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1. 360 performance appraisal
In this file, you can ref useful information about 360 performance appraisal such as 360
performance appraisal methods, 360 performance appraisal tips, 360 performance appraisal
forms, 360 performance appraisal phrases … If you need more assistant for 360 performance
appraisal, please leave your comment at the end of file.
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I. Contents of getting 360 performance appraisal
==================
It sounds like a good idea: Let's ask customers, colleagues, direct reports and managers to help
evaluate the effectiveness of every employee. A 360-degree approach: Who could argue with the
idea of drawing information from every direction? Yet HR experts caution companies to
consider carefully whether the use of 360-degree feedback is appropriate for performance
evaluation—especially when it impacts pay and promotion opportunities.
"This is something a company shouldn't rush in to," said Cheryl Steinbacher, SPHR, senior vice
president of human resources for Cardinal Bank in McLean, Va. "Using [360-degree feedback]
for evaluative purposes can be dangerous and has the potential to be destructive."
"I've seen departments blow up and employees leave companies because the 360 wasn't handled
properly," said leadership coach Alicia Arenas, SPHR, of Sanera in San Antonio, Texas. "360s
are most effective when they are used as a development tool, not a rating tool."
Such instruments "were extremely popular early on," said consultant Bettina Seidman in New
York City. "Later, they fell out of favor because of a lack of reliability and validity, among other
issues."
Advantages

2. There's no doubt that 360-degree rating provides a broader perspective on employees. "It frees
you as an individual and as an organization from being held hostage by the views of your
bosses," said 360 evaluator Bruce Sevy of PDI Ninth House in Minneapolis.
"It can be eye opening to see what others see," said Lynne Sarikas, director of the MBA Career
Center at Northeastern University in Boston.
"Especially when the boss is in another location and doesn't observe an employee's behavior,"
added Corliss McGinty, SPHR, of SoftSolutions Consulting in Greensboro, N.C. "It's really
valuable to get the perspective of customers and direct reports."
With a 360-degree review, "a strong performance in one area—customer service, for example—
might offset a marginal performance in another," said Timothy Wiedman, PHR, who teaches
management and HR at Doane College in Crete, Neb.
Common Mistakes in Execution
Some organizations that use 360-degree feedback fail at the planning and implementation stages.
Lori Dernavich, an HR consultant in Hoboken, N.J., said that too often "no one sits down to
discuss the particulars. … What competencies and skills [do we want] to review? Do we have
enough participants to maintain some level of anonymity among the reviewers?"
Lynda Zugec of The Workforce Consultants in New York City advises companies to ensure that
all raters can provide relevant feedback. "If an employee rarely deals with customers or clients, it
is unlikely that useful information will be obtained from customer or client ratings, and the
employee may be subjected to unfairly skewed assessments."
Once the assessments are collected, "Staff or their bosses focus too much on isolated pieces of
feedback as opposed to broad themes [from multiple respondents]," added Jon Picoult of
Watermark Consulting in Simsbury Conn. "Focusing on one-off comments can make the process
appear persecutory."
McGinty observed that managers "often look only at the last few months" of data.
"The worst offense is when a manager drops a report on someone's desk and says, 'Looks like
you're doing OK.' Or, 'You've got room to improve,' then walks away," said consultant Marion
Thier of Expanding Thought in Boulder, Colo. "That's inexcusable, and unfortunately, not
uncommon."

3. And, said consultant Dick Grote, author of the book How to be Good at Performance Appraisals
(Harvard Business Press, 2011), managers "do virtually nothing on the back end [to hold] people
accountable for doing something with the data they get."
Politics and Human Behavior
Grote said that applying 360-degree feedback to development or coaching "probably doesn't do
much harm," but when it's used for determining compensation and/or promotion, misleading
information might be provided "by the office screw-up who doesn't know anything anyway. And
also by the guy down the hall bucking for the same promotion I am [who] wants to put a dagger
in my ribs."
Agreed Sevy, "There's not any real check on what you say about me and I say about you. That's
what keeps 360 in the 'We won't use them for talent decisions' category."
To that, Grote added the possibility of "political coalitions. ... I'll scratch your back if you scratch
mine." Sevy acknowledged, "It's hard to be sure there aren't people collaborating" to produce
certain results.
Even if such corruption is not present, Sarikas said, "There may be highly specialized skills
involved that [raters] do not know or understand" and therefore the reviews don't "give a full
picture of performance."
Sevy cited a problem with "using people who are not trained observers of human behavior."
Thier added that 360s provide only "a snapshot. … Performance should be examined
continuously, and a 360 is usually focused at a point in time."
Moreover, cost is a factor. A 360 evaluation, Sevy said, might involve "you, your boss, three to
five peers and three to five direct reports. So for each employee that's eight people filling out
reports." He called it "report overload. The numbers of staff hours necessary to complete a staff
assessment are fairly staggering."
Morale, Denial and Rejection
Experts said 360-degree performance appraisals can damage morale.
Paula Soileau, a partner in affintus, a job-matching firm in Austin, Texas, was rated using a 360
appraisal when she was a manager for a nonprofit organization. "I was a top performer within my
organization, and it was difficult to not focus on the one or two people who gave negative

