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LESSON: 32
360-degree Feedback
Learning Objectives:
As stated earlier, where multiple raters are involved in evaluating performance, the
technique is called 360-degree appraisal. The 360-degree technique is understood as
systematic collection of performance data on an individual or group, derived from a
number of stake holders- the stakeholders being the immediate supervisor, team
members, customers, peers, and it.
1. Instrument Issues:
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Raters should be asked only about issues for which they have first hand
knowledge.
2. Administration Issues:
Separate the results from the various sources. the ratee should see the
average, aggregate results from peers, subordinates, higher level
managers, customers, and all other sources that may be used.
Show the rate’s self-rating as compared to rating by others. This enable
the ratee to see how his or her self-perception or similar or different from
others perception.
Compare the rate’s rating with other groups.
Provide feedback on items as well as scales so ratees can see how to
improve.
4 Feedback sessions:
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Potential Appraisal
It is this that makes potential appraisal a very crucial & critical area. If an employee
without requisite abilities is promoted to a higher position and does not perform as per
expectations, then it becomes impossible to demote him.
Thus, he is unable to perform at the higher level and becomes a ‘passenger’ in the
system. It is rightfully assumed that every individual has potential, low or high. Many
organizations have people whose potential being low; performance too is not up to the
mark. Whilst the question in our minds hovers around how such people got into the
system, the fact remains that they do not contribute to the organization’s performance.
A major problem that companies face is tackling the problem children. They can and
have the ability to perform but do not perform and do not contribute to the organization’s
performance. This is mainly seen as an attitudinal problem. Further, these problem
children bask in the glory of their potential but are unable to contribute to their own jobs.
Dealing with workhorses too could be tricky. They can perform very well on routine
tasks but have limited potential. Hence, their promotabilty is difficult and this creates
frustrations for the employees. If promoted, they are unable to perform higher-level jobs
and this too creates problems both for the individuals and the organization. We easily
conclude that ‘stars’ are ideal people to have in organizations. But retaining these stars
could be difficult.
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latest fad or even by copying other organization’s systems. Instead, a new appraisal
system must be pursued in the context of improving the organization’s competitive
advantage. This means, like any such change effort, there will be vested interests in
preserving the status quo that will be resistant to change, no matter how beneficial it may
be for the organisation.
Once a well-designed system has been implemented, the work is still not done. An
appraisal system has to be maintained by monitoring its operation through periodic
evaluation. Only by keeping an appraisal system finely tuned will it enable managers to
have a rational basis for making sound personnel decisions and for making the kinds of
gain in productivity that are so critically needed in today’s times.
Extra Reading:
ARTICLE 1:
POTENTIAL APPRAISAL
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rightfully assumed that every individual has potential, low or high. Many
organizations have people whose potential being low; performance too is
not up to the mark. Whilst the question in our minds hovers around how
such people got into the system, the fact remains that they do not
contribute to the organization’s performance. A major problem that
companies face is tackling the problem children. They can and have the
ability to perform but do not perform and do not contribute to the
organization’s performance. This is mainly seen as an attitudinal
problem. Further, these problem children bask in the glory of their
potential but are unable to contribute to their own jobs. Dealing with
workhorses too could be tricky. They can perform very well on routine
tasks but have limited potential. Hence, their promotabilty is difficult
and this creates frustrations for the employees. If promoted, they are
unable to perform higher-level jobs and this too creates problems both
for the individuals and the organisation. We easily conclude that ‘stars’
are ideal people to have in organisations. But retaining these stars could
be difficult. They have high potential backed by high levels of
performance and could be always on the lookout for greener pastures.
Thus, as we see, potential appraisal is more intricate and complex vis-à-
vis performance appraisal.
Because of the nature of the potential assessment activity, its timing and
frequently is left to the manager’s discretion. In assessing potential,
managers are asked to make predictions about the future. These
predictions concern many unknown factors, namely whether the
individual can handle new responsibilities in a different managerial
capacity, In addition, the potential assessment criteria is based mostly
on an employee’s process skills, which may be difficult to measure in a
precise way. Thus, the timing and frequency of conducting potential
assessment can be quite different from the more predictable timing of a
performance review. For example, the potential assessment might occur
when an employee has been on the job for one year, when an employee
reaches certain ‘mile-stones’ (i.e. every three years), or in preparation for
major organizational shifts brought about by changes in the business
such as reorganizations, expansion or rationalization. It is recommended
that the potential assessment process take place at least over a six-
month period, with a manager-employee meeting at both the beginning
and end of the process. To begin the process, the manager and employee
should meet to identify the process skills and the technical and
administrative skills required for the employee’s future responsibilities.
The manager explains why these skills are necessary and explores with
the employee how these skills might be learned and utilized on the
current job. This includes nominating employees for some specific
training programmes, both skill-based and knowledge-based. Some
organisation may also organise such programmes on an in-house basis.
Further on-the-job training could also be incorporated for the employees.
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Article 2:
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For guidance have a look at the skills and behavioural assessment tool -
it's not a 360-degree tool, but is an example of the basis of one. Similarly
the training needs analysis tool is an example of a collective or
organizational measurement tool, based on the input of a number of
individual feedback assessments.