360 degree feedback assessment centers

8/8/2019 360 Degree Feedback Assessment Centers

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360 Degree & ADC's

Dr Sanyukta Jolly

10/19/2010 1



360 degree feedbck is also known as a ³multisource

assessment´

Ward (1997) defined 360 degree feedback as ³the

systematic collection and feedback of performance

data on individul or group derived from a number of

stakeholders´

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Uses of 360 degree feedback

Developmental purpose

For appraisal

For pay

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Development & implementation Define objectives

Define recipients

Decide on who will give the feedback

Decide how feedback will be given

Decide on areas of work and behavior on which feedback will be given

Decide on the method of collecting the data

Decide on data analysis and presentation

Decide how the data will be used

Plan the initial implementation program

Analyze the outcome of the pilot scheme

Plan and implement full program

Monitor and evaluate

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Issues arising?

Fit

Design

Skill

Communication

Administration

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Advantages

Broader perspective

Individuals know their strengths & weakneses

More reliable feedback is provided

New insights get highlighted

Critical performance & competency requirements are clarified

People given more rounded view of their performance

Key development areas are identified

Managers are more aware on how they impact

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Possible problems

People may not give frank or honest feedback

People put under stress in receiving or giving

feedback

Lack of action following feedback

Over-reliance on technology

Too much bureaucracy

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Criteria for success

When there is active support of top management

When there is commitment

Real determinaton by all to use feedback data

Questionnnaire items fit or reflect typical and significant aspects of

behavior

Items relate to actual events

Comprehensive & well delivered communication, followed by

training

No one is threatened by the process

Questionnaire easy to complete

Bureaucracy is minimized

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Assessment Center

It is a technique in Human Resource Development,

which helps in organizations to objectively assess the

potential of people for assignment of certain job

roles. Initially it was used for recruitment, now its being

increasingly used for studying of complex

organizational behavior, such as stress, ambiguity

and career motivation.

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It is a procedure that uses multiple techniques to

evaluate employees for a variety of HR decisions.

An assessment center is both a place and a process.

It is a physical center where individuals are evaluated

for potential or for development.

A combination of work-related exercises along with

simulations and psychometric instruments are used

for assessing competencies.

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Differences between Assessment &

Development Center ASSESSMENT CENTER DEVELOPMENT CENTER

Used for selection of people Used for development of people

Focus on what the candidate is now Focus on how the employees can be developed

for the future

The target group could be employee lookingfor promotion or an outsider seeking a job

Normally employees seeking to develop their career

Involves pass/fail criteria Does not involve pass/fail criteria

Aimed at meeting the organization¶s need Meets organization¶s performance need as well

as individual¶s development need

Feedback may not be given Feedback is given

Results may not be disclosed Results are shared with the candidates

Self appraisal have no value Self-appraisals are important

Line managers are best assessors Behavioral scientists, HR Managers and line

managers are a right combination

Reasonably brief Detailed

Candidate may be prone to anxiety due to pass/fail criteria

Candidates are comfortable since the resultsare used only for developmental purposes

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Companies using these

Ranbaxy Escorts

Wipro Norton

Tisco Shell

Mahindra & Mahindra BILT

Glaxo Smith Kline Vysya Bank

GE J.K Corporation

ABB Seagram Industries

Simens RPG Group

Gujrat Heavy Chemicals Eicher

Tata Administrative Services Goodyear Tyres

Cadburys Castrol

Johnson & Johnson Wackhart

Bharti Telecom Cannon

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At PHILIPS ELECTRONCS I NDIA, the managers

get exposed to 360 degree assessments have

improved their performance levels in the

organization.

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At MOSER BAER, 360 degree feedback is

employed for general managers and above levels, to

identify possible ³stars´

As part of the LEAD initiative at NTPC, the 360

degree feedback is done once in 3 years for senior

grade employees

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CASTROL I NDIA runs 360 degree feedback for all

team leaders at least once a year. A standard online

tool called 'NOVATIONS' is used for this purpose.

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Today is beyond argument that competent people

should handle strategic and critical roles, hence there

is a need to constantly identify competent people.

This is what makes 'POTENTIAL APPRAISAL'

very significant

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Potential assessment and development is a future

oriented process that aims to track the potential of employees with a view to advance their careers as

well as to develop leaders for the future.