4. feedback rather than on all those who gave positive." Generally, she said, "People felt
demoralized after reviewing results. I never saw anyone feel better about their work or their
performance, even people who were very good performers."
Consultant Diane Foster, who conducts ratings for client companies, said employees will reject
feedback "if they disagree with the way that their behavior is described or if they feel … that
their peers are rating them unfavorably to get ahead themselves."
Echoed Grote, "The stronger the feedback, the higher the chances of rejections. That's the
opposite of what we want."
Beyond the Five-Point Rating Scale
"Some reviewers say they never give out fives because that means a person is perfect,"
Dernavich declared. "Other reviewers hand out fives with no problem. People define the scales
differently, and that skews the results."
That's why Grote advocates a simplified structure for questionnaires. "When the respondent is
going down the list, the response choices [should be] 'Do More,' 'Do Less' and 'Continue Just as
You Are.' " Not only does that take less time to fill out, he said, but also "the things that
consistently show up as 'More' and 'Less' are going to be highlighted."
Soileau said companies should provide an opportunity to ask questions of reviewers. "Often,"
she said, "the anonymity does not allow for that to happen."
"I've seen [the 360 approach to performance appraisal] used successfully, and I've seen it become
a black hole," Sarikas concluded. "It requires senior management support and a strong culture of
communication and trust. Without those things in place, it is doomed."
==================
III. Performance appraisal methods

5. 1.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
i. Employees are ranked according to their performance
levels.
ii. It is easier to rank the best and the worst employee.
Limitations of Ranking Method
i. The “whole man” is compared with another “whole man”
in this method. In practice, it is very difficult to compare
individuals possessing various individual traits.
ii. This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
iii. When a large number of employees are working, ranking
of individuals become a difficult issue.
iv. There is no systematic procedure for ranking individuals
in the organization. The ranking system does not eliminate
the possibility of snap judgements.
2. Rating Scale
Rating scales consists of several numerical scales
representing job related performance criterions such as
dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are
derived. Advantages – Adaptability, easy to use, low cost,
every type of job can be evaluated, large number of
employees covered, no formal training required.
Disadvantages – Rater’s biases

6. 3. Checklist method
Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages – economy, ease of administration, limited
training required, standardization. Disadvantages – Raters
biases, use of improper weighs by HR, does not allow
rater to give relative ratings
4. Critical Incidents Method
The approach is focused on certain critical behaviors of
employee that makes all the difference in the
performance. Supervisors as and when they occur record
such incidents. Advantages – Evaluations are based on
actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases,
chances of subordinate improvement are high.
Disadvantages – Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback
may be too much and may appear to be punishment.
5. Essay Method

7. In this method the rater writes down the employee
description in detail within a number of broad categories
like, overall impression of performance, promoteability
of employee, existing capabilities and qualifications of
performing jobs, strengths and weaknesses and training
needs of the employee. Advantage – It is extremely
useful in filing information gaps about the employees
that often occur in a better-structured checklist.
Disadvantages – It its highly dependent upon the writing
skills of rater and most of them are not good writers.
They may get confused success depends on the memory
power of raters.
6. Behaviorally Anchored Rating Scales
statements of effective and ineffective behaviors
determine the points. They are said to be
behaviorally anchored. The rater is supposed to
say, which behavior describes the employee
performance. Advantages – helps overcome rating
errors. Disadvantages – Suffers from distortions
inherent in most rating techniques.
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