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360-DEGREE FEEDBACK
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Background Contemporary 360-degree methods have roots as early as the 1940s
360-degree performance appraisal has historical roots within a
military context.
During the 1950s and 1960s this trend continued in the United Stateswithin the Military service academies.
At the United States Naval Academy at Annapolis, the midshipmen
used a multi-source process called peer grease to evaluate the
leadership skills of their classmates.
During the 1960s and 1970s, organizations like Bank of America,
United Airlines, Bell Labs, Disney, Federal Express, Nestle, and RCA
experimented with multi-source feedback in a variety of measurement
situations.
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What is 360-degree feedback?
A gift - a chance
to see ourselves
as others see us
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The Concept
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360-Degree Feedback
Provides performance data from multiple points
of reference
Like a compass, it is a navigational tool
More powerful, reliable and accurate as
compared to traditional, single source feedback
processes
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The feedback tends to not only be more
balanced, but harder to dismiss due to its'
broader range of input
360 feedback answers three basic questions:
Why should I improve my performance?
What do I need to improve?
How can I improve?
360-Degree Feedback
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Behaviour & Results
Poor job fit?
New to job?
Lacks technical
skills?
The Keepers
What are you doing to
retain them?
How much longer can
you carry them?
Development?
Why is this group so hard
to deal with?
Results
(what)
Behaviour
(how)
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FORMAL INFORMAL
Courses
Education
Distance Learning
Coaching
360-Feedback
Mentoring
Job Enrichment
Job Rotation
Job Transfer
Individual & Team
Assignments
Teaching Others
Networking
Style Assessments
TRAINING
EXPERIENCE
Options For Development
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ExternalColleagues/CustomersPerception
InternalColleagues /
PeersPerception
Direct ReportsPerception
ManagersPerception
Strengths anddevelopmentopportunities
How leadershipbehaviour impacts
on others
Performance againstbusiness
competencies
Comparison of selfperceptions againstthose of others
Feedback Input & ReportOutputs
360 D F db k
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360 Degree Feedback:
What is and isnt it?
Combining meaningful observations fromothers in the form of feedback.
It is multi-directional.
It is also self assessment.
Other names
Multi-rater feedback
Multi-source feedback Full-circle appraisal
Group performance review
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360-Degree Feedback
Provides well rounded feedback. It is not just feedback
from the supervisor.
Reduces opportunity for the halo or horn affect.
Helps team members work more effectively together.
A great way to understand organizational needs.
Helps identify developmental needs.
IS NOT AN EVALUATION
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So, why do it?
Because without feedback:
How would we know if we need to
change?
How do we know if our team is truly
effective?
It is difficult to assess the quality ofleadership.
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Not just a performance system
360-degree feedback should be
regarded as an organizational process
rather than a mechanical tool.
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How its being used .
Leadership development programs.
Voluntary feedback Team assessments
Organisational Change
Assessment of training needs Assist performance management
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What does it measure?
Self Development
Communication Skills
Emotional Intelligence
Personal Effectiveness
Creative/ Innovative
Thinking
Leader People Managing Teams
Presenting Information
Influencing Others
The skills and behaviours we expect of our Leaders/
managers.
These could include: Managing and Leading
Change
Commercial Awareness Coaching and Developing
Others
Building Relationships
Strategic Thinking
Developing the Organisation
Managing Performance
Business Skills
Personal Brand
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Four Kinds of Feedback
Known areas of strength.
New areas of strength. Known areas for development.
New areas for development.
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Benefits
For the organisation:
Promotes constructive feedback and open
communication
Develops a culture of continuous performanceimprovement
Builds leadership/ managerial capability
Embeds values and expected working competencies Can be a powerful trigger for change
Provides feedback about leadership and
management strength
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Benefits
For the individual:
Increased self-awareness
Discovering the blind spots
Understanding the strengths and opportunities for
development
Taking ownership and control of own development
Helps managers to know how to get it right
Pitf ll
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Pitfalls
When used in lieu of performance management,
When laid on supervisors ..
When requested of skeptical employees, ..
When not connected to organizational or leadership
strategy, .
When respondents dont know how to provide constructive
feedback, ..
When there is insufficient information, ..
When the focus is on the negative,
When there is workplace overload, ..
When implemented as fad without systemic support .
When there is unethical behaviour in the organisation.
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A typical feedback process
Setup Development
Orientation Reassessment
Assessment Interpretation & Planning
Scoring and Reporting
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Step 2 Provider:
Invites responders
Collates feedback Chases poor
responders
Produces report
How does it work?
Step 1 Participant:
Identifies who theywant feedback from
Completes a Self
Report
Step 3 Participant:
Receives report 4weeks later
ReviewsFeedback, drawsconclusions andproduces aDevelopment Plan
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Strategies for Success
Don't force it on people
Explain what it is, what it does, how it's used, and its'
benefits to all concerned, continually
Emphasize confidentiality
Disconnect it from any compensation decisions (raises,bonuses, etc.) - make it developmental
Provide information on its purpose and process to
assessors
Conduct structured feedback workshops for feedbackrecipients
Spend time with those people having difficulty with their
feedback
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Strategies for Success (Contd)
Know the instrument you're using thoroughly Provide seamless coordination and support for
distributing and collecting the assessment instruments
Be trained in how to facilitate a 360 process. There'smore to it than meets the eye.
Align your 360 process with the organization's culture,
procedures, and practices. Support and reinforce it.
Make sure your vendor provides back-up support in case
problems occur with the instruments or the process
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Summary
If implemented with care and training, 360
degree feedback can be a powerful tool in
performance management.
It can greatly aid in promoting individual and
organizational growth.
If done haphazardly, this form of feedback
can be a disaster, taking years to recover.
