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8/8/2019 Importance of 360 Degree Feedback $ Its Applicability
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P R E S E N T E D B Y
N I D H I S H A R M A
IMPORTANCE OF 360 DEGREEFEEDBACK $ ITS APPLICABILITY
8/8/2019 Importance of 360 Degree Feedback $ Its Applicability
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Description
y Use of rating forms to report frequency of observedbehavior.
y Multiple people in contact with resident act asevaluators.
y Often survey type form.
y Ratings summarized by topic.
y Include goal-setting
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Use for Soft Areas
y More accurate for formative than summative
feedback
y Interpersonal & communication
y
Professional behavior
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Importance and applicability
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Defines corporate competencies
y 360 [degrees] feedback is used, contrasting the results ofself-evaluation against organizational norms illuminatesareas of the business plan that need more attention from
the employee.
y You can truly determine if the results required by thestrategic plan.
y The differences are known, senior management can moreeffectively communicate the skills, knowledge andexperiences necessary to align individual goals withoverall corporate strategy.
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Increases the focus on customer service
y A 360 [degrees] feedback program can reinforcetotal quality management (TQM) and continuousprocess improvement programs.
y The validity of the TQM program is determined bythe extent of positive survey responses.
y Incorporating customer feedback in the evaluationprocess emphasizes the importance of clientexpectations in determining company focus.
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Supports team initiatives
y The traditional approach of relying on feedback froman employee's manger becomes only part of theoverall assessment process.
y More companies have realized that a team-basedculture can be a catalyst for attaining businessobjectives.
y Employees are more inclined to consider factorsbeyond the bosses' expectations when exhibitingbehaviors and striving for results.
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Creates a high-involvement workforce.
y In a highly involved work-force, front-line associates
are given responsibility for taking initiative, makingdecisions, questioning historical routines anddeveloping plans.
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Decreases hierarchies, promotes streamlining
y Corporations continue to use downsizing as a method forbecoming more competitive.
y After downsizing, supervisors and team leaders may seetheir roles evolve, leading to positions with broaderresponsibility and expanded jurisdiction.
y Moving rating responsibilities to a mixed group of
employees reinforces the new corporate structure thatshifts accountability to many. Consequently, multi-levelfeedback promotes the streamlining initiative.
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Detects barriers to success
y The idea that direct reports and peers will havesignificant impact on a supervisor's overallevaluation and organizational future can be truly
intimidating.
y "We think we know how we are viewed by colleaguesand subordinates; however, when we receive the
results, many of us are shocked."
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Assesses developmental needs.
y The primary focus of our process is identifying areaswhere the employee can be more effective in the long
run.
y Feedback received during the process allows for easyassessment of current effectiveness and the need to
develop critical skills.
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Avoids discrimination and bias
y To eliminate evaluation errors may raise employeeconcerns and increase the probability that a
dissatisfied worker will go outside the company forrelief.
y Using multi-rater feedback reduces the potential for
personal bias and thus legal exposure.
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Identifies performance
y The behaviors measured during the assessmentprocess allow individuals to understand their
strengths and weaknesses.
y When the link between organizational values andcurrent behavior is explained, employees can focuson developing approaches that lead to career growth.
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To maximize the potential benefits of 360 [degrees] feedback, a well-formulated plan should be devised. Some issues to consider include the
following:
y How will the new process be communicated to team leaders,managers and employees?
y Should only 360 [degrees] feedback be used or should the
process be combined with other appraisal systems?
y How will staff be trained to use the instrument effectively?
y
Should an outside consultant be used?
y Can a program be purchased off-the-shelf or should theprocess be customized for the organization?
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Disadvantages
y Hardware/software costs
y Lack of validation.
y Potential information overload
y Selection bias
y Discoverability
y Potential for invalid feedback
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THANK YOU