The document discusses 360 degree feedback as a performance appraisal tool. 360 degree feedback involves collecting feedback about an employee from peers, managers, direct reports, and customers. This provides a more well-rounded view of performance compared to evaluations only from supervisors. The document outlines some benefits of 360 degree feedback such as facilitating self-development and strengthening responsibility. It also discusses some common mistakes like not having a clear purpose or compromising confidentiality and provides solutions to address these issues.

1. TIMES ASCENT ARTICLE
“ THE BETTER FORM OF APPRAISAL”
PRESENTED BY;
AJMAL ALI S
MBA SEC “A”
ROL NO 009
HUMAN CAPITAL MANAGEMENT
UNDER THE GUIDANCE OF DR.IRSHAD NAZEER

2.  Performance appraisal – method by which the
performance of an employee is evaluated.
 THINK APPRAISALS ARE DONE ONLY BY THE
BOSS?
 360 degree feedback is one of the tools, which
measures the social perception of daily work by
taking input from all the stakeholders.
 the stakeholders include peers, managers,
customers and superiors.
 It was first introduced by the Russian army in the
world war II.

3. 360 DEGREE FEEDBACK

4. 360 DEGREE FEEDBACK
 The goal of the 360degree feedback is to give the
evaluated person a chance for self-development.
 The 360degree feedback as a tool strengthens the
feeling of responsibility, both within the appraise and the
appraising person.
 Traditional performance management systems fail to
bring in transparency to the performance criterion.
 The first step is to define the criterion that forms the basis
of survey questionnaire.

5.  360degree feedback makes sure that performance
evaluation includes the feedback from the customer.
 Helps them to define what can be done to improve
customer value proposition.

6. COMMON MISTAKES AND SOLUTION AS AN HR
MANAGER
 Having no clear Purpose:
Lack of a clear purpose – The feedback doesn’t address
an organizational performance issue or strategic need –
it’s being done because it’s the latest management trend
– because a senior manager thinks it’s a good idea, or
word-class organizations are doing it.
Solution :
They should be designed and implemented to address
specific business and strategic needs. Whatever the
needs, it’s important to have a clear and well-defined
understanding why the organization is undertaking it.
It's also a poor idea to use 360 feedback just because
other organizations are doing it

7.  Using it as a substitute:
It’s not uncommon to hear managers murmuring, “If I
only had an objective way to deliver constructive
feedback to employees, I’d be able to manage their
performance better.”
Solution:
When you see managers substituting 360-degree
performance improvement tool, call it to their attention.
Be sure not to collude with them. Ideally a training or
performance improvement consultant can encourage
managers

8.  Compromising confidentiality:
Multi-rater feedback is based on the idea that people can
feel safe providing anonymous feedback. It can be a
death knell if confidentiality or anonymity is compromised
or if there’s the perception that it has been compromised.
Solution:
At the outset, nail down which data is confidential.
Communicate those decisions clearly. People need to
know exactly what will be reported to whom, if they’re to
speak freely.

9.  Not making clear the feedback’s use:
it can cause great confusion if you don’t make sure
people know whether the feedback will be used for
evaluation or development purposes.
Solution:
If you decide to use it for development purposes, be sure
to make that clear. If you decide to use it for evaluative
purposes, start slowly and move gradually.

10. CONCLUSION
 By this presentation we came to know something
about 360 degree feedback and appraisal.
 Extensive workshops and communication are the
building blocks of a good 360 degree program.
 The tool should not be selectively used with one
group.
 It should be simultaneously introduced across
levels, so that one group is not targeted by the
feedback.
 A regular update keeps the participants committed
to the program.
 It should be ensure that the confidentiality of the
respondents is maintained.