360 degree feedback is the most comprehensive appraisal where the feedback about the employees’ performance comes from all the sources that come in contact with the employee on his job. this method is being used in the (MARUTHI SUZUKI Motors and HCL) WHO ARE THE STAKEHOLDERS IN DOING 360-DEGREE ASSESSMENT? 360 degree respondents for an employee can be his/her peers, managers (i.e. superior), subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact with the employee and can provide valuable insights and information or feedback regarding the “on-the-job” performance of the employee. 360 degree appraisal has four integral components:
Self-appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his achievements, and judge his own performance. Superior’s appraisal forms the traditional part of the 360 degree appraisal where the employees’ responsibilities and actual performance is rated by the superior. Subordinates appraisal gives a chance to judge the employee on the parameters like communication and motivating abilities, superior’s ability to delegate the work, leadership qualities etc. Also known as internal customers, the correct feedback given by peers can help to find employees’ abilities to work in a team, co-operation and sensitivity towards others. Self-assessment is an indispensable part of 360 degree appraisals and therefore 360 degree Performance appraisal have high employee involvement and also have the strongest impact on behavior and performance. It provides a "360-degree review" of the employees’ performance and is considered to be one of the most credible performance appraisal methods. 360 degree appraisal is also a powerful developmental tool because when conducted at regular intervals (say yearly) it helps to keep a track of the changes others’ perceptions about the employees. A 360 degree appraisal is generally found more suitable for the managers as it helps to assess their leadership and managing styles. This technique is being effectively used across the globe for performance appraisals. Some of the organizations following it are Wipro, Infosys, and Reliance Industries etc. Advantages of 360 degree appraisal Offer a more comprehensive view towards the performance of employees.
Disadvantages of 360 degree appraisal
Who should conduct 360 degree performance appraisal?
Facts [+] Google, world's giant software corporation emphasises a 360-degree appraisal where employees are assessed by peers, bosses and subordinates. History of 3600 feedback
How to use 360 feedback to your advantage Few modern management practices show as much promise and as few results as 360 feedback. Companies often look to 360s to improve a leader’s behaviours, provide insight during leadership development courses and help build more effective teams. They believe that 360 feedback will either change their managers' behaviours or at least increase those managers' motivation to change. Unfortunately, those expectations are unrealistic and not supported by science. In fact, given what the academic research on feedback tells us, we should be surprised that today's 360 processes work at all! Let's start by addressing some erroneous assumptions we have about feedback: Feedback does not directly lead to change: Many organisations believe handing a manager a 360 report will cause them to improve their behaviours with no additional action required. Research says, when feedback is focused on our behaviours, rather than our skills, our willingness to change drops dramatically. Gaps between self perceptions and others' perceptions do not motivate change: It's a commonly held belief that if we see a gap between how we perceive ourselves and how others perceive us we will be motivated to close that gap. In reality, research is clear that when we are confronted with that perception gap we diligently try to excuse it or explain it away. We aren't resisting feedback - we're experiencing "cognitive dissonance." Our minds work very hard to ensure that our carefully developed, largely positive self-image is preserved. More information does not create better results: Typical 360 reports have 50+ pages filled with charts, graphs, norms, icons and comments. It's nearly impossible for a manager to tell (without hours of help from a coach or HR leader) which items are most important to focus on and how to improve those behaviours. A feedback experience that leaves us confused or angry creates a huge barrier to taking action. MAKE IT EASY TO USE Making 360s work means making it as easy as possible for the manager to take action on the results. Here are three steps that will help guarantee that managers will follow the advice in the 360: Don't rate - guide: The typical 360 rates managers as being good or bad at various behaviours. This doesn't help anyone change. Instead, use a scale that tells a manager to "Do More" or "Do Less" on that particular behaviour. Focus only on the top three behaviours: Busy managers don't have time to search through confusing 360 reports to identify their priorities for change. The first page of their 360 report should list the vital few actions for them to improve. Tell the manager exactly how to change: A well-designed 360 report should include specific "start, stop or continue" suggestions from their raters that describe exactly how the manager should change those vital few behaviours. Don't include norms or self-ratings: We do not like to be compared to other people, especially when the comparison isn't favourable. Self-ratings and external norms only increase our resistance to change if we score below our expectations but don't motivate us further if we score above our expectations. DRIVE ACCOUNTABILITY The "old school" of human resource management used to insist that 360s were purely for development and that they should never be used to evaluate managers or help make organisational decisions. If we believe that how managers behave is important, then ignoring the best data we have about a manager's behaviours seems ridiculous. Properly gathered 360 data should be considered as one of many data points when making decisions about new roles, promotions or development. When managers know their behaviors have consequences, they'll be much more likely to take action to change them. Getting 360 feedback doesn't have to be painful or unhelpful. By focusing on the core science and presenting information in a practical and easy-to-understand way, 360s can help managers to make important behaviour changes quickly and easily. https://economictimes.indiatimes.com/jobs/how-to-use-360-feedback-to-your-advantage/articleshow/11519681.cms?from=mdr https://www.economicsdefinition.com |