Using 360 degree Feedback as a part of “cultural change”

Sameeksha Gurav 90Sandeep Banerjee 86

Experience

• Annual turnover --- 20,000 Crores

• 1,00,000 employees

• Present in 19 countries

• 19 business segments

• Financial services, software, telecom, power generation

• Fertilizers, aluminium, fibre, etc.

360 degree feedback as “cultural change”

By understanding organisation’s emerging business needs in which how HR strategy fits in and how 360 degree feedback fit in as a part of HR intervention

Historical Context

• Promoter driven Organisation

• Long serving Employees

• Kinship Employment

• Production Driven

• Commodity business – No

differentiation

• Low Competition

• High Profit

• Fragmented Business Structure- no

unified command and control

system

Cultural elements

Elements

• Loyalty

• Respect

• Hierarchy Orientation

• Care

• Empire Building

• Top Down

• Cost Focus

Implications

- Personal power

- Silence/Tolerance

- Slow response

- Forgiveness

- Turf Protection

- Low Empowerment

- Limited Innovation

Need For Change

Changing Economic conditions

• Need to become customer Focused

• Need for Innovation

• Need for speed in decision making

• Need to become Cost focus

• Need to become Value oriented

Cultural needs

• Seamlessness

• Knowledge Sharing

• Empowerment

• Tolerance Of Dissent

• Encouraging Ideas

• Emotional Involvement Of People At All Levels

• Learning/Development

HR Initiatives For Cultural Ethos

Policy Initiatives

Development Initiatives

Recognition Initiatives

Restructuring Initiatives

Diagnostic initiatives

Communication Initiatives

360 Degree Feedback

Approach

Creating Awareness

About the feedback instruments

About its use as a development tool.

Approach

Modelling at CHRD

- Started from HR department then other departments.

- Discussions about positives and negatives of each person.

- What department could collectively do to improve.

- Creation of climate that multisource feedback useful in self-development.

- Creation of literature for awareness among seniors.

Approach

Voluntarism

Danger of compulsion

Asked for voluntary nominations to VPs

“Voluntarism is a very important facilitating tool for any change management process.”

Approach

Careful segmentation and appropriate Linkages:

- Linkages with other organisational policies

-Retirement policy

-Opportunity of being part of developmental exercise

-To seniors and successors for top positions

Approach

Customization

- Choice of “significant other”– superiors, peers, subordinates and external partners

- Purpose to being openness, transparency and comfort

- Feeling of trust and acceptance on the outcome of the feedback process.

Approach

Workshops conducted by T.V. Rao and Uday Pareek

For feedback and counselling.

Impact

Impact

Message

Presence of chairman in two-day workshops

Personal letter to senior managers and particular businesses

“ Even chairman found it Useful”

Word of mouth publicity

Development

Help from consultants

To identify strengths and areas for improvement

Impact

Clarity of goal

Includes Chaiman, directors and profit centre heads

Role clarity between three senior most roles.

Impact

New Initiatives

New problems noticed and solved.

Issue for delegation and Empowerment- Task force was formed post workshop

Impact

Communication:

Word of mouth publicity

Positive experiences shared

Impact

Creative Dissatisfaction & More Openness

Open and improvement oriented cultural transformation

Impact

Lessons Learnt

• Voluntarism as a effective medium to bring change

• Creating integrity in the system

• Feedback to be dealt with sensitivity.

• Climate setting for multi-rater feedback process.

• Cascading- introduction in more levels

• Willingness to experiment with caution and clarity

Future of 360 Degree Feedback

• Flexibility of feedback

• Choice of areas to be assessed

• More structured follow up mechanism

• More computerized connectivity

Dream to reach the level “where every senior manager feels comfortable in getting together his “ significant others” in a room and receive feedback fro improvement.”

RSDQ modelRoles, Styles, Delegation and Qualities

ROLES: Every manager in order to be effective has to perform both transformation roles (leadership roles) and transactional roles

STYLES: While effective managers recognize all the leadership roles and perform them well, it is not only the roles or activities that determine the effectiveness but also the way in which they are played.Benevolent Developmental  Critical Democratic

DELEGATION

QUALITIES: The model envisages that managers should exhibit qualities of leaders and world-class managers

Highlights from  interview of Dr. Santrupt B Misra, for NHRD

• we consider employees as a Group resource

•E-360 degree instrument — Pratibimb-This is an online 360-degree feedback tool to heighten self awareness.

Managers receive feedback on group values, global leadership competency and career stage competency.

Values

Integrity

Commitment

Passion

Seamlessness

Speed

“Being employer of choice”

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