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Can I Do 270 Degree
Feedback?
Yes, you can ask for feedback in selected
areas without hurting the integrity of the
360 degree principle.
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Why are Companies not
adopting 360 degree approach?
It is time consuming
Emotional attachment in peers leads to no
proper response.
Appraisees are not ready to take feedback
In our culture we don't disrespect elders, thus
subordinates never provide negative results.
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360 DEGREEPERFORMANCE APPRAISAL
An outlook
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Purposes of Appraisal
Evaluate recent performance +
Formulate job improvement plan +
Identify problems/opportunities in the job +
Improve communication +
Provide feedback on job performance +
Identify training & development needs +
A rationale for salary review -
Promotion possibilities -
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Appraisal Styles
Tell
Tell & sell
Tell & listen Problem-solving
Tells &sells &listens &shares
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The Appraisers
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SuperiorsSUPERIORS
Its Contribution:
The 1st line supervisor is often in the best
position to effectively carry out the full
cycle of performance management.
The supervisor may also have the
broadest perspective on the work
requirements and be able to take into
account shifts in those requirements.
Cautions to be addressed:
Superiors should be able to observe and measure all
facets of the work to make a fair evaluation. Supervisors should be trained. They should be
capable of coaching and developing employees as
well as planning and evaluating their performance.
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The developmental focus of self-assessment is a key
factor.
Self-ratings contribute to a great or very great extentto fair and well-rounded PA.
Self-appraisals are particularly valuable in situations
where the supervisor cannot readily observe the work
behaviors and task outcomes.
SelfIts Contribution: Cautions to be addressed:
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Self-ratings tend to be consistently higher. Thisdiscrepancy can lead to defensiveness and alienation if
supervisors do not use good feedback skills.
Sometimes self-ratings can be lower than others. Insuch situations, employees tend to be self-demeaning
and may feel intimidated and put on the spot.
Self-ratings should focus on the appraisal ofperformance elements, not on the summary level
determination.
SelfCautions to be addressed:
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PeersIts Contribution:
Employees resent making the boss look good as opposed tomeeting the units goals.
Peer ratings have been an excellent predictors of futureperformance and mannerofperformance.
Multiple raters in the peer dimension tends to average out thepossible biases of any one member of the group of raters.
In case of self-directed teams, peer evaluations are central
input to the formal appraisal because the supervisor is notdirectly involved in the day-to-day activities of the team.
Peer feedback can help move the supervisor into a coachingrole rather than a purely judging role.
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PeersCautions to be addressed:
Peer evaluations appropriate for developmental purposes - to
emphasize them for pay, promotion, or job retention purposesmay not be prudent always.
Generally, the identities of the raters should be kept confidential
to assure honest feedback.
It is essential that the peer evaluators be very familiar with theteam members tasks and responsibilities.
The use of peer evaluations can be very time consuming. When
used in PA, the data would have to be collected several times a
year in order to include the results in progress reviews. Depending on the culture of the organization, peer ratings have
the potential for creating tension and breakdown rather than
fostering cooperation and support.
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Gives supervisors a more comprehensive picture ofemployee issues and needs.
Employees feel they have a greater voice in organizational
decision-making.
The feedback from subordinates is particularly effective in
evaluating the supervisors interpersonal skills.
Combining subordinate ratings can provide the advantage
of creating a composite appraisal from the averaged
ratings of several subordinates.
SubordinatesIts Contribution: Cautions to be addressed:
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The need for anonymity is essential, as this will ensure honest
feedback.
Supervisors may feel threatened and perceive that their
authority has been undermined.
Precautions should be taken to ensure that subordinates are
appraising elements of which they have knowledge.
Only subordinates with a sufficient length of assignment under
the manager should be included in the pool of assessors.
Subordinates currently involved in a disciplinary action or a
formal performance improvement period should be excludedfrom the rating group.
Organizations currently undergoing downsizing and/or
reorganization should avoid this source of PA.
SubordinatesCautions to be addressed:
CUSTOMERS
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CUSTOMERS
Its Contribution:
Customer feedback should
serve as an anchor for almost
all other performance factors.
Including a range of customers
in PA program expands the
focus of performance feedback
in a manner considered
absolutely critical to reinventing
the organization.
Cautions to be addressed:Generally the value of customer
service feedback is appropriate
for evaluating team output (thereare exceptions).
Customers, by definition, are
better at evaluating outputs as
opposed to processes and
working relationships.
It is a time-consuming process.
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Problems 360 DegreeAppraisal Most costly and time consuming type of appraisal.
Tend to be somewhat shocking to managers at first-described as the "SARAH reaction: Shock, Anger,Rejection, Acceptance, Help".
The problems may arise with subordinate assessmentswhere employees desire to get the boss or mayalternatively scratch the back of a manager for expectedfuture favors.
The organization implementing this type of performanceappraisal must clearly define the mission and the scope ofthe appraisal. Otherwise it might prove counter productive.
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5 things to consider before you
start 360 degree appraisal1. Purpose
1. clarify why and what2. communicate to everyone.
2. Culture are you ready?
1. Do you have a mature enough team dynamic?2. Are you open enough?3. Those involved need to feel comfortable & supported.
3. Timing of introduction also link with the planning cycle.
4. Roll out champion?1. How to generate buy-in?2. Involve everyone early.
5. Confidentiality for appraisees and raters
non-attributable.
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7 Deadly Sins of Managing an
Organisation
Thinking that:
You can control everything
You can make your future happen
All meaningful results can be measured Everyone must accept the decisions from above
People must give an account of their actions toanyone who is more senior
You need to extract maximum effort & energyfrom each individual
The interests of the individual are subordinate tothe organisation
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Thank you and good day
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