GETTING 360 DEGREE FEEDBACK RIGHT

GETTING 360 DEGREE FEEDBACK RIGHT : 

GETTING 360 DEGREE FEEDBACK RIGHT By Maury A. Peiperl Presented by: Lawi Anupam 1224108221 GITAM Institute of International Business

360 DEGREE FEEDBACK : 

360 DEGREE FEEDBACK An assessment process used to improve managerial effectiveness by providing the manager with a more complete assessment of their effectiveness, and their performance and development needs. The process of getting feedback from multiple sources. (peers, subordinates, customers, supervisors) Also called as “Peer Appraisal”.

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Top Management (Internal customer) Other Department Representatives (Internal customer) Co-workers or team members (Internal customer) Subordinates (Internal customer) Manager (Internal customer)

PROCEDURES FOR CONDUCTING 360 DEGREE APPRAISAL : 

PROCEDURES FOR CONDUCTING 360 DEGREE APPRAISAL Develop questionnaire Ensure confidentiality Provide training / orientation Administer the feedback Analyze the data Develop and distribute results

PROS OF 360 DEGREE FEEDBACK : 

PROS OF 360 DEGREE FEEDBACK The system is more comprehensive in that responses are gathered from multiple perspectives. Quality of information is better. It may lessen bias/prejudice since feedback comes from more people, not one individual. Feedback from peers and others may increase employee self-development. Helps in identification of strength and weakness of employees.

CONS OF 360 DEGREE FEEDBACK : 

CONS OF 360 DEGREE FEEDBACK The system is complex in combining all the responses. Feedback may not be fair. There may be conflicting opinions, though they may all be accurate from the respective standpoints. Employees may collude or “game” the system by giving invalid evaluations to one another. Consumes enormous time and very costly. Difficult for cross-cultural organizations. Maintaining confidentiality is difficult.

MANAGING “PEER” IN PEER APPRAISAL : 

MANAGING “PEER” IN PEER APPRAISAL Go public with your support Be a counselor and role model Provide training early and often Put substance before rankings Let people know when they are not doing peer appraisal well

PARADOX OF ROLES : 

PARADOX OF ROLES YOU CANNOT BE BOTH A PEER AND A JUDGE Disadvantages Give fairly conservative feedback Feedback may be distorted, overly positive unhelpful to managers and recipients. Negative feedback may damage relationship. Hurt own careers and those of friends and colleagues.

PARADOX OF GROUP PERFORMANCE : 

PARADOX OF GROUP PERFORMANCE FOCUSING ON INDIVIDUALS PUTS THE ENTIRE GROUP AT RISK Disadvantages Ignores group dynamics and work realities. May harm close-knit and successful groups. Low performing groups believe it as a veiled attempt to assess blame. Can breed cynicism, suspicion and an “us-