The document discusses 360 degree performance appraisals. It describes the process, roles, and timeline. The key points are: 1. A 360 degree appraisal involves employees receiving anonymous feedback from supervisors, peers, direct reports, and others. An administrator sets up the process and questions. 2. Reviewers provide private feedback within a set timeline. Once completed, feedback is anonymously shared with the employee and optionally their supervisor. 3. The process aims to provide a more well-rounded and reliable assessment than traditional top-down evaluations alone. Setting clear expectations and timelines helps ensure effective implementation.

1. IP Rings Ltd., Maraimalainagar
360o
Appraisal
Documentation – Team 1
05-05-2015
S.Divya (divya.msecit@gmail.com)
T.Radhika (radhikathilak29@gmail.com)
K.M. Santhosini (santhoshinikm@gmail.com)

2. 360 DEGREE PERFORMANCE APPRAISAL
HUMAN RESOURCE MANAGEMENT
Human Resource management, in the sense of getting things done through people, is an
essential part of every manager’s responsibility, but many organizations find it
advantageous to establish a specialist division to provide an expert service dedicated to
ensuring that the human resource management is performed efficiently.
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
Following are the various functions of Human Resource Management that are essential for
the effective functioning of the organization:
1. Recruitment
2. Selection
3. Induction
4. Performance Appraisal
5. Training and Development
PERFORMANCE APPRAISAL SYSTEM
Performance Appraisal is the process of assessing the performance and progress of an
employee or a group of employees on a given job and his / their potential for future
development. It consists of all formal procedures used in the working organization to
evaluate personalities, contributions and potentials of employees. It is a systematic
examination of the strengths and weaknesses of an employee in terms of his job.

3. METHODS OF PERFORMANCE APPRAISAL
The above-mentioned list of major program pitfalls represents a formidable challenge,
even considering the available battery of appraisal techniques. But attempting to avoid
these pitfalls by doing away with appraisals themselves is like trying to solve the problems
of life by committing suicide. The more logical task is to identify those appraisal practices
that are (a) most likely to achieve a particular objective and (b) least vulnerable to the
obstacles.
Following are few appraisal systems.
GRAPHIC RATING SCALE
This technique may not yield the depth of an essay appraisal, but it is more consistent and
reliable. Typically, a graphic scale assesses an employee on the quality and quantity of his
work and on a variety of other factors that vary with the job but usually includes personal
traits like reliability and cooperation.
FIELD REVIEW
A member of the personnel or a central administrative staff meets with small groups of
raters from each supervisory unit and goes over each employee's rating with them to (a)
identify areas of inter-rater disagreement, (b) help the group arrive at a consensus, and (c)
determine that each rater conceives the established standards similarly.
FORCED-CHOICE RATING
Like the field review, this technique was developed to reduce bias and establish objective
standards of comparison between individuals, but it does not involve intervention by a
third party.
RANKING METHODS
For comparative purposes, particularly when it is necessary to compare people who work
for different supervisors, individual statements, ratings, or appraisal forms are not
particularly useful. Instead, it is necessary to recognize that comparisons involve an overall
subjective judgment to which a host of additional facts and impressions must somehow be

4. added. The two most effective methods are alternation ranking and paired comparison
ranking.
ALTERNATION RANKING
Ranking of employees from best to worst based on a trait(s) is another method for
evaluating employees. Since it is usually easier to distinguish between the worst and the
best employees than to rank them, the alternation ranking method is most popular. Here
subordinates to be rated are listed and the names of those not well enough to rank are
crossed. Then on a form, the employee who is highest on the characteristic being measured
and the one who is the lowest are indicated. Then choose the next highest and the next
lowest, alternating between highest and lowest until all the employees to be rated have
been ranked.
PAIRED-COMPARISON RANKING
This technique is probably just as accurate as alternation ranking and might be more so,
but with large number of employees it becomes extremely time consuming and
cumbersome. Both ranking techniques, particularly when combined with multiple
rankings, are among the best available for generating valid order-of-merit rankings for
salary administration purposes.
ESSAY APPRAISAL
In its simplest form, this technique asks the rater to write a paragraph or more covering an
individual's strengths, weaknesses, potential, and so on.
MANAGEMENT BY OBJECTIVES
To avoid, or to deal with, the feeling that they are being judged by unfairly high standards,
employees in some organizations are being asked to set - or help set - their own
performance goals.
360 DEGREE FEEDBACK
360 degree feedback which is also known as peer review means you can get feedback from
everyone around you: From your coworkers to your manager, also from your team
members, but even from more distant people like internal or external clients.

