Pelatihan Penilaian Kinerja Metode 360 Derajat

360º
PERFORMANCE
APPRAISAL

Hard-Hi Smart Consulting
www.hardhismart-consulting.co.cc

CONTENTS
 INTRODUCTION TO 360º PA
 WHO DOES 360º PA?
 WHY TO USE 360º PA?
 HOW TO IMPLEMENT 360º PA?
 TIMING OF 360º PA
 USES OF 360º PA
 ADVANTAGES OF 360º PA
 DISADVANTAGES OF 360º PA
 COMPANIES USING 360º PA
 SAMPLE QUESTIONNARIE

INTRODUCTI0N
 A Developmental & or Performance
Appraisal Tool which utilizes multiple
source feedback from people who
work most closely with the employee
 It is also known as Multirate
Feedback,
Feedback, Multisource Feedback &
Multisource Assessment
 It is done either by Interview Method
or Questionnaire

Who Does 360º PA ?


Why to use 360º PA?
 It provides the individual with an
opportunity to learn how different
colleagues perceive them, leading to
increase self-awareness
self-
 It encourages self-development
self-
 It increases understanding of the
behaviours required to improve
personal and organisational
effectiveness

 It promotes a more open culture
where giving and receiving
feedback is an accepted norm
 It increases communication
within the organisation
 It can be a powerful trigger for
change


How to implement 360º PA ?
EXPLAIN THE
DEFINE SKILL DISTRIBUTE
PURPOSE OF
MODEL QUESTIONAIR
THE PROCESS

DISCUSS
PROCESS COMPLETE
WITH
QUESTIONAIRS QUESTIONAIR
EMPLOYEES

PROVIDE
FEED BACK


Timing of 360º PA

It is not appropriate to introduce it during
periods of downturn or when
reorganisations have been announced


Uses of 360º PA
 Validating selection processes and
development programmes
 Identifying training and development
needs
 Pinpointing skills and competencies
 Making personnel decisions such as
promotions, terminations, salary hike
and probationary status

 Career development

 Employee coaching

 Supervisory training

 Management development


ADVANTAGES
 Increase awareness of senior
management that they too have
development needs
 More reliable feed back to senior
manager about their performance
 Encouraging more open feed back
 Identifing key development areas
for the individual, a department and
organization as whole

 Identifying strength that can be
used to the best advantages of
business
 Provide clear picture to senior
management about individual’s
real worth
 Raising self awareness of
employee & managers about how
they personally affect others
positively& negatively

DISADVANTAGES
 People not giving frank or
honest feedback
 People being put under stress
in receiving or giving feedback
 Lack of action following feed
back
 Too much bureaucracy

MNC’s Using 360º PA
 American Airlines  Intel
 AT&T  Herman Miller
 American Express  J.P. Morgan
 Boeing  Morgan Stanley
 Compaq  Motorola
 General Electric  Procter & Gamble
 Glaxo Smith Klein  Levi Strauss
 General Mills  3M
 Hewlett-
Hewlett-Packard  FedEx


ERRORS IN

PA
(Ways & Means to Reduce it)


PA & Other HRM Functions
Performance appraisal judges Quality of applicants
effectiveness of recruitment Recruitment determines feasible
efforts performance standards

Selection should produce
Performance appraisal
Selection workers best able to meet
validates selection function
job requirements

Training and development
Performance appraisal Training and
aids achievement of
determines training needs Development performance standards

Performance appraisal is a Compensation Compensation can affect
factor in determining pay Management appraisal of performance

Appraisal standards and
Performance appraisal
justifies personnel actions
Labor Relations methods may be subject to
negotiation


Reasons Why PA sometimes Fail :
 Lack of top management information and support
 Unclear performance standards
 Rater bias
 Too many forms to complete
 Inadequate preparation on the part of the manager
 Employee is not given clear objectives at the beginning
of performance period
 Overemphasis on uncharacteristic performance.
 Organizational politics or personal relationships
judgments
 Manager may not be trained at evaluation or giving feedback
 No follow-up and coaching after the evaluation
follow-

Halo / Horn Error

First Impression
Attribution bias
Error
COMMON
Central Tendency ERRORS IN
Error
APPRAISAL Recency Error

Stereotyping
PROCESS
Leniency Error

Severity Error


Halo / Horn Error
Rating a single individual based on the interviewer’s general feeling toward
the individual so that employee receives nearly identical ratings (usually
high) on all performance areas

Responsibility
Commitment
Initiative
Sensitivity
Judgment
Communication

Observation of Specific
High ratings on
Behaviors
other performance
(eg: volunteers to work
dimensions
Hard-Hi Smart Consulting overtime)

First Impression Error
Tendency of a rater to make an initial positive or negative
judgement of an employee and allow that first impression to color
or distort later information

Leniency Error
give more positive ratings to employees than they deserve

Severity Error
evaluate employees more unfavorably than they deserve

Central Tendency Error
rating all employees near the mid-point of the performance
mid-
scale


Recency Error
The tendency of minor events that have
happened recently to have more influence on
the rating than major events of many months
ago

Stereotyping
The tendency to generalize across groups and
ignore individual differences


Strategies to Better Understand
and Measure Job Performance

Improve Appraisal Formats

Select the Right Raters

Understand Why Raters Make
Mistakes


Training Raters to Rate
More Accurately

 Rater-
Rater-error training to reduce
psychometric errors

 Performance dimension training

 Performance-
Performance-standard training


FORMULA to Legally Defensible Appraisal System

1) Ensure that procedures for personnel decisions do not differ as a
function of the race, sex, national origin, religion, or age of those
affected by such decisions
2) Use objective and uncontaminated data whenever they are available
3) Provide a formal system of review or appeal to resolve disagreements
regarding appraisals
4) Use more than one independent evaluator of performance
5) Use a formal, standardized system for personnel decisions
6) Ensure that evaluators have ample opportunity to observe and rate
performance if ratings must be made
7) Avoid ratings on traits such as dependability, drive, aptitude, or
attitude
8) Provide documented performance counseling prior to performance
based termination decisions

Thank You
for
Your Attentions


HUBUNGI
HARD-
HARD-Hi SMART CONSULTING
hardhi.smart.consulting@gmail.com


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