This document discusses 360 degree feedback and TVRLS's approach to implementing it. Some key points: 1) TVRLS assists organizations in designing customized 360 degree feedback questionnaires, distributing them anonymously to assessors, analyzing the data to create feedback profiles, and providing workshops to deliver the feedback for development purposes. 2) 360 degree feedback provides a more objective view of one's strengths and areas for improvement from multiple perspectives, unlike traditional top-down feedback. 3) For individuals, it helps discover new competencies and potentials, and plan self-improvements. For organizations, it enhances leadership effectiveness and facilitates development of subordinates. 4) TVRLS has implemented 360 degree feedback for many

1. The Power of 360 Degree
Feedback
Seminar of Mumbai HRD Network
August 11, 2006

2. TVRLS
Session Plan
 360 DF – Our Approach
 How is it different from the west and what
advantages it has
 Our Experiences
 Individual benefits
 Organizational benefits
 World-wide Experiences
 Dos and Don’ts: Recommendations

3. TVRLS
The Johari Window
OPEN SELF BLIND SELF
HIDDEN SELF UNDISCOVERE
D
SELF
Self
Others
Known Unknown
U
K

4. TVRLS
Why 360 degree feedback…
 People often tell you what you would like
to hear not what they really feel
 This is more pronounced as you move
higher up “The higher you go the
lonelier it gets”
 Time spent on giving feedback to
individuals on their strengths and areas
of improvements is minimum and nil in
some cases
 Feedback if any is restricted (Boss to
Employee and one way.)

5. TVRLS
Why 360 degree feedback…
 A more objective feedback/true
feelings/perceptions are very important
 360 captures the chemistry one is generating at
the work place.
IT IS AN EFFECTIVE WAY TO ENHANCE ONES
MANAGERIAL AND LEADERHSIP
EFFECTIVENESS

6. TVRLS
What is 360 Degree Feedback
Internal
Customers
“Boss”
Peers
External
Customers
Team
Members
Self
Feedback
collected from
Using a specially
designed tool
Anonymously

7. TVRLS
Our 360 - Implementation Methodology
TVRLS assists
in design of
Questionnaire
Participants
identify their
respondents
Questionnaires
distributed to all
assessors

8. TVRLS
Questionnaires
distributed to all
assessors
Filled out
questionnaires mailed
directly to TVRLS
TVRLS analyzes data
to prepare feedback
profiles
Feedback given in
workshop
Used to prepare
Action plans for
improvements

9. TVRLS
Evolution of TVRLS Approach
 Early Influences
 Changing Teacher Behavior - ICMR
 Lab. in Entrepreneurial Motivation at IIMA
 SAFI Conceptualized at IIMA tried in BEML
 Feedback on Tools continued- FIRO, SRI, IA,
IPT, Work values, Leadership Styles
 Work with McClelland- Psychosocial Maturity
leading to Leadership styles questionnaire
 ISABS - T-group experiences

10. TVRLS
Evolution of TVRLS Approach
 First Use of Methodology
 Conceptualization at IIMA 1985
 Program on Leadership Styles and
Organizational effectiveness
 Three day workshop, registration three
months in advance, Participation surprises
 First Participants: Mr. Chugh. M. K. Agarwal,
Mr. Sinha, Mr. Harsh Mariwalla, Hrishikesh
Mafatlal etc
 PN Khandwalla’s Book

11. TVRLS
In-house Programs 1990-1995
 Discontinued at IIMA
 Logistic Issues
 Continued as an in-house program
 Tranpeck, Excel Industries, Mafatlal group
 Combined with Organizatioanl Climate
surveys
 Shared action Plans with experimentation

12. TVRLS
RSDQ Model
 First heard the term in 1995 Singapore
Conference
 Started new programs in 1996 with RSDQ model
 Roles
 Style
 Delegation
 Qualities
 Aditya Birla Group and Santrupt, ILFS early
starters

13. TVRLS
Benefits to Self
 Discover which of your competencies
(Comp +s and -s) are noticed by others
 Discover new competencies experienced
by others and bring them out more (Comp
+s) or eliminate (Comp –s)
 Plan for Undiscovered new Potential
 Comps valued by your organization
 Comps needed in changing world

14. TVRLS
CEO Strengths- Comp +s
 Self Assessment
 Detail oriented
 Fast/quick/accurate
analysis and decision
making if data available
 Good relations with people
 Hands on management
 Shows empathy/respect for
others
 Systematic and Organized
 Plans well
 Others Assessment
 Clear Vision
 Analytical skills
 Communication
skill/Listening skills
 Flexible nature
 Clarity of thought
 Innovativeness
 Fully involved in all matters
 IT and Number savvy
 Motivates people

15. TVRLS
CEO Comp -s
 Self Assessment
 Delays action if complete
data not available
 Feel and look very tense all
the time
 A Little risk averse
 Too patient and
understanding sometimes
 Communication unclear at
times
 Unable to effectively tackle
and bring difficult people in
line
 Others Assessment
 Does not Delegation
 Decision making- slow and
at times changes decisions
 Subordinate development
 Does not trust subordinates
 Over worked
 Gets carried away by a few
people
 Takes decision without
adequate consultation or
even involvement of
concerned persons