5. MULTIPLE PURPOSES OF PERFORMANCE ASSESSMENT
GENERAL APPLICATIONS SPECIFIC PURPOSE
Developmental uses
 Identification of individual needs.
 Performance feedback.
 Determining transfers and job
assignments.
 Identification of individual strengths
and developmental needs.
Administrative uses/decisions
 Salary.
 Promotion.
 Retention or termination.
 Recognition of individual
performances.
 Layoffs.
 Identification of poor performers.
Organizational maintenance/objectives
 HR planning.
 Determining organizational training
needs.
 Evaluation of organizational goals
 Achievement.
 Information for goal identification.
 Evaluation of HR systems.
Documentation
 Criteria for validation research.
 Documentation for HR decisions.
 Helping to meet legal requirements.

6. THE GENERAL WORKFLOW OF 360 DEGREE:
Step 1: An administrator creates a "360 feedback cycle" that holds the timeline, the
questions to ask, and anonymity settings. The admin also decides who gets reviewed.
It's entirely possible to create parallel cycles for different audiences, using different
settings and questions.
Step 2: The administrator triggers an email to let reviewers nominate who they want
feedback from. Reviewers log in and nominate their reviewers, and inform their
manager once they are done.
Step 3: Managers adjust and approve reviewers of their direct reports. Once approved,
reviewers get notified.
Step 4: Reviewers write their feedback. Nothing is delivered before the deadline
defined by the admin. Admins can easily remind those who are running late.
Step 5: Once the time is up, the feedback gets delivered to the intended recipients at
once. Based on the cycle settings, this could be the reviewers, or their managers, or
both. The feedback may get delivered in anonymized form or not, this also depends on
the cycle settings
APPRAISAL SYSTEM
THE OVERALL WORKFLOW
The Overall Workflow Feedback Cycle is a container for everyone's 360 degree reviews
which defines the timelines and what questions to ask. The flow is as follows
 Setup questions based on some criteria.
 Decide who gets reviewed and create a 360 degree for staff.
 External reviewers are selected on random bases.
 Every review made is private and not shared to other employees.

7. HR
ROLES IN THE PERFORMANCE APPRAISAL PROCESS
a) REVIEWER
Discuss with the reporting managers on the behavioral traits of all the employees
for whom he/she is the reviewer, where required, independently assess employees
for the said behavioral traits; such assessments might require collecting data
directly from other relevant employees
b) HOD
It presents the proposed Performance Rating for every employee of his/her function
to the Normalization committee. HOD also plays the role of a normalization
committee member. Owns the performance rating of every employee in the
department
SUPPORT
SELF
HOD
PEERS
USER

8. c) HR HEAD
HR head is usually a secretary to the normalization committee. Assists
HOD’s/Reporting Managers in communicating the performance rating of all the
employees
d) PEERS
Peers are in better position to evaluate certain facts of job performance which the
subordinates or supervisors cannot do. Such facts include contribution skills,
reliability and initiative.
e) SELF APPRAISAL
Employee himself or herself evaluates his or her own performance. On the positive
side it may be stated that in self-appraisal there is an opportunity to participate in
evaluation particularly if it is combine with goal setting
f) SUPPORT
Support involves other employees outside the normal feedback reviewer list which
is selected on random basis.
EMPLOYEE PERSPECTIVE
The performance review consists of your self-assessment, and your manager's assessment
of your work. Initially, everything you write is private. Nobody but you can see how you go
about it, not even HR, until you decide to share your self-assessment with your manager.
HR can define what questions to ask and total number of question. Each employee has
separate set of questioner according to their role in an organization. Each employee is
considered as an entity to provide feedback to several other employees. This makes 360
degree appraisal a reliable feedback approach.

