Professional Documents
Culture Documents
OBJECTIVE
Managers and leaders within organizations use 360 feedback surveys to get a better
understanding of their strengths and weaknesses. The 360 feedback system automatically
tabulates the results and presents them in a format that helps the feedback recipient create a
development plan. Individual responses are always combined with responses from other
people in the same rater category (e.g. peer, direct report) in order to preserve anonymity and
to give the employee a clear picture of his/her greatest overall strengths and weaknesses.
360 Feedback can also be a useful development tool for people who are not in a management
role. Strictly speaking, a "non-manager" 360 assessment is not measuring feedback from 360
degrees since there are no direct reports, but the same principles still apply. 360 Feedback for
non-managers is useful to help people be more effective in their current roles, and also to
help them understand what areas they should focus on if they want to move into a
management role.
NEED FOR THE TOPIC
Performance appraisals are essential for the effective management and evaluation of staff.
Appraisals help develop individuals, improve organizational performance, and feed into
business planning. Formal performance appraisals are generally conducted annually for all
staff in the organization. Each staff member is appraised by their line manager. Directors are
appraised by the CEO, who is appraised by the chairman or company owners, depending on
the size and structure of the organization.
Performance appraisals also typically feed into organizational annual pay and grading
reviews, which commonly also coincides with the business planning for the next trading year.
Performance appraisals are also essential for career and succession planning - for individuals,
crucial jobs, and for the organization as a whole.
Performance appraisals are important for staff motivation, attitude and behaviour
development, communicating and aligning individual and organizational aims, and fostering
positive relationships between management and staff.
Job performance appraisals - in whatever form they take - are therefore vital for managing the
performance of people and organizations.
Managers and appraisees commonly dislike appraisals and try to avoid them. To these people
the appraisal is daunting and time-consuming. The process is seen as a difficult
administrative chore and emotionally challenging. The annual appraisal is maybe the only
time since last year that the two people have sat down together for a meaningful one-to-one
discussion. No wonder then that appraisals are stressful - which then defeats the whole
purpose.
Q
Q1 Must an agency use all of the sources of rating information to be considered using a
360-degree or “full circle” program?
Ans No. These terms (360-degree, full circle, etc.) mean using the variety of sources that
provide the best picture of performance. Therefore, for example, an agency may use
supervisor, self, and customer input to supplement the rating official’s appraisal in one
division’s program. Another division of the same agency with “self-directed teams” may
use peer, self, and subordinate ratings to obtain the most useful input.