This ppt shares the basic design aspects behind a 360-degree appraisal system.based on a true project implemented.this was integrated with a leadership succession plan. This has been used to develop leadership in IT companies over a 5 year period. The scores were used to pinpoint weakness areas and coach these managers to be great leaders enabling homegrown leaders

1. DESIGNING 360 DEGREE APPRAISAL
Dr.Sarma
DR.SARMA/360/PERFORMACE MGT 1

2. x
dr.sarma/360/performace mgt 2

3. Open arena facade
Grey spot Blind spot
others
known
unknown
known unknown
Johari window

4. INTEGRATED 360 SYSTEM WITH CORPORATE LONG
RANGE VISION
DR.SARMA/360/PERFORMACE MGT 4

5. BUSINESS HR
What role HR can play in Business Goals
Enabler
Enlister
Encourager
Envisioner
DR.SARMA/360/PERFORMACE MGT 5

6. NO ONE BUT HR CAN VISUALIZE THE LINKAGES
The HR is in best position to link people systems with Business goals
no other function can do this better than HR
Since you have a competent and capable HR
DR.SARMA/360/PERFORMACE MGT 6

7. WHAT IS 360 DEGREE APPRAISAL?
1. It is the systematic collection and feedback of performance data on
an individual on certain KSF
2. Derived from a number of the stakeholders in the performance.
3. It is a process in which manager/supervisor evaluates self on a set
of criteria,
4. the boss evaluates
5. also the peers / colleagues and direct reports also evaluate
performance on the same set of criteria.
6. Though at times the customer feedback is also incorporated, we are
not including this group in our system as of now
DR.SARMA/360/PERFORMANCE MGT 7

8. STEPS IN 360 DEGREE APPRAISAL?
• Based on a specially designed questionnaire.
• Appraisers are pre decided by HR in consultation with managers
• Feedback is anonymous
• Appraisee has main Responsibility in interpreting results and
feedback.
• Appraisal must be followed by actions for development.
DR.SARMA/360/PERFORMACE MGT 8

9. WHY CONDUCT 360 DEGREE APPRAISALS?
DR.SARMA/360/PERFORMACE MGT 9

10. WHAT ARE THE BENEFITS AND PITFALLS OF 360 DEGREE
APPRAISAL? BENEFITS TO APPRAISEE
• Perception is reality and the 360 degree process provides
information to the appraisee about how one is perceived and
judged by significant others within the work environment.
• it assists to identify expectations, strengths and
weaknesses of their performance.
• some skills are better judged by one’s peers and
subordinate staff, rather than just by one’s senior manager
alone
• Reduces biased judgments and more
objective
DR.SARMA/360/PERFORMACE MGT 10

11. WHAT ARE THE BENEFITS OF 360 DEGREE
APPRAISAL? BENEFITS TO THE INDIVIDUAL:
• It assists to identify expectations, strengths and weaknesses
of the key success factors.
• Evidence is from more than, singular source,
• Some skills are better judged by one’s peers and subordinate
staff, rather than just by one’s senior manager alone.
• Reduces biased judgments and tend to be more objective
• provides quantified data on skill areas needing development
DR.SARMA/360/PERFORMACE MGT 11

12. WHAT ARE THE BENEFITS
• Comments expressed by several colleagues tend to carry weight.
• Feedback can be motivating for people who undervalue themselves.
• India Participants agreed that it is an enlightening and encouraging
experience to compare one’s self-ratings with those of others.
• helps considerably in enhancing leadership/managerial effectiveness
as we get a benchmark score organizationally on all parameters
DR.SARMA/360/PERFORMACE MGT 12

13. BENEFITS TO THE TEAM /
ORGANIZATION:
• Increases communication between team members.
• Leads to higher levels of trust
• Supports teamwork by involving team members in the development
process.
• Increases team effectiveness.
• helps to engender a more transparent organizational culture.
DR.SARMA/360/PERFORMACE MGT 13

