The document discusses 360 degree performance appraisals. It begins by describing a scenario where an employee, David Kyle, feels he received an unfair performance rating from his supervisor. It then provides background on performance appraisals and describes traditional and modern appraisal methods, focusing on 360 degree feedback. 360 degree feedback involves an employee receiving ratings from their supervisor, peers, subordinates, and sometimes customers or other external stakeholders. The document discusses examples of companies using 360 degree feedback, like Aricent and HCL, and how HCL structures their 360 degree process to provide confidential and developmental feedback.

1. 360 Degree
Performance
Appraisal
By
Shourya Goel (13/ICS/052)
Shubham Maheshwari (13/ICS/055)

2. Contents
• Introduction
• Performance Appraisal
• Various Methods used
• Traditional Method of Appraisal
• 360 Degree Appraisal
• Objective of 360 degree Feedback
• 360 degree appraisal at Aricent
• 360 degree check in HCL

3. Introduction
Look at a dialog between two colleagues of an organization after the performance
appraisals are over.
David Kyle
I think our supervisor is
biased against me.
Why do you
think that?
David Kyle
I have performed very well throughout the
year, yet he has not given me the correct
rating. He rated me as ‘satisfactory’.
DavidKyle
I wish the rating was done
by many people who know
me and my work, apart
from our supervisor.
Yes, he does
tend to under-
rate people he
doesn’t like.
DavidKyle
I did but I am not
satisfied with his
explanation.
So, didn’t you discuss
with him in the
feedback interview?

4. Performance Appraisal
• Performance appraisals are essential for the
effective management and evaluation of staff.
• Appraisals help develop individuals, improve
organizational performance, and feed into
business planning.
• Essential for career and succession planning.
• Provide a formal, recorded, regular review of an
individual's performance, and a plan for future
development.

5. Various Methods Used
Performance Appraisal
*Straight Ranking Method
*Essay Appraisal Method
*Paired Comparison
Method
*Critical Incident Method
*Field Review
*Checklist Method
*Graphic Rating Scale
*Forced Distribution
*MBO.
*360 ̊ Method.
*Assessment Centres.
*Behaviourally Anchored.
Rating Scale.
*Human Resource
Accounting.
Traditional Methods Modern Methods

6. Traditional Methods of Performance
Appraisal.
• Graphic Rating Scales: This is the oldest and most
widely method used for performance appraisal. The
scales may specify five points, so a factor such as job
knowledge might be rated 1 (poorly informed about
work duties) to 5 (has complete mastery of all phases
of the job).

7. Table: Typical Graphic Rating Scale
Employee Name................... Job title .................
Department ......................... Rate ...............
Data ..................................

8. Ranking Method
• This is one of the oldest and simplest
techniques of performance appraisal. In this
method, the appraiser ranks the employees
from the best to the poorest on the basis of
their overall performance. It is quite useful for
a comparative evaluation.

10. Paired Comparison Method
• A better technique of comparison than the straight
ranking method, this method compares each
employee with all others in the group, one at a time.
After all the comparisons on the basis of the overall
comparisons, the employees are given the final
rankings.

11. Modern Methods

12. MBO
A process whereby the superior and
subordinates of the organization jointly
identify its common objectives, define each
individual’s major areas of responsibility.
1. Establishment of Goals
2. Setting the performance standard
3. Actual level of job attainment is compared
with the goals agreed upon.
4. Establishing new goals and new strategies for
goals not previously attained.

13. PSYCHOLOGICAL APPRAISALS:
When psychologists are used for evaluations, they
asses an individual’s potential. The appraisal consists
of in-depth interviews, psychological tests,
discussions with supervisors and a review of other
evaluations.

14. Assessment Centre
• This not a technique of performance appraisal by
itself. In fact, this is a system or organization where
assessment of several individual is done by experts
by using various techniques. These techniques used
role playing, case studies etc.

15. 360 DEGREE
FEEDBACK

16. What is 360 Degree Appraisal?
• A process where by an employee is assessed periodically by a
number of assessors including his/her boss, subordinates,
peers, internal and external customers.
• Candidates own feedback is also taken and used to draw
conclusions between his/her rating and ratings given to
him/her by assessors.
• Usually this is done annually at many organizations.

17. • platform for the employees to give and receive feedback from
other employees of the organization.
• Allows Employees to understand perception about others.
• Enable employees to identify strength and development areas
so that corrective action can be taken.

18. Who Should Do the Appraising?
A few of the suitable people who can carry out the appraisals are as follows:
360-Degree
Feedback
Immediate
supervisor
Peers
Rating
committees
Self-ratings
Subordinates
All of the above listed people should carry out the appraisal.

19. Some Examples
•Wipro Technologies
•Aricent
•NIIT
•HCL

20. 360 DEGREE APPRAISAL
AT ARICENT
• feedback was highly confidential
• individual chose the people from whom to get the
feedback
• the feedback was directly mailed to a third party
consultant in order to maintain a high level of
confidentiality.

21. 360-Degree Feedback in
HCL
•At HCL this tool is used for middle level and senior level
managers
•HCL uses Gartner’s competency model to get feedback on
technical, business and behavioral dimensions of an
employee
•HCL has identified 8 parameters which are mapped to 22 of
Gartner’s competencies
•5 parameters are people oriented mapped to 11
competencies and 3 parameters are task oriented mapped to
11 competencies

22. •The feedback taken from various sources is aggregated under
each head i.e. peers, reporting manager, direct reports etc
•. All these reports enable an employee to share his/her
feedback with his/her manager and develop an Individual
Development Program (IDP)
•HCL’s unique initiative of building a democratic and employee
centric organization incorporates features like Smart service
desk, U&I Initiative ,Directions, iGen, innovate@HCL etc.
•HCL Technologies believes in inverting the organizational
pyramid such that the managers feel responsible and
accountable for the growth and development of employees and
enable them to create value for the customers

23. Feed-back Receivers
• Manager (in organization for more than 6 months)
• My employee first leader
• My Enabling function manager (manager in any of the identified
enabling functions and in the band E-3 and above).

24. • Self
• Reporting Manager
• Immediate Reportees
• Peers
• Happy Feet (One can rate any manager in the organization
with whom he or she may have worked or interacted)

25. the number of managers who received feedback increased from
26.37% in 2006 to 83.94% in 2008, which is an indication of
increased participation of employees in the process.

26. RATING SCALE WITH DESCRPITORS
This is depicted through a spider web diagram containing a
comparison between self rating & an average of all other ratings
(RM/Peer, Direct Report, and Happy feet) in each of the identified
8 parameters.

27. • Spider Web Report
facilitates a comparison between self and the total average
score (RM/Peer, Reportees, and Happy feet).
• Executive Summary Report
indicates the average scores in RM/Peer, Self, Reportees, Happy
feet and total average in 8 HCL competencies.
• Skill Set Analysis
gives a detailed description of the scores received in each of the
22 competencies
• Developmental Summary
Which contains strength and development areas.

28. According to Vineet Nayar(former CEO), they have done the
following things:
• Making it Open:
• Making it confidential :
• Making it purely developmental :
• Making it actionable
• Making it democratic

29. Thank You