16. TVRLS
Organizational Benefits
 Leadership Development (Example; Zenger’s
study)
 Results
 Interpersonal and team Competence
 Innovativeness
 Initiative
 Performance Improvements
 Heightened Sensitivity to Colleagues
 Development of Juniors

17. TVRLS
Commonly Observed Changes
Delegation
Leadership styles- more developmental
Informality
More participative
More open and transparent
Reading and Listening
Communications have gone up
Investments on developing juniors gone up

18. TVRLS
Organizations Covered: Lat Few
years
 Reserve Bank of India
 Godfrey Philips
 Amway India (two Groups)
 Bosch Rexroth
 Alexandria Carbon Black (2nd Round)
 Infosys Leadership Institute
 Satyam
 Tata Interactive (2 Rounds)
 Tanishque
 Chinmaya Mission Schools
 Neterwala Group
 Gati (Third round)
 Astra Zenica
 Idea Cellular
 Sri Lankan..
 Indonesian..
 Delhi Public School
 CBSE Schools
 BAIF and other NGOs
 Dr. Reddy’s Laboratories
 NTPC
 ISB
 Indo-Gulf
 Aditya Birla Group
 Alexandria Carbon Black
 Interra Software
 National Stock Exchange
 Bajaj Auto
 Hindalco
 Wockhardt
 Bajaj Auto
 Fortis Health Care

19. TVRLS
Organizations Covered Earlier
 Bharati Enterprises
 Aditya Birla Group (several
Rounds)
 Taj Group (Two rounds)
 Titan (Two rounds)
 Dr. Reddy’s Laboratories (two
rounds)
 BHEL-GE
 Adani
 Nestle
 BEL (7 batches)
 ATE Enterprises
 Etc.
 Novell Software
 GVFL
 Kewalram Chanrai Group,
Nigeria
 Thai Carbon
 Gati
 Tata Cummins
 Wyeth
 Fulford
 Tata tea
 Tata Coffee
 TCI
 Etc.

20. TVRLS
What do Organizations Look for?
 Leadership Development
 Implementing their Leadership models--
reinforcing it
 Individual growth and development
 Competency building

21. TVRLS
Rarely or never for…
 Performance appraisals
 Rewards and recognition
 Collecting data on employees
 Succession planning
 Career development

22. TVRLS
Other Preferences and Objectives
 Organizational diagnosis tool
 Identify training and developmental needs
 Coach Assessees
 Use RSDQ models
 Develop tailor made tools
 Administer it externally
 HR is not yet ready to take it up

23. TVRLS
Our Experiences
 Tailor made tools are essential
 First administration to use elaborate tools
 Initiation session for all Assessors helps
 Feedback workshop to prepare candidates to
receive feedback essential
 360 Club experience shows that mailed
feedback is useful (NTPC Feedback)
 Three day workshops are most useful for
renewal
 One day workshops are the next best

24. TVRLS
Our Experiences
 Follow up is the weakest
 360 is a good OD tool
 organization-wide training needs can be identified
 organizational data not put to full use
 Follow up is the weakest
 Candidates are not actively taking charge of their
Development
 Dependence syndrome still persists highly in
Organizations
 Integrating with PMS and other HR practices is weak
 ROI remains individualized
 Scope for organizational ROI is immense

25. TVRLS
World Scenario
 Published literature indicates that leading
multinational companies have overwhelmingly
adopted 360 DF (corporate leadership
Council, 2003)
 In 1994 only 22 of the most admired
companies used 360 DF by 1996 itself it has
become a universal
 British Telecom, FedEx, Shell, Xerox etc,
invest heavily on 360 DF to ensure that
company executives are evaluated against
same leadership vision

26. TVRLS
Varied uses of 360 DF
 Lepsinger and Lucia found the following
four types of uses
 Management and Organization development –
58%
 Performance Appraisal – 25%
 Support strategic Implementation and culture
– 20%
 Team development – 19%

27. TVRLS
Varied uses of 360 DF
 Teams International study of 97 HR
Managers found that
 24% use for Performance appraisal
 33% Intend to use for compensation in near
future
 If it ahs to work for performance and
compensation
 Should be credible and fair as seen by the
participants

28. TVRLS
Varied uses of 360 DF
 CCL, North Carolina requires that the client sign
a statement stipulating that the feedback will
not be used of determining pay, promotion, or
termination.
 Reasons
 Promotes generalizations as the tools are not
customized for each individual
 Decreases validity of rater response
 Undermines the trust in the process
 Renders assessment system invalid

29. TVRLS
360 In Fortune 500
 Reasons for 360
 Shrinking talent pools
 Dearth for Leadership
 85% of Fortune 500 note inadequate number of
global leaders

30. TVRLS
Negative Consequences
 Align inter-employee relations in flatter
organizations
 Negative consequences could result from
incorrectly developed assessment
programs
 Watson Wyatt’s Human Capital Index
associates 360 with 10% decrease in share
holder value

