360 degree as performance tool

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Information about 360 degree as performance tool

Published on March 8, 2014

Author: afrasyed7

Source: slideshare.net


This will be useful for the HR Students......

360 degree feedback as performance Tool : PRESENTED BY: AFRA

• Meaning of 360° feedback • 360° feedback, also known as multi-rater feedback, is a process in which one person, often referred to as the subject, receives anonymous feedback from the people that he/she works with. • The people involved in the feedback process can include, but are not limited to, managers, peers, direct reports, customers, and the individual being evaluated. • Individual ratings and feedback are typically provided by at least 6 – 12 people. All responses are aggregated to ensure that each person's individual responses remain confidential.

• Each person involved in the 360° process completes an online survey that measures a broad range of work-related competencies. • Ratings, or scores, are provided for each question and written comments are included to supply more in-depth information for the individual being rated. • The information collected from the 360° process is used to get a better understanding of individual strengths and weaknesses and assists in creating personal development plans based on the feedback from multiple sources.

Typical uses of 360° feedback: • 360° feedback can be used for many purposes; however, there are three major purposes, or goals, for using 360° feedback. • Individual development: Individual development is the most popular use of 360° feedback. The feedback collected during the 360° process helps increase individual levels of self-awareness while providing data that is used in personal development plans. When used for individual development, coaching is often incorporated into the feedback process.

• Administrative decision making: 360° feedback can be used to assist in making both individual and organizational decisions. 360° feedback can be used as part of a company's performance management system to provide performance-based feedback on employee performance. The information collected in the 360° process can also be used to assist with succession planning decisions. • Organizational development: 360° feedback can assist with many organizational interventions such as: teamwork, communication, and increasing customer feedback.

• • • • • • • • • • • Using 360 degree feedback questionnaires can benefit all parties involved in the process. Some of the key benefits to stakeholders in the 360 degree feedback process are as follows: Benefits to the Individual Process helps individuals understand how others perceive them Personal development needs are revealed Feedback is essential for learning Individuals can better manage their careers and performance Benefits to the Team Increases communication between team members Supports teamwork by involving team members in the development process Benefits to the Company Better career development for employees Promote from within Improves customer service by having customers contribute to the training Drives training

• What does 360° feedback measure? • 360° feedback is used to measure numerous work-related competencies and behaviors. • Examples of competencies used in the 360° process include, but are not limited to: leadership, communication, teamwork, listening, developing others, customer focus, strategic planning, communicating the vision, and building relationships. • Who can benefit from the 360° process? • The 360° process can benefit anyone, at any level of the organization. • The 360° process can be used to provide performancebased feedback to CEO /presidents, senior level executives, team leads, sales staff, and high potential employees.

• Factors Linked to Success • Organizations who experience success with the 360degree feedback methods have many environmental attributes present. • Some of these are: • Organizational climate fosters individual growth • Criticisms are seen as opportunities for improvement • Proper framing of feedback method by management • Assurance that feedback will be kept confidential • Development of feedback tool based on organizational goals and values • Feedback tool includes area for comments Brief workers, evaluators and supervisors about purpose, uses of data and methods of survey prior to distribution of tool • Train workers in appropriate methods to give and receive feedback • Support feedback with back-up services or customized coaching

• Factors Linked to Failure: • Many organizations have rushed into 360-degree feedback without laying the foundation for success. Typical errors include: • Feedback tied to merit pay or promotions • Comments traced to individuals causing resentment between workers • Feedback not linked to organizational goals or values • Use of the feedback tool as a stand alone without follow-up • Poor implementation of 360-degree tool negatively affects motivation • Excessive number of surveys are required of each worker with few tangible results provided to individuals

What is Benchmarking: • Benchmarks is a 360-degree feedback tool that: ▫ Helps participants identify their strengths and potential developmental needs through a confidential feedback report ▫ Uncovers potential blocks to development – flaws or failures which could lead to career derailment ▫ Provides a “benchmark” comparison to an appropriate external “norm” ▫ Is a research-based, “assessment for development” feedback instrument ▫ Is statistically reliable, valid, and comprehensive

What Does Benchmarks Measure? Benchmarks Section 1 1. Resourcefulness 2. Doing whatever it takes 3. Being a quick study 4. Decisiveness 5. Leading employees 6. Confronting problem employees 7. Participative management 8. Change management 9. Building and mending relationships 10. Compassion and sensitivity 11. Straightforwardness and composure 12. Balance; personal life and work 13. Self-awareness 14. Putting people at ease 15. Differences matter 16. Career management

What Does Benchmarks Measure Benchmarks Section 2 Difficulty with interpersonal relationships 1. Difficulty building and leading a team 2. Difficulty changing or adapting 3. Failure to meet business objectives 4. Too narrow functional orientation

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