360 degree feedback system

1. By
Abrity Bhattacharya
Roll no. 01

6. The 360 degree evaluation process provides information to
an employee from multiple sources
- a circle of stakeholders –
peers – supervisor – direct reports – higher mg levels –
internal customers – external customers – vendors –
consultants –others
= “360”.
 Peers and direct reports: will see how things are going
+
Supervisor: will see what is being done
=
The 360 provides a way to integrate the two views

10.  This is the first evaluation given
 Usually just a paper that is given to employee and handed in to
HR
 The form will contain questions that foster honest feedback
 They try to see themselves as others do
 This sets up a positive meeting with the manager
Why?
 Because the manager will tend to evaluate better than an
employee will

11.  The Second Step of the process
 The supervisor looks at the employee as unbiased as
possible
 It is key to not allow personal issues to block honest
feedback
 Even if the manager is biased the 360 method tends to
account for it and will even it out
 Tardiness, work ethic, creativeness, etc are all taken into
account from the managers perspective

12.  Third Step
 5 evaluations are usually collected
 Information tends to be very accurate
 Biases are kept to a minimum as long as confidentiality is
maintained
 Creates a picture for the employee being evaluated that is
• From other’s perspective
• Honest
• Eye opening
• Surprising
• Helpful
• Probably most accurate and truthful

13.  Final Step
 Given by those under the employee
 Sometimes it is shown that words and actions are not
necessarily matching up
 Most helpful step for managers
 Can come from
• Customers
• Suppliers
• Anyone under the employee
 Extremely honest because of the distance that is sometimes
here for this report

14.  Clarity about the ultimate goal of the appraisal
process.
 Clarity about purpose & process (strategic
mission).
 Trust - the MOST important element – runs
through everything
 Consistency in methodology.

15. • The purpose of doing 360 must be clearly
defined
• If the mission is to develop and grow all
employees must know that it is all for everyone's
improvement
• If communication breaks down employees could
fear everyone attacking them in the evaluations

17. To ensure that the performance appraisal system does
not violate principles of fair employment practices:
 Job related performance standards
 Provide employees with a written copy of the
standards before the appraisal
 Standards must be based on observable or
measurable behaviour
 Train the raters
 Provide feedback
 Implement an appeal system to settle
disagreements

18. • Ask for self assessment
• Invite participation
• Express appreciation
• Minimize criticism
• Change behavior, not the person
• Focus on solving problems
• Be supportive
• Establish goals
• Follow up day-to-day

19.  Identifies your strengths and weaknesses from
the perspective of others.
 Improves your productivity and work
relationships with those around you.
 Improves workplace morale.
 Provides a means to identify leadership
competencies that need improvement.
 Serves as a training needs assessment.

20. Jobs are many sided
Employees have to pick up more
responsibilities
Efficiency is becoming more important
This system delivers great suggestions

21.  With the large numbers of employees there is a
lot of information to keep track of
 Employee Management Software is being used
• It keeps track of trends
• Ensures secrecy for comments
• Gives the results quickly

22.  360 feedback measures behaviors and competencies.
 360 assessments provide feedback on how others
perceive an employee.
 360 feedback addresses skills such as listening,
planning, and goal-setting .
 A 360 evaluation focuses on subjective areas such as
teamwork, character, and leadership effectiveness

23.  360 feedback is not a way to measure employee
performance objectives (MBOs)
 360 feedback is not a way to determine whether an
employee is meeting basic job requirements
 360 feedback is not focused on basic technical or job-
specific skills

24.  More comprehensive system because responses are gathered
from multiple perspectives
 Confidential input from many people of how an employee fares in
his job.
 Feedback from peers and others may increase employee self-
development
 It may lessen prejudices because the feedback comes from more
people, not just one person
 Quality of information is better
 It complements TQM initiatives by emphasizing internal/external
customers and teams
 It helps employees in seeing themselves as others see them

26.  The system is helpful to the supervisor as :
• Accurate assessment.
• Eliminate accusations of favoritism.
• Provides greater Objectivity.

27.  360 performance rating system is not a validated
or corroborated technique for Performance
appraisal.
With the increase in the number of raters from one
to five (commonly), it become difficult to separate,
calculate and eliminate personal biasness and
differences.
It is often time consuming and difficult to analyze
the information gathered.
 The results can be manipulated by the employees
towards their desired ratings with the help of the
raters.

28.  The 360 degree appraisal mechanism can have a
adversely effect on the motivation and the
performance of the employees.
 360 degree feedback – as a process requires
commitment of top management and the HR,
resources(time, financial resources etc), planned
implementation and follow up.
 360 degree feedback can be adversely affected by
the customers perception of the organization and
their incomplete knowledge about the process and
the clarity of the process.
 Often, the process suffers because of the lack of
knowledge on the part of the participants or the
raters.

29. Maruti adopts 360 degree appraisal:
http://www.thehindubusinessline.com/todays-
paper/maruti-adopts-360-degree-appraisal-
system/article1648522.ece

30. Sample question:
Sample report: