360 degree multi-rater

feedback system

Prepared by :-
Ankur dubey (0911/023)
Ammar juzar(0911/06)
Basic Objectives of Performance
Appraisal Systems
ØProvide employees with feedback
ØProvide management with data for personnel
decisions
ØRecognize skill acquisition and identify skill
deficits for further training and development
ØMotivate employees to be more effective
ØComply with equal opportunity regulations
and ensure fairness
 The Appraisal Process
ØReview legal requirements
ØTranslate organizational goals into job descriptions
ØSet clear job expectations
ØProvide job training or coaching to meet expectations
ØSupply adequate supervision
ØAcknowledge accomplishments, diagnose strengths
and weaknesses in interview
ØEstablish performance goals and development plan
 360 Degree Feedback
Ø Evaluation method that incorporates feedback from
the:
§ worker,
§ his/her peers,
§ supervisors,
§ direct reports, and
§ customers.
Ø Results of these confidential surveys are tabulated
and shared with the worker.
Ø Interpretation of the results, trends and themes are
discussed as part of the feedback.
Ø
 Continued……..
Ø Transparent and known to others.
Ø Balanced & objective feedback is strength
and weakness of this system.
Ø Numerous questionnaires, raters, analysis
method to be formulated.
Ø Positive impact should be made before
launch.
•
 360-Degree Multi-rater
Feedback

Superiors’ ratings Manufacturers’ &

Customers’ ratings

Other Team
Members’ Employee Subordinates’
Ratings ratings

Employee’s self- Suppliers’

rating ratings
 5 things to consider before you
start 360 degree appraisal
1 . Purpose
1.clarify why and what
2.communicate to everyone.

2 . Culture – are you ready?

1.Do you have a mature enough team dynamic?
2.Are you open enough?
3.Those involved need to feel comfortable & supported.

3 . Timing of introduction – also link with the planning

cycle.

4 . Roll out – champion?

1.How to generate buy-in?
2.Involve everyone early.

5 . Confidentiality for appraisees and raters – non-

attributable.
 For Effective 360-Feedback

ØRatees are held accountable for using the

feedback
Ø
ØRaters are held accountable for the accuracy or
usefulness of their feedback
Ø
ØManagement provides resources to support the
ratee’s behavioral change
Possible Reactions To Feedback
DENIAL

ANGER / FLIGHT

WITHDRAWAL

ACCEPTANCE

ANALYSIS

ACTION PLANNING
Training Performance Appraisers

Common rater-related errors

Error of central tendency

Leniency or strictness errors

Similar-to-me errors

Recency errors

Contrast errors

Halo errors
 Rater Errors
Ø Error of Central Tendency
§ A rating error in which all employees are rated
about average.
Ø Leniency or Strictness Error
§ A rating error in which the appraiser tends to
give all employees either unusually high or
unusually low ratings.
Ø Recency Error
§ A rating error in which appraisal is based
largely on an employee’s most recent
behavior rather than on behavior throughout
the appraisal period.
 Rater Errors continued….
Ø Contrast Error
§ A rating error in which an employee’s
evaluation is biased either upward or
downward because of comparison with
another employee just previously
evaluated.
Ø Similar-to-Me Error
§ An error in which an appraiser inflates the
evaluation of an employee because of a
mutual personal connection.
•
 Rater Errors: Training and
Feedback
Ø Rating Error Training
§ Observe other managers making errors
§ Actively participate in discovering their own errors
§ Practice job-related tasks to reduce the errors they
tend to make
Ø Feedback Skills Training
§ Communicating effectively
§ Diagnosing the root causes of performance
problems
§ Setting goals and objectives
•
 References
Ø Organizational behavior(an experimental
approach) eighth edition (Joyce.S.Osland
and David.A.Kolb )
• Performance Management 1 MANA 3320
(Dr. Jeanne Michalski (
michalski@uta.edu)The
university
Of texas.
Thank you