The document discusses 360 degree feedback, which involves obtaining performance feedback on an employee from their manager, subordinates, peers, customers, and suppliers. It provides details on why 360 degree feedback is better than traditional methods, allowing for a more accurate and impartial perspective. Some shortcomings are that it can be time consuming and intimidating for employees. The document then outlines a 9 step process for implementing 360 degree feedback successfully, including determining readiness, developing surveys, and conducting interviews. It also discusses what 360 degree feedback typically measures, such as skills, effectiveness, and how others perceive the employee. Finally, it lists some major companies that use 360 degree feedback programs.

1. 360 DEGREE
FEEDBACK

2. Various Methods
Used
Performance Appraisal
*Straight Ranking Method
*Essay Appraisal Method
*Paired Comparison
Method
*Critical Incident Method
*Field Review
*Checklist Method
*Graphic Rating Scale
*Forced Distribution
*MBO.
*
360
̊ Method.
*Assessment Centres.
*Behaviourally Anchored.
Rating Scale.
*Human Resource
Accounting.
Traditional Methods Modern Methods

3. What the process involves
Obtaining feedback from the manager's key
contacts. These would normally include:
o
o
o
o
o
o
The manager him/herself
Subordinates (employees who work for
the manager(
Peers (fellow managers(
Managers (senior management)
Customers
Suppliers
What the process involves

4. WHAT IS 360 DEGREE FEEDBACK
“A process which enables an employee to
receive feedback from a number of people
around him, who actually deal with the
employee each day.”

6.  Pharmacist
 Pharmacist colleagues
 Senior ‫شفت‬ ‫مدير‬
 Assistant
 Customer
 General manager
 Distributors

7. Me
Brother
Neighbor
Son
Father
wife
Friend

8. WHY IS 360 DEGREE FEEDBACK BETTER
ACCURATE AND FAIR PERFORMANCE
MEASUREMENT.
GIVES BROADER & ACCURATE PERSPECTIVE OF
EMPLOYEES.
FOR THE EMPLOYEES

9. WHY IS 360 DEGREE FEEDBACK BETTER
IT IS IMPARTIALAND A FORWARD LOOKING
PROCESS
INCREASES A TEAM’S ABILITY TO CONTRIBUTE TO
ORGANISATION’S GOALS
FOR THE TEAMS
IMPROVEMENT IN THE SKILLS & COMPETENCIES
OF THE EMPLOYEES
FOR THE ORGANISATION

10. SHORTCOMINGS OF 360 DEGREE FEEDBACK
 TIME CONSUMING AND ADMISTRATIVELY
COMPLEX
 EXTENSIVE GIVING AND RECEIVING
FEEDBACKS CAN BE INTIMIDATING FOR SOME
EMPLOYEES
 MAY LEAD TO FRUSTRATION IN THE EMPLOYEES
BECAUSE OF CONSTANT PRESSURE FROM ALL SIDES

11. COMPREHENSIVE 9 STEPS THAT REPRESENT
360 DEGREE FEEDBACK
1. DETERMINE READINESS FOR 360 DEGREE
FEEDBACK
•SUPPORT DEVELOPMENT PROCESS.
•WILLINGNESS TO RECEIVE AND GIVE FEEDBACK
•360 DEGREE AWARENESS.
2. DEVELOPMENT OF AN APPROPRATE SURVEY
•CONDUCT PERFORMANCE ANALYSIS TO DEVELOP A
LIST OF SKILLS AND COMPETENCIES
•CLARIFY THE GOAL OF 360 DEGREE PROCESS

12. 9 STEPS CONTD…..
3.GENERATE ENTHUSIASM AMONG KEY
DECISION-MAKERS AND PARTICIPANTS
•ANTICIPATE OBJECTIONS
•LINK BETWEEN 360 DEGREE FEEDBACK AND
OBJECTIVES
•CLARIFY COSTS AND BENEFITS TO INDIVIDUALS &
ORG.
•CLEAR AND FREQUENT COMMUNICATION

13. 9 STEPS CONTD…..
4. ENSURE THAT THE PEOPLE POSSES THE SKILLS
TO SUPPORT THE PROCESS
• DEVELOP COACHING SKILS FOR MANAGERS
• PROVIDE THE REVIEWEE WITH THE SKILLS TO
ACCEPCT THE FEEDBACK
5. PROVIDE ORIENTATION AND BRIEFING
• REVIEW THE PROCESS
• DISCUSS CONFIDENTIALITY

