi

1. 1. 360° performance appraisal
2. Potential appraisal
3. Post appraisal interview
By
Dr.Rama sayanarayana Mullapudi
Faculty of HRM
Acharya Nagarjuna University

2.  360-degree appraisal is a recent method
which can be used to appraise the
performance of an employee. This method
was first developed and used in a formal way
by General electric company of USA in 1992.
 This method has attracted the attention of
many more companies. In India too,
companies like Reliance industries, Wipro
Corporation, Infosys Technologies, Thomas
cook etc., are using this method effectively.
 However, this method could not gather
momentum because of several technical
problems.

3.  The appraiser can be any person who has
knowledge about the job done, the contents
to be appraised, the standards of contents,
and observes the employee while
performing a job.
 The comprehensive appraisals from the
supervisors, peers, subordinates, and
the employee himself/herself and
clients/customers are called 360°
appraisal.
 The appraiser should assess the
performance without bias and must also be
capable of determining what is more
important and what is less important.

4.  In most of the traditional techniques,
appraisal of an employee is done by the
immediate superior. In 360-degree
appraisal, the superior appraises the
employee on various dimensions of the job
as may be decided.

5.  Another distinctive feature of 360- degree
appraisal is the peer appraisal. Peers of an
employee are in a better position to
evaluate certain aspects of his behaviour.
 Since the employee is more closely linked
to his peers at the workplace, they may be
able to appraise his contributions to the
group efforts, interpersonal effectiveness,
communication skills, reliability, initiative,
etc.
 However, in such appraisal biases are likely
to emerge specially if the appraisal results
are used for deciding rewards.

6.  Subordinates can appraise
their superior in terms of how he
facilitates their working,
delegates authority, allocates
work and resources and shows
fairness to them.

7. An employee's performance is
evaluated by the clients who
interact with the employee.
These clients may be suppliers of
inputs or customers of outputs.
These clients may rate the
employee in terms of his providing
services to them, his cooperation,
courtesy, dependability and
innovativeness.

8.  Self-appraisal is a very important part of
the 360-degree appraisal because it gives
the employee absolute freedom to
objectively look at his strengths and areas
of development along with opportunity to
assess the performance. Self- appraise also
provides the opportunity to express his
career moves for the future.

9.  The role of HR department in 360-degree
appraisal is that of facilitator. The
department consolidates the appraisal
inputs, identifies the points of consensus,
and provides feedback to the appraisee so
as to overcome. The weaknesses as
identified in the appraisal. The department
also devises action plans for overcoming
those weaknesses.
 Thus, the 360-degree appraisal involves
appraisal by of an employee by self,
superior, subordinates and peers.

10.  Potential appraisal is a future-oriented
assessment aiming to evaluate employees'
potential for higher positions and responsibilities
in the organizational hierarchy. It is commonly
used in performance appraisal processes by
organizations.
 Potential refers to the abilities present but not
currently utilized. It is the latent capacity to
discharge higher responsibilities in future roles.
Performance, on the other hand, denotes the
extent to which the individual meets the
standards of the current position.

11. The potential of employees can be judged
by:
 Reviewing present performance .
 Analysing personality traits.
 Relooking at past experience.
 Considering age and qualifications.
 Explaining unused knowledge and skills
of an employee.

12.  A sound appraisal system should include the
post-appraisal interview. This interview
provides the employee the feedback
information.
 This interview also provides an opportunity to
the appraiser or rater to explain the employee's
rating, the traits and behaviour, he has taken
into consideration for appraisal.
 This interview also gives an opportunity to
employee to explain his views about the rates,
standards or goals, rating scale, internal and
external environment causes for low level of
performance, his resources responsible for
performance.

13. Further, this interview helps both the
parties to review standards, set new
standards based on the reality
factors.
The rater can provide guidance,
coaching and suggestions to the
employee for improving his
performance.

14.  to let the employees know where they stand.
 to help employees do a better job by clarifying
what is expected of them.
 to plan opportunities for development and
growth.
 to strengthen superior-subordinate working
relationship.
 to provide an opportunity for employees to
express themselves on performance related
issues.
 to exchange valuable information for career
planning.
Thus, post-appraisal interview is most helpful
to the employee as well as his superior.

15. Thanking
you