Chapter three
360-DEGREE FEEDBACK.
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Introduction
The 360 review is a professional opportunity
given to the coworkers to provide 360 degree
feedback about the performance of their
fellow employee. Traditionally either the HR
department or reporting manager of employee
asks the subordinates to provide their feedback
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Cont..
The 360 performance review is mostly focused on the
contribution of employee and their skills along with the
competencies. It is a balance way to view the actual
performance of employee in the area of teamwork,
leadership, interaction, interpersonal communication,
contribution, management, accountability, work habits,
vision, and other things based on the employee’s job profile
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360 model
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Cont…..
Performance data in a 360-degree feedback process, as
shown in Figure can be generated for individuals from the
person to whom they report, their direct reports, their
peers (who could be team members and/or colleagues in
other parts of the organization) and their external and
internal customers.
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Use Of 360-Degree Feedback
360-degree feedback can become a powerful organizational
intervention to increase awareness of the importance of aligning
leader behavior, work unit results and customer expectations, as
well as increasing employee participation in leadership
development and work unit effectiveness.
360-degree feedback recognizes the complexity of management
and the value of input from various sources – it is axiomatic that
managers should not be assessing behaviors they cannot observe,
and the leadership behaviors of subordinates may not be known to
their managers.
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Development And Implementation
To develop and implement 360-degree feedback the following steps need
to be taken:
[Link] objectives – it is important to define exactly what 360-degree
feedback is expected to achieve. It will be necessary to spell out the extent
to which it is concerned with personal development, appraisal or pay.
[Link] on recipients– who is to be at the receiving end of feedback. This
may be an indication of who will eventually be covered after a pilot scheme.
3. Decide on who will give the feedback– the individual’s manager, direct
reports, team members, and other colleagues, internal and external
customers. A decision will also have to be made on whether HR staff or
outside consultants should take part in helping managers to make use of the
feedback. A further decision will need to be made on whether or not the
feedback should be nameless (it usually is).
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Cont……..
4. Decide on the areas of work and behavior on which feedback will be
given – this may be in line with an existing competency model or it may take
the form of a list of headings for development. Clearly, the model should fit the
culture, values and type of work carried out in the organization. But it might be
decided that a list of headings or questions in a software package would be
acceptable, at least to start with.
5. Decide on the method of collecting the data – the questionnaire could
be designed in house or a consultant’s or software provider’s questionnaire
could be adopted, with the possible option of amending it later to produce
better fit.
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6. Decide on data analysis and presentation – again, the decision is on developing the
software in-house or using a package. Most organizations installing 360-degree feedback
do, in fact, purchase a package from a consultancy or software house. But the aim should
be to keep it as simple as possible.
7. Plan initial implementation program – it is desirable to pilot the process,
preferably at top level or with all the managers in a function or department.
8. Monitor and evaluate – maintain a particularly close watch on the initial
implementation of feedback, but monitoring should continue. This is a process that can
cause anxiety and stress, or produce little practical gain in terms of development and
improved performance for a lot of effort.
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360-Degree Feedback – Advantages And
Disadvantages
Advantages
Provides a complete assessment
Increases teamwork
Promotes self-awareness
Increases productivity and relationships
Gives insight into work (understanding)
Brings transparency
Identifies training gaps
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Disadvantage of 360 feedback
Time consuming
Not always positive
Distrust
Poor execution
Insufficient Information
Focus on Negatives and Weaknesses
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Rating errors
Central Tendency: Clustering everyone in the
middle performance categories to avoid
extremes of good or bad performance;
Leniency / Strictness Error: Leniency error is
when a rater’s tendency is to rate all
employees at the positive end of the scale
(positive leniency)
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Recency Error: Rating only recent
performance, good or bad. Data should be
representative of the entire review period.
Self-fulfilling Prophecy: Similar-to-me error
is when the rater’s tendency is biased in
performance evaluation toward those
employees seen as similar to the raters
themselves
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Bias: Allowing your bias to influence the
rating. Bias can come from attitudes and
opinions about race, national origin, sex,
religion, age
Stereotyping: If we consider a certain group
of people as hard working then we may tend
to rate anyone in that group as being highly
productive even if they are not
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360 Degree Performance Appraisal Process
1. Communicating the 360 degree performance review
2. Selection of raters-
3. Distribution of survey-
4. 4. Submission of questionnaire-
5. Completion of report-
6. Facilitation of feedback-
7. Completion of development plan-
8. Re- evaluating
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END
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Individual Assignment
prepare chapter four with presentations
1) the strategic dimensions & problems of
performance appraisal system
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