14. 9 STEPS CONTD…….
6. ADMINISTER THE SURVEY
• DISTRIBUTE & COLLECT SURVEYS
• GENERATE & DISTRIBUTE INDIVIDUAL REPORTS
7. COACH PARTIPANTS IN ONE- TO- ONE MEETINGS
8. PROVIDE ORGANISATIONAL SUMMARY DATA
9. RE-CONDUCT THE SURVEY(4-6 MONTHS)

15. How to Implement 360 Degree?
360Degree
Feedback
Planning
Piloting
Implementation
Feedback
Review

16. 70
40

17. How is Feedback obtained?
By using a questionnaire which asks
participants to rate the individual according to
observed behaviors - usually managerial or
business-specific competencies.
This process will not suit
all companies. One should
assess how well it
would fit with the current
culture before launching a scheme and a
pilot scheme is worth
building into the programme

18. QUESTIONNAIR
E

19. ✔Part A : To be filled by the appraisee before
the Interview and sent to Appraiser.
✔A 1
sih pu llif ot eessiarppA :
dna seitud sih fo gnidnatsrednu
seitilibisnopser
.
✔A 2
stnioP noissucsiD:
:
-
– Has the past year been good/bad/satisfactory or
otherwise for you, and why?
– What do you consider to be your most important
achievements of the past year?
QUESTIONNAIRE
DETAILS

20. – What do you like and dislike about working for this
noitazinagro
?
– What elements of your job do you find most difficult?
– What elements of your job interest you the most, and least?
– What do you consider to be your most important tasks in the
next year?
– What action could be taken to improve your performance in
your current position by you, and your boss?
– What kind of work or job would you like to be doing in
one/two/five years time?
– What sort of training/experience would benefit you in the
next year?
QUESTIONNAIRE
DETAILS

21.  ✔A 3
ehT : Appraisee has to list out the
objectives he had set out to achieve in the
past 12 months (or the period covered by
this appraisal) with the measures or
standards agreed - against each comment on
achievement or otherwise, with reasons
where appropriate. Score the performance
against each objective (
1
-
3
= poor, 4
-
6
=
satisfactory, 7
-
9
= good, 10
tnellecxe =
)
QUESTIONNAIRE DETAILS

22. ✔A 4
nwo sih erocs ot sah eesiarppA :
saera gniwollof eht ni egdelwonk ro ytilibapac
( stnemeriuqer elor tnerruc ruoy fo smret ni
1
-
3
=poor, 4
-
6
= satisfactory, 7
-
9
= good, 10
=
tnellecxe
(
– commercial judgement
– product/technical knowledge
– time management
– planning, budgeting and forecasting
– reporting and administration
QUESTIONNAIRE DETAILS

23. – communication skills
– delegation skills
– IT/equipment/machinery skills
– meeting expectations, deadlines and commitments
– creativity
– problem-solving and decision-making
– team-working and developing/helping others
– energy, determination and work-rate
– steadiness under pressure
– leadership and integrity
QUESTIONNAIRE DETAILS

24. ✔Part B : To be filled by the Appraiser.
✔B 1
eessiarppA fo esoprup eht ebircseD :
’ s job.
✔B 2
A ni stp noissucsid sweiveR :
2
.
✔B 3
eesiarppA sweiveR :
’ s objectives as given in A 3
.
✔B 4
eesiarppA eht serocS :
’ s knowledge or capability
as given in A 4
.
✔B 5
eesiarppa sessucsiD :
’ s career direction.
✔B 6
dna elor tnerruc ni seicnetepmoc no stnemmoC :
selor ro elor txen rof laitnetop
.
✔B 7
deriuqer troppus D & T eht nopu stnemmoC :
QUESTIONNAIRE DETAILS

25. What does 360 ̊ measure ?
✔
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 teamwork, character, and leadership
effectiveness.
✔
360 degree provide feedback on how others
perceive an employee.

26. COMPANIES THAT USE 360 DEGREES
FEEDBACK
 JOHNSON & JOHNSON ADVANCED
BEHAVIORAL TECHNOLOGY
 GENERAL ELECTRIC INDIA
 RELIANCE INDUSTRIES
 GODREJ SOPS
 CROMPTON GREAVES
360 DEGREE FEEDBACK HAS GAINED WIDE POPULARITY
IN THE CORPORATE WORLD TO THE POINT OF BEING
NEARLY UNIVERSAL AMONG THE FORTUNE 500
COMPANIES.

27. COMPANIES THAT USE 360 DEGREES
FEEDBACK
 KODAK
 WIPRO
 TATA STEEL
 TELCO
 THERMAX
 INFOSYS
 THOMAS COOK

28. THANKYOU