360 Degree Feedback

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360 DEGREE FEEDBACK
Made By: Noopur handari

Background
1940 : Military Context
1950s and 1960s

United States within the Military service academies.

1950s and 1960s Corporate world

The Concept

• For example, subordinate assessments of a supervisor’s performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the team’s or agency’s results.

PROCESS

The Appraisers

It’s Contribution

Superiors

• Best position to effectively carry out performance management.

• Broadest perspective on the work .

Cautions to be addressed
• Observe and measure

• Trained
• Coaching and developing employees as well as planning and evaluating their performance.

It’s Contribution

Self

• The developmental focus of self-assessment is a key factor. • Self-appraisals are particularly valuable in situations where the supervisor cannot readily observe the work behaviors and task outcomes.

Cautions to be addressed
• Low correlations between self-ratings and all other sources of ratings,.
• This discrepancy can lead to defensiveness and alienation if supervisors do not use good feedback skills.

It’s Contribution

Peers

• Use of multiple appraisers • Central input to the formal appraisal

• Move the supervisor into a coaching role rather than a purely judging role.

Cautions to be addressed
• • • • Appropriate only for developmental purposes Confidentiality Familiar with the team member’s tasks and responsibilities. The culture of the organization skills.

It’s Contribution

Subordinates

• Comprehensive picture of employee issues and needs. • Employees feel they have a greater voice in organizational decision-making. • Supervisor’s interpersonal skills.

Cautions to be addressed • Anonymity

• Supervisors may feel threatened
• Only subordinates with a sufficient length of assignment under the manager should be included in the pool of assessors.

It’s Contribution

Customers

• Serve as an “anchor” for almost all other performance factors.

• Expands the focus of performance feedback in a manner considered absolutely critical to reinventing the organization.

Cautions to be addressed • Customers, by definition, are better at evaluating outputs as opposed to processes and working relationships. • Time-consuming process. • Availability and willingness

Important Factors in 360 Degree Feedback
According to Mr. Pratik Kumar. • The mission and the objective of the feedback must be clear. • Employees must be involved early. • Resources must be dedicated to the process, including top management's time. • Confidentiality must be assured. • The organization, especially top management, must be committed to the program.

Pratik Kumar Corporate VP HR, Wipro Technologies LimitedOne of the pioneers of 360 degree PA in India.

Advantages
To the team
To the individual Helps individuals to understand how others perceive them. Uncover blind spots.

• Increases communication • Better team environment • Increased team effectiveness

To the organization • Reinforced corporate culture by linking survey items to organizational leadership competencies and company values • Better career development for employees • Improves customer service by involving them • Conduct relevant training

Expand Feedback Reach Pinpoints the favoritism and biases

Encourages participation Improves survey validity

Increases staff development

Problems
• Costly and time consuming. • Issues like safeguarding the process from unintentional respondent rating errors.

• “Get the boss” or may alternatively “Scratch the back”
• Must clearly define the mission and the scope of the appraisal. counter productive.

These programs tend to be somewhat shocking to managers at first. Amoco's Bill Clover described this as the
SARAH reaction: • • • • • Shock, Anger, Rejection, Acceptance, Help

MARUTI ADOPTS “360 DEGREE” APPRAISAL SYSTEM
 Company has introduced a unique 360-degree feedback system,

starting with its senior leadership.

 Ernst & Young started 360 degree feedback at Maruti
 Confirmed by the chief general manager (hr), Mr. S.Y.Siddiqui, Maruti Udyod limited.  Committee of general managers, called human resource inter divisional committee (HRID), which is consulted on all major hr issues.  Maruti’s managing director, Mr. Jagdish Khattar, asking people to support the online questionnaire process.  Maruti currently has over 4,000 employees on its rolls.
THE HINDU BUSINESS LINE ARTICLE S. MURLIDHAR : CHENNAI

COMPANIES USING 360 DEGREE

NOVELL INDIA LTD  ADITYA BIRLA GROUP  TATA FINANCE LTD  WIPRO  INFOSYS  RELIANCE INDUSTRIES  HCL  CAREER LAB, USA  BIZWIZ, CANADA

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