14. HOW DO WE PLAN TO
APPROACH 360 DEGREE
APPRAISAL?
• This appraisal is for the purpose of developing leadership/managerial
competencies and will not be used for increment purpose. But it may
be used in combination with the KRA document
• cover all managers
• Includes boss, peers, subordinates
DR.SARMA/360/PERFORMACE MGT 14

15. HAS 6 KEY AREAS
1. organizational alignment
2. Job competencies
3. Leadership competencies
4. People management competencies
5. Performance management competencies
6. Process management
• 30 questions scored on 10 point scale
DR.SARMA/360/PERFORMACE MGT 15

16. WHY THE EMPHASIS ON CONFIDENTIALITY?
• Confidentiality is important to both the subject and the respondents.
• Appraisers will tend to feel anxiety about the purpose of the process
and the use of the data.
• may not provide frank and honest responses and be completely open.
DR.SARMA/360/PERFORMACE MGT 16

17. APPRAISER’S ROLE
• As feedback is anonymous be honest and accurate in rating
• Stick to the scale
• Add comments at the end on areas or issues which are not in the
questions already rated
DR.SARMA/360/PERFORMACE MGT 17

18. APPRAISEE'S ROLE/RESPONSIBILITY
• Maturity to receive feedback with open mind and work on improvement
• Believe What is stated is important than who said
• Compare self assessment with others
• Watch out for large gaps in perception which is sure sign of discord
DR.SARMA/360/PERFORMACE MGT 18

19. WHAT REPORT WILL CONTAIN
• The average scores numerical /graphical
for self, peers, reporting manager,
subordinates
• Favorable unfavorable areas /comments
• The gap report
• Strengths/weakness
• Development plan
• Company average vs your scores
DR.SARMA/360/PERFORMACE MGT 19

20. HOW TO USE FEEDBACK THE REPORT
Look at those scores in table
Identify areas where the score is below bench mark score
Identify the area where the self scores differ more than 1 with
others
Read the points in the unfavorable section
Read the development suggestions
Identify those areas where you will like to enhance your skills
Plan actions on those parameters for improvement
A good way is to set your own score that you wish to reach
If the gap report indicates significant gaps between self rating and
others ,identify that impact group to work to narrow gap
Self analysis and dialogue with Reporting manager or HR can
help in improving the scores
DR.SARMA/360/PERFORMACE MGT 20

21. SO WHERE TO FROM HERE?
• Liaise with HR Department about the process, access to forms, etc.
• Familiarize with forms and parameters
• Fill up the form in one go for one person
• Complete before due date
• Once all ratings are in HR will collate data
• Prepare individual report and Share the same with appraisee
• Decide on development plan strategy if necessary consult with HR
head
DR.SARMA/360/PERFORMACE MGT 21

22. SAMPLE FORM
360 Appraisal Form
Rating scale
5- Excellent /always does consistently
4- Very good/does most of the time
3- Good/does sometimes/infrequently
2- Average/does very rarely
1- Below average/never does /never demonstrated the skill
Sections Questions Ratings
Part 1 Organizational Competencies
Vision Alignment- Articulates corporate goals with departmental strategies and shares with every team member
thereby creating the shared vision. The supervisor/manager understands / assimilates Saama's’s vision and
propagates it to every one with conviction and passion. 4
Strategic/Tactical Thinking- With respect to corporate goals and planning departmental goals. 4
Culture Congruence - Manager/ supervisor is able to align to company’s cultural norms /values and assimilates
everyone with the culture. 4
Business Understanding - Completely understands business priorities of Saama and articulates the understanding
in energizing people /prospects. 5
Management Decision Alignment - Manager/ supervisor is able to identify himself with corporate decisions and
sees the bigger picture and is always able to enlist support of others. 4
DR.SARMA/360/PERFORMACE MGT 22

23. SAMPLE REPORT RADAR GRAPH
DR.SARMA/360/PERFORMACE MGT 23

24. • Questions?
DR.SARMA/360/PERFORMACE MGT 24