9. MANAGER PERSPECTIVE
As a manager, you will have to be extra careful when sharing the feedback. Every single
word matters, so take your time. It's better to put a little extra time into crafting your
feedback carefully than to lose time and trust by offending an employee unintentionally. It's
easy to misinterpret the intention of hastily written text.
TIMELINE
You need to tell your employees what schedule you expect them to follow by setting due
dates for each step in the process: one date for completing written self-assessments and
second for signing reviews. We will always display the amount of time left before the next
milestone on the dashboard. The list is sorted alphabetically by manager followed by the
team members helps to easily keep track of the feedback process.
REMINDER
If a particular employee profile isn’t complete, a reminder notification is sent to other
employees by ‘invite’ option. This lets an employee to send quick automated notifications
to people who have fallen behind schedule.
STOPLIGHT COLOR-CODING
All the reviews start out red, turn yellow once writing is in progress, and become green
once it has been completed. After both parties have signed a review, they turn black and
white. The cycle will start out all red and gradually move through yellow and green until
finally all color is drained from the screen.

10. RATING REPORTS
If you use a "rating-based" approach, those numbers will also be displayed in the overview
table. Depending upon the rating reports, a graph is drawn to analyze employee
performance and areas of improvement.
REPRESENTATIONS
The collected reviews are the then represented in the form of charts and graphs which is
simpler to understand. Most common data representations are bar chart and pie chart. The
result of feedback can be portrayed in such pictorial representations to analyze
performance of employees and take necessary steps to improve performance.
FRAMEWORK OF THE SYSTEM
SAMPLING PLAN
 Sample Size = 1000 Employees
 Sample Area = IP Rings Ltd
 Duration = Two (2) Months
LAUNCH SURVEYS ON ANY EMPLOYEE
 HR department can launch surveys for all the employees.
 HR users can keep an eye on the whole process.
 He can choose to delegate that responsibilities to each manager.
 Managers can launch surveys and see survey results for their employees.
CUSTOMIZABLE QUESTIONNAIRES
 Questionnaires are based on some categories.
 Get started by selecting one from questionnaire gallery.

11. CUSTOMIZABLE EMAILS
 The process and expectation are clearly communicated to everyone in the
organization.
 Customizable emails allows to describing the process and adding links to external
resources.
AUTOMATED REMINDERS
 Get regular updates on the surveys launched.
 Employees get email reminders to ensure everyone gets the opportunity to provide
feedback.
 Everybody knows what to do next: employees and managers get email reminders
that guide them through the performance appraisal process.
DATA PRESENTATION AND ANALYSIS
 Members of the HR team can view participation levels and progress of the 360-
degree review process for the whole organization.
 Information is readily available in the user's dashboard.
1. Bar graphs
2. Pie Diagrams
3. Doughnuts
DYNAMIC & EASY TO UNDERSTAND REPORTS
 Results of your 360° feedback surveys are available online or in PDF format.
 Compare results with different departments and with surveys conducted in the past.
 Results are available in real-time, you do not need to wait for the report to be
generated.

12. MODULES
The modules were designed using Asp.net at the back end and HTML/CSS at the front end
and the employee database are to be fetched from the organization's server and integrated
with the developed system using ERP. The HR staff will carry on with the following task,
user will be notified by the email when it is time to get started. By clicking the link in the
email this takes the user straight into the 360 degree performance appraisal login page.
PAGE 1
The employee credentials such as employee email id and the password should be entered
to login to the next page.
PAGE 2

13. This is the index page where it is divided into many partitions as in the top left corner
shows the employee name and designation along with the overall percentage scored by the
employee.
Below the employee information there is a partition called sections where in it shows
different categories containing topics like (planning, delivering, analysis and decision
making, communication, self development, working with others, managing others and
leadership) it is designed in such a way that each category displays both the self and
reviewers points as percentage in bar graph.

14. Besides the sections pane there is pie chart which details about the scores obtained in each
categories as pie's along with the date and financial year. The self appraisal pie represents
the scores obtained in self also the obtained points out of overall points and the rating
percentage. Where the reviewers appraisal pie also represents the same details but the
appraisal is done from all degree by many users say (25 users).
There is a progress pane at the top right corner which represents the overall reviews
completed till that respective date and also the progress of the user in percentage.
Below the progress pane there is a dashboard displaying the employees whom the user
have appraised so far with their name, display picture, the number of questions answered

15. out of total questions and the points offered. And also there is a scroll available which list
other employees to be appraised so that the user can switch inside the list box. The time
the user finishes his feedback for others he could able to view his feedback this is defined
by the hr staff the same applies to other users.
At the bottom of the page there is a reminder where the user can invite the reviewers to
complete your feedback process by simply clicking on the arrow mark. All the related
information's are put into the same page to make things easier so there is no need of
leaving the page every time. Initially everything the user do is private not even hr can view
until the user decide to share the self assessment with the manager.
PAGE 3
This page is designed to give rating for an employee by answering some questions which
can be picked randomly from each topics. For instance consider the user giving feedback
for an employee "vishnupriyan" there are some set of questions displayed, which the user

16. can select randomly from the topics specified, by clicking on the radio buttons respective
to the rates. In the same manner all the questions are answered in each topics of the
sections so that the points are generated.
PAGE 4
This page displays the feedbacks obtained by the user from all the degrees . A table which is
partitioned into two parts first part represents the list of all the areas assessed and the
other side represents who are all the people assessed say (self, hod, subordinates, hr,
support, peers).
It gives the comparison of views between different levels of people in this table the user
can see if the people have agreed with the average amount of desired improvements. The
green represents small improvements to be taken in that particular area the amber
indicates the medium improvements and the red indicates the higher improvements to be
taken in the respected field. The detailed results can be seen in the next page.
PAGE 5
All the areas the user were assessed is shown in the table. The overall aggregate is
calculated and a bar graph has generated with the percentage value. So that the user may

17. know how much he has scored on the topics and how well he can improve again the green,
amber and red indicates small, medium and high improvements.
PAGE 6
This page gives a detailed summary of top strengths and areas to improve. Feedback was
provided for 30 different topics. The user can find the complete list of areas on the next
page in the form of report generation.

18. PAGE 7
This page is designed to show the final feedback report of the user. It displays percentages
and points obtained in each topics in all the sections as the bar graph. The desired
performance is then calculated as the score for total value minus the score for current
performance. An average gap of 1.5 or more is considered large, and an average gap of less
than 0.5 is considered small. And the sectional scores are aggregated as percentage as well
as the grand point for the individual user. Finally the report is generated for 30 topics in 8
sections.
CALCULATIONS
PERFORMANCE APPRAISAL
Employee carry out self appraisal for himself and other reviewers like
peers,hod,hr,subordinate etc do appraisal for other employees.

19. Section 1 Topic 1 Topic2 Topic3 Topic4
Section 2 Topic 1 Topic 2 Topic 3 Topic 4
Section 3 Topic 1 Topic 2 Topic 3 -
Section 4 Topic 1 Topic 2 Topic 3 -
Section 5 Topic 1 Topic 2 Topic 3 Topic 4
Section 6 Topic 1 Topic 2 Topic 3 Topic 4
Section 7 Topic 1 Topic 2 Topic 3 Topic 4
Section 8 Topic 1 Topic 2 Topic 3 Topic 4
Each sections contain 4 topics and some sections have 3 topics, totally there
are 30 topics in 8 sections.
SELF APPRAISAL
STEP 1: The user selects 20 questions randomly from allthe sections.
Each questionshave ratings (1,2,3,4,5).
1 - very poor 2-poor 3- average 4- good 5- exceptional
STEP 2:
maximum points for 20 questions : 5*20= 100
points obtained in each sections:
example: the rater has selected 2 questions from the topics of section 1, the
maximum points for 2 questions are 10 and he has obtained 8 out of 10.
Sectional score
Section1 = 8 /10
Section2 = 7/10
Section3 = 11 /15
Section4= 10 /15
Section5 = 5 /10

20. Section6 = 14 /20
Section7= 6 /10
Section8= 8 /10
Overall score : 69/100
Percentage= 69%
REVIEWERS APPRAISAL:
Raters/ reviewers Overall score
Hod 78/100
Hr 73/100
Manager 68/100
Peer 1 83/100
Peer 2 75/100
Subordinate 69/100
Support 70/100
Average = 78+73+68+83+75+69+70/7
= 516/7
= 73.7
Percentage= 73 %
Self appraisal Reviewers appraisal
69 % 73 %