The 360 degree feedback tool from research to practice


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The 360 Feedback tool used for performance appraisal. The presentation is highlighting the practice of the tool's usage in Canada.

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The 360 degree feedback tool from research to practice

  1. 1. + The 360 Degree Feedback Tool:From Research to Practice Assignment #2 Human Resource Management II Presented By: Colleen Connors, Nathalie Roder-Ross, Dmytro Jaremus, Mohab Labib; and Dawn Quintan
  2. 2. + What Is The… -Degree Tool ?  The 360 appraisal tool pools feedback from all the people an employee interacts with.  For example; Top Management, Manager, Reporting Employee, Coworkers, Other Departments, Client, Suppliers  It is feedback that comes from all around an employee.  “360” refers to 360 degrees of a circle; the incumbent being reviewed is at the center of this circle.
  3. 3. + Purpose of using the The primary objective’s of the 360 are to provide:  A comprehensive review of behavior and performance  Help to develop talents and competencies  Opportunities for further training and development  Assistance in determining performance and pay
  4. 4. + Contact: Charlotte Connelly Contact: Miranda Pawlett Position: Human Resource Position: Human Resource Director Coordinator
  5. 5. + 360  Our Research: Criteria should be focused on both core and developmental competencies. However, companies may differ on how they put this into practice.  @ Ziptrek: Various technology is used to come up with a predetermined set of competencies for each position. Competencies are then rated on a scale to ease evaluation process.  @ Mosaic: Focuses on competencies that are shared amongst each department.
  6. 6. + The Process  Our Research: Managers will provide the 360 feedback to employees once the results are gathered  @ Ziptrek: Employees and manager’s are given time to prepare for the feedback conversation.  @ Mosaic: Feedback is given formally, in quarterly reviews and Annual Performance Evaluations (APE’s), and informally when reviewing project results.
  7. 7. + Conducting a  Our Research: Make use of training, coaching, and periodically check-up of reaching developmental goals  @ Ziptrek: Quarterly reviews to determine progress in development plans. Coaches teamed with employees to help reach goals.  @ Mosaic: Quarterly reviews. Uses coaches, mentors, colleagues to help reach development plans.
  8. 8. + Factor: Research by Goldsmith and Holman (2005)illustrate the importance of the follow-up. Compare: “My Coworker Did No Follow-Up” 50% 40% Company A Company B 30% Company C 20% Company D 10% Company E 0% -3 -2 -1 0 1 2 3 Mean Leader Perceived Change
  9. 9. + Factor: With… “My Co-Worker Did Consistent or Periodic Follow- Up” 60% 50% Company A 40% Company B Company C 30% Company D 20% Company E 10% Mean Leader 0% -3 -2 -1 0 1 2 3 Perceived Change Adapted From Zenger and Folkman (2009)
  10. 10. + Measuring (return on investment)  Our Research: Use the 360 for other purposes (e.g. diagnostic of organizational climate, developing training programs for employees, leadership tool, etc.)  @ Ziptrek: Consistently update program based on employee/customer feedback.  @ Mosaic: Use as Transitional Documentation. Help to identify employee strengths, and provide focus for how to develop employees.
  11. 11. + Possible Constraints  Our Research: Avoid using the 360 to determine compensation, since bias is inherent in the system, and evaluations from raters can be inconsistent.  @ Ziptrek & Mosaic: Use 360 purely for developmental purposes. Other means of Evaluations already in place for appraisals. Respect Employee privacy, and discourage employees from attributing comments.
  12. 12. +  How the 360 operates is dependent upon the industry that employs it, and the length of time is has been used.  The 360 aims to engender a culture of continuous learning, whereby competencies are strengthened.  The Value of the tool can only be determined by the quality of the feedback (delivered through training) and the quality of the Follow-Up (delivered through development plans).
  13. 13. + Continued…  Tips For designing and implementing effective 360 Feedback Programs:  Anonymity – Respect the privacy of those involved  Assist – Use 360 for development purposes only  Focus - Limit the number of competencies to those shared by organization  Enhance – Identify each employee’s strengths and build them  Follow-though- – Pay attention to Feedback. Pay more attention to Follow-up.
  14. 14. + “When an individual can provide an extraordinary competency that an organization needs, the only other component that is required is passion.” - The Extraordinary Leader