720 degree appraisal

7/21/2019 720 Degree Appraisal

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720 DEGREE

APPRAISAL



720 degree as the name suggests is 360 degree

twice

720 degree feedback is performing a feedbackafter the main 360 degree appraisal

Doing the appraisal once, where theperformance of the employee is analyzed

a!ing a good feedback mechanism where theboss sits down with the employee another timeand gi!es him feedback and tips on achie!ingthe targets set



720"degree approach pro!ides for two

rounds of feedback #a pre" and post"test$or a feedback approach which is doneagain after nine to twel!e months%

&he pre inter!ention results sets thebaseline%

&he de!elopment inter!ention is then doneto impro!e the participant %#eg'training,coaching$%

(ost inter!ention sur!ey shows theamount of impro!ement in the results%



A 720 DEGREE APPRAISALTEMPLATE TYPICALLY CONTAINS :

)ey skill*capability type

+kill component*element

uestion number #purely for reference and easeof analysis$

+peci-c feedback .uestion

&ick"bo/ or grade bo/ #ideally a,b,c,d or e/cellent,good, not good, poor, or rate out of or 10



& +4 &4 720 +5+&4, ssessment system should be 360 degrees%

ssessment should be done twice or thrice ayear%

Di8erent assessments should be tabulatedand compared for a gi!en period%



9onduct an information campaign that

highlights the bene-ts and fairness of 720feedback, and outline the process in somedetail%

4nsure that the rating instruments arerele!ant, !alid and reliable

4ncourage and train raters on how topro!ide accurate ratings

&reat employees with sensiti!ity andrespect



:& ;+ 360 D4<=44 >44D?9)

360 degree feedback, is the most comprehensi!eappraisal where the feedback about theemployees@ performance comes from all thesources that come in contact with the employeeon his Aob%

&he feedback is typically pro!ided on a formshowing Aob skills*abilities*attitudinal*beha!iouralcriteria and some sort of scoring or !alue

Audgement system%

360 degree respondents for an employee can behis*her peers, managers #i%e% superior$,

subordinates, team members, customers,su liers !endors



nyone who comes into contact with the

employee and can pro!ide !aluable insightsand information or feedback regarding theBon"the"AobC performance of the employee%

>or e/ample, subordinate assessments of asuper!isor@s performance can pro!ide!aluable de!elopmental guidance, peerfeedback can be the heart of e/cellence inteamwork, and customer ser!ice feedbackfocuses on the .uality of the team@s results%



>or e/ample, an agency may use super!isor,

self, and customer input to supplement therating ocial@s appraisal in one di!ision@sprogram%

nother di!ision of the same agency withBself"directed teamsC may use peer, self, andsubordinate ratings to obtain the most usefulinput%



;& + >= 9(E4E&+

+4F> ((=;+F

+elf appraisal gi!es a chance to the employee to look athis*her strengths and weaknesses, his achie!ements,

and Audge his own performance

+(4=;=@+ ((=;+F

+uperior@s appraisal forms the traditional part of the 360degree appraisal where the employees@ responsibilitiesand actual performance is rated by the superior%



+?=D;E&4@+ ((=;+F

+ubordinates appraisal gi!es a chance to Audge theemployee on the parameters like communication and

moti!ating abilities, superior@s ability to delegate thework, leadership .ualities etc%

(44= ((=;+F

9orrect feedback gi!en by peers can help to -ndemployees@ abilities to work in a team, co"operation andsensiti!ity towards others%



WHY USE 720 G%%

&his system is more de!elopment focused than performance

alone, and supplements training and de!elopment functions ina better way%

powerful de!elopmental tool because when conducted atregular inter!als it helps to keep a track of the changes,

others@ perceptions about the employees

any organizations are beginning to realize that the skill baseof their e/ecuti!es and managers does not match there.uirements of a rapidly changing en!ironment%

:ithout these critical competencies, e/ecuti!es and managersare less likely to be able to lead these organizations towardsuccessful implementation of strategic changes%



BENEFITS

Improve Fee!"#$ From MoreSo%r#e&

Te"m Deve'opme()

Per&o("' "( Or*"(+,")+o("'Per-orm"(#e Deve'opme()'

Re&po(&+!+'+). -or C"reer Deve'opme()

Re%#e D+&#r+m+(")+o( R+&$

Improve C%&)omer Serv+#e

Tr"+(+(* Nee& A&&e&&me()



DISAD/ANTAGES

E#ep)+o("' Epe#)")+o(& -or )1e Pro#e&&I(&%#+e() I(-orm")+o(De&+*( Pro#e&& Do3(-"''&F"+'%re )o Co((e#) )1e Pro#e&&

I(&%#+e() Tr"+(+(* "( Pro#e&&U(er&)"(+(*

Fo#%& o( Ne*")+ve& "( We"$(e&&e&R")er I(eper+e(#e "( I(e4e#)+ve(e&&

Re5%+re& #omm+)me() o- )opm"("*eme() "( )1e H%m"( re&o%r#e&6)+me 8("(#+"' re&o%r#e& e)#9

P"per3or$Comp%)er D")" E()r.

Over'o"



=aters are pro!ided the option of being

anonymous or open in their feedback% ;f the rater re.uests anonymity, then the

super!isor must not re!eal his or her identity tothe ratee when discussing the performance

re!iew ;f the rater is willing to be open, then the

super!isor may refer the ratee with .uestionsabout his or her feedback to the rater%

;n this way, it is hoped that the 720"degreeappraisal can become less an e!aluati!e tooland more a comprehensi!e system forenhancing communication, facilitating self"

de!elopment, and impro!ing performance%



:hat are the ad!antages and disad!antages720 degree appraisalH

ADVANTAGES:

&he raters are selected from a list of key e/ternal

and internal customers de!eloped andrecommendation by the employees

9riteria by which the ratees are e!aluated are

clearly de-ned by the super!isor

:hile the super!isor e!aluates the workperformance , the raters e!aluate the beha!ior

aspect of the ratee



&o ensure fairness raters are pro!ided theoption of being anonymous or open in theirfeedback %the raters who chose to beanonymous their identity is not disclosed

&he raters feedback is not taken on face !alueand care is e/ercised to eliminate and remo!eambiguities in the raters feedback especially

when they ha!e gi!en highly positi!e ornegati!e feedback



D;+DIE&<4+ +uper!isor has a maAor say in the appraisal

process

:hile the list of raters is recommended by the

employees , the raters are selected by thesuper!isor

&he -nal appraisal report is summarized by thesuper!isor which includes his own feedback

;ndi!idual biases might a8ect the process

&his system is !ery time consuming and costly

&his system re.uires a lot of commitment



Do you think the ratings system is usefulHow might you suggest impro!ing itH

5es the rating system is useful as it isbenchmarked against the mean score anddistribution range %

&he super!isor has full authority in theappraisal process thus after the super!isor

has summarized the report, and appraised theratee, the performance appraisal should bee!aluated by management one le!el higherthan the direct super!isor %



:hat are your !iews on the anonymity issueH

;n the appraisal process anonymity helps raterfeel con-dent in e!aluating the ratee andgi!ing his free and frank feedback on theratee@s beha!ioral aspects% e can mark theemployee what he deser!es %

;t helps the rater e!aluate the employee on afair and unbiased basis without the fear of hisidentity being re!ealed to the ratee%

720 degree appraisal

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