31. TVRLS
Negative Consequences
 Fifty percent of companies that had
implemented 360 in 1997 have removed it
because of negative attitudes from employees
and inflated ratings (Academy of Management
Executive article)
 Published discourages the use of 360 as a
performance appraisal tool

32. TVRLS
Our Suggestions for Future
 Develop tailor made tools
 RSDQ models are well suited for India
 Use in-house teams to follow through
 Decentralize the administration of 360 Feedback
 Build in-house capabilities
 Build internal coaches
 Use this to build in-house coaching skills
 Use this as an OD intervention
 Combine 360 Feedback with Climate surveys and
integrate

33. TVRLS
Where do we Go from Here?
 First round
 comprehensive tool
 Developmental
 No organizational sharing
 Second round
 Shorter and sharpened tool
 Share select data with seniors and HR
 Link formally to developmental plans
 Third round
 Institutionalize
 Keep changing the tool
 Keep collecting the data
 Use it for succession planning career planning and coaching

34. TVRLS
Where do we go From here?
 Build in-house competencies to be coaches
 Build In-house competencies to administer and
manage 360 process
 Keep developing and sharpening the 360
Instruments
 Keep trying out new tools
 Make development Fun
 Use it with other HR interventions
 Follow up with training programmes
 Keep evaluating ROI for individuals as well as
the team and organization

35. TVRLS
Where do we go from Here?
Process
 Start with the top
 Most useful for new comers
 Extend it to all supervisory categories
 Make it mandatory for every new comer and new joiner
in a new role to seek 360 Feedback within 5-6 months of
joining
 Don’t ever link it with Rewards or pay scales- it will finish
360
 Integrate into PMS at the discretion of the employee
 Suggest and not insist
 Eventually move to a web based or Intranet based
administration

36. TVRLS
Where do we go from here? Tools
 Choose a most appropriate tool
 Develop in-house tools
 Make them shorter
 Use a variety
 Encourage exploring all dimensions of behavior
 Move from general to specific
 Encourage individuals to construct their own
 Open ended feedback is the most powerful and continue
to include
 Don’t ignore styles. They seem to make or mar
leadership impact

37. TVRLS
Where do we go from Here? Follow
up
 Follow up is organizational responsibility
 HR or the CEO or a Task force should take the responsibility
 Insist on Insights and Development plans
 There is always a sharable part of the 360- get this
shared
 Make the outcomes of 360 a conversation point in the
company
 Help Assessees to initiate and have dialogues with
Juniors, Seniors and Internal customers
 Take the help of external facilitators if needed
 Share Organizational data
 Link with development Initiatives and specially training

38. TVRLS
Where do we go from here?
Coaching
 Provide for coaching a few days after the
feedback
 Develop in-house coaches
 Plan for at least two sessions of coaching
after the first feedback and preferably
three the third one to close

39. TVRLS
What can we expect out of 360?
Finally
 Intellectual Capital Building
 Leadership Building
 High energy levels
 More conversation points
 Enhanced process orientation
 Leadership sensitivity and Better leadership styles
 Eventually more employee retention
 High energies at work place and more challenges
perceived to be faced
 Better performance

40. TVRLS
Impact of 360 needs an Eye to
Observe and sensitivity to
experience. They take time to get
reflected in the balance sheet but
they will get reflected as that is
how the Intellectual capital of a
firm gets built.

41. TVRLS

42. TVRLS
Leadership
 The essence of leadership cannot be
reduced to a series of personal attributes
nor confined to a set of particular roles or
activities. It is like the challenge of
describing a bowl in terms of the clay from
which it is made. The true picture must
include the hollow that is carved into the
clay- the unseen space that defines the
bowl’s shape and capacity

43. TVRLS
Parable of Leadership: HBR 92
 King Tsáo sent his son prince Tai to the temple
to study under great master Pan Ku.
The master asked the boy to go to the forest
and after a year describe all that he could hear
The Prince Tai returned he described:…
Master “I could hear the cuckoos sing, the
leaves rustle, the hummingbirds hum, the
crickets chirp, the grass blow, the bees buzz,
and the wind whisper and holler.”

44. TVRLS
Parable of Leadership
 When the prince finished the master asked him
to go back to the forest and listen to what more
he could hear.

45. TVRLS
Parable of Leadership
 For days and nights the prince sat alone in the
forest and heard no other sounds than what he
already heard. One morning when he sat
beneath the trees he started to discern the
sounds he unlike those he heard before. These
must be the sounds the master wanted me to
discern.

46. TVRLS
Parable of Leadership
 He reported back to the Master, “ Master when I
listened very closely, I could hear the unheard.
The sound of the flowers opening, the sound of
the sun warming the earth, and the sound of the
grass drinking the morning due “

47. TVRLS
Parable of Leadership
 To hear the unheard is a necessary discipline to
be a good ruler. For only when the ruler has
learned to listen closely to the people’s hearts,
hearing their feelings un communicated, pains
unexpressed, and complaints not spoken, can he
hope to inspire the confidence in his people.
Understand when something is wrong and meet
the true needs of the citizens.

48. TVRLS
Thank you