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360 DEGREE
APPRAISAL
Prepared By:
Akinseinde Mercy Ifeoluwa
Problem
Performance poorly rated due to bias
Perceived thoughts about the supervisor
e.g. frequency in underrating people
Unsatisfactory feedback from supervisor –
need a broader perspective
1. Dialogues or thoughts after performance appraisal
is over.
2. Problems that arises when performance appraisal
is done by one person.
Performance Appraisal
A process used to evaluate the personality, performance and potential of an
employee in an organisation.
Measures the performance of the employee in the job and establishes plan for
improvement.
Assesses accomplishments and evolves plans for development
Definition
Top-Down
Peer-to-Peer
EMPLOYEE PERFORMANCE EVALUATION
Self–Assessment
360-Degree
1. Most common and effective
2. Can lead to conflict if not managed properly
3. Every angle is accounted for and gives a true
performance picture. Very effective if kept anonymous
4. Self rating helps employees reflect on their
performance
1
2
3 4
Types of Evaluation
Conventional Vs 360-Degree Feedback
Employees
Superior
360-Degree Evaluation
Component
Self
Superior
Top Management
Peers
Customers
Subordinates
• It is an appraisal or assessment process that uses a
multi-source feedback review.
• It utilizes feedback from people the employee
interacts with in the organisation.
• It assesses employee’s effectiveness, performance
and development needs.
A 360-degree evaluation system can be used for:
• Team building
• Validation of training initiatives
• Organisational development
• Self-development
• Performance Management
Leadership Mirror
Strength Weakness
Opportunity Threat
o Purpose: To genuinely assess executive leadership strengths and
developmental areas, and understand how others perceive their
leadership.
o Aim: To enable management make better decisions and lead others to
better performance.
o Key areas: Leadership behaviour, capabilities at coping with stress and
the overall effectiveness of their leadership performance.
o Information garnered are more powerful than any form of self-
assessment.
Leadership
Task
Management &
Production
Development of
Others
Relationship
Communication
Personal
Development
Adaptability
Competences
Rating Parameters
Outstanding
Exceeds
Expectations
Meets
Expectations
Needs
Improvement
Does Not
Meet
Expectation
Self
Boss
Peer
Subordinate
360-Degree Onion
Approach
Set clear goals to give direction for
the evaluation and for easy
interpretation
Self Evaluation
First step of the process
Objective set towards Performance + Competence
Questionnaire is used to get honest feedbacks
They try to see themselves as other do
This sets up a positive meeting with the manager
Boss Evaluation
Second step of the process
Objective set towards departmental goal
Questionnaire is used to get honest feedback without
bias or personal issues
Punctuality, organisation, work ethics, and other
attributes are accounted for from their perspective.
Onion Components
Peer Evaluation
First step of the process
Objective set towards interdepartmental linkage
Questionnaire is used to get honest feedback from
about 5 or 6 colleagues
Confidentiality is important to reduce bias
This sets up a positive meeting with the manager
Subordinate Evaluation
Final step of the process
Objective set towards work or focused on delivery
Questionnaire is used to get honest feedback from
colleagues under the employee (Customer, suppliers)
Judge employee on parameters like communication,
motivating abilities etc
Measure superior’s ability to delegate work and
leadership abilities
Onion Components
Leads to self improvement
Identifies your strength and
weakness from the perspective of
others.
Identifies leadership competences
that needs improvement.
Improves your productivity and
work relationship with peers
Honest and unbiased helpful
feedback makes the quality of
information is better
Benefit to Employees
Improves workplace morale and
develops s culture of continuous
performance improvement.
Builds leadership and managerial
capability
Promotes constructive feedback and
open communication
Promotes change
Embeds values and expected working
competences
Benefit to Organisation
Drawback
360-Degree
Appraisal
Feedback/opinion could be
dishonest, conflicting and void
Feedbacks can be intimidating
and one might feel attacked
Combining all responses can be a
complex system
360-degree appraisal for performance improvement

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360-degree appraisal for performance improvement

  • 2. Problem Performance poorly rated due to bias Perceived thoughts about the supervisor e.g. frequency in underrating people Unsatisfactory feedback from supervisor – need a broader perspective 1. Dialogues or thoughts after performance appraisal is over. 2. Problems that arises when performance appraisal is done by one person.
  • 3. Performance Appraisal A process used to evaluate the personality, performance and potential of an employee in an organisation. Measures the performance of the employee in the job and establishes plan for improvement. Assesses accomplishments and evolves plans for development Definition
  • 4. Top-Down Peer-to-Peer EMPLOYEE PERFORMANCE EVALUATION Self–Assessment 360-Degree 1. Most common and effective 2. Can lead to conflict if not managed properly 3. Every angle is accounted for and gives a true performance picture. Very effective if kept anonymous 4. Self rating helps employees reflect on their performance 1 2 3 4 Types of Evaluation
  • 5. Conventional Vs 360-Degree Feedback Employees Superior
  • 6. 360-Degree Evaluation Component Self Superior Top Management Peers Customers Subordinates • It is an appraisal or assessment process that uses a multi-source feedback review. • It utilizes feedback from people the employee interacts with in the organisation. • It assesses employee’s effectiveness, performance and development needs. A 360-degree evaluation system can be used for: • Team building • Validation of training initiatives • Organisational development • Self-development • Performance Management
  • 7. Leadership Mirror Strength Weakness Opportunity Threat o Purpose: To genuinely assess executive leadership strengths and developmental areas, and understand how others perceive their leadership. o Aim: To enable management make better decisions and lead others to better performance. o Key areas: Leadership behaviour, capabilities at coping with stress and the overall effectiveness of their leadership performance. o Information garnered are more powerful than any form of self- assessment.
  • 11. Approach Set clear goals to give direction for the evaluation and for easy interpretation
  • 12. Self Evaluation First step of the process Objective set towards Performance + Competence Questionnaire is used to get honest feedbacks They try to see themselves as other do This sets up a positive meeting with the manager Boss Evaluation Second step of the process Objective set towards departmental goal Questionnaire is used to get honest feedback without bias or personal issues Punctuality, organisation, work ethics, and other attributes are accounted for from their perspective. Onion Components
  • 13. Peer Evaluation First step of the process Objective set towards interdepartmental linkage Questionnaire is used to get honest feedback from about 5 or 6 colleagues Confidentiality is important to reduce bias This sets up a positive meeting with the manager Subordinate Evaluation Final step of the process Objective set towards work or focused on delivery Questionnaire is used to get honest feedback from colleagues under the employee (Customer, suppliers) Judge employee on parameters like communication, motivating abilities etc Measure superior’s ability to delegate work and leadership abilities Onion Components
  • 14. Leads to self improvement Identifies your strength and weakness from the perspective of others. Identifies leadership competences that needs improvement. Improves your productivity and work relationship with peers Honest and unbiased helpful feedback makes the quality of information is better Benefit to Employees
  • 15. Improves workplace morale and develops s culture of continuous performance improvement. Builds leadership and managerial capability Promotes constructive feedback and open communication Promotes change Embeds values and expected working competences Benefit to Organisation
  • 16. Drawback 360-Degree Appraisal Feedback/opinion could be dishonest, conflicting and void Feedbacks can be intimidating and one might feel attacked Combining all responses can be a complex system