There are various methods of assesing potentialranging from once a year assessments to separate

scientific and systematic assessments through

ASSESSMENT CENTERS (AC's) or

DEVELOPMENT CENTERS (DC's) or ASSESSMENT & DEVELOPMENT CENTERS

(ADC's) and 360 degree assessments10/19/2010 18



At ABB investing in assessing for potential is viewed

as a savings in cost.

All important decisions for movements to senior

roles are made by a process called LDA (Leadership

Development Assessment) and is used for leadership

development as participants are selected for

succession planning

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At ITW Signode is defined as an amalgamation of

consististent performance and proven and

demonstrated competencies.

Performance is measured through target

accomplishment in line with balance scorecard.

Assessment and development centers are conducted

for high performers.

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At ROCHEES BREWER IES, their is a process

called SPR (Strategic Process Resourcing) for

assessment and development of potential and leads

the way to career and succession planning.

This is done annually by People Capability Manager

(PCM)

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A process called 'People Review and Talent

Acceleration Program' (TAP) is followed at

SCHNEIDER ELECTR IC I NDIA.

The people review is carried out three times in an

year and the talent acceleration program is carried

once in a quarter.

Based on the assessment results,their developmental plans are decided in the areas such as training, job

rotation, mentoring & coaching, or allocation to

special assignments.10/19/2010 22



MENON & MENON uses interview mapping sheet

where the professional qualification, experience,

personality traits and potential of candidates are

recorded at the time of hiring.

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At CASTROL I NDIA, identification of potential is

done through the annual PDP (Personal Development

Planning) process.

Based on PDP's and management discussions, as an

annual exercise, employees are categorized based on

their performance and potential (3X3 matrices) and

this is used for future development and succession planning decisions.

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Across BALCO (Vedanta Group), there is a process

called Act- U p (Accelerated Competency Tracking

and U p-gradation Program), conducted by external

consultants to identify and nurture top talent pool.

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At MOSER BAER, the process of selection for

assessment and development is a multi-stage process,

consisting of nominations from HOD's, validated by

the function head and the cross functional team in anopen discussion.

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Development Centers

Development centers are intended to identify the

strengths and development areas of employees

proactively, to identify the star performers in a

system and to provide developmental inputs to thesehigh performers so that they are prepared to take up

higher responsibilities in the future.

They are increasingly being seen as an objective and

impartial way for assessment, bringing more

credibility to the assessment system.10/19/2010 27



At NTPC, development centers are conducted in-

house by the organization and they have several

internal assessors for this purpose.

At MAR UTI SUZUK I, development centers are

conducted for managers, senior managers and deputy

general manager levels. Results are used for developing individual development plans and their

implementation.10/19/2010 28



Key resources for engineers and managers are

identified through a cross-functional team of senior

members at MOSER BAER.

TATA MOTORS has a talent management process

which is a benchmark across all the Tata Group

companies. This includes fast track selection andchoosing leaders for general management.

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At HPCL, all employees having 2 years of service go

through development centers, done through internal

auditors specially trained for this.

There is a special review of high potentials at

PHILIPS ELECTRONICS I NDIA, where the

maturity of a high potential is assessed against thePhilips leadership competencies carried out in

development centers.10/19/2010 30



Assessment Centers

One of the most relaible and objective methods of

competency mapping, assessment centers are used

to objectively observe and systematically measure

how people actually perform on the ground insimulated situations.

They are essentially multiple assessment processesusing variety of tools.

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Potential appraisal at JSPL is done through their

performance management system which has a part

on behavioral competency assessments.

The key tools of assessment include psychometric

tests, case analysis, group discussions, management

games, in-basket exercise, role plays and behavioralevents interview.

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Assessment centers are conducted for employees at

senior levels as part of company's potential

assessment and development process called LEAD.

Initiatives of this program include

-LEAD center( assessment and development centers

for senior leadership positions at the level of AGM's

& GM's)

-administering a psychometric tool called HOGANDEVELOPMENT SURVEY for profiling of senior

level executives10/19/2010 34



All potentials in PHILIPS ELECTRONICS I NDIA

are classified as high and top potentials.

MAC(Management Aptitude Centers) are used for

the assessment of young potentials.

Assessments are made on leadership competency and

chosen behaviors.

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CASTROL I NDIA has engaged 5 assessement

centers covering about 20 people each.

Assessment centers are conducted annually based on

needs of the business.

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ITW SIGNODE conducts assessment and

development centers every year to identified

employees in linchpin roles.

The assessment centers become the starting point of

development for an individual.

The participant's competencies and potential is

reviewed through appraisals, action plandevelopment, and competency based interviews.

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360 degree feedback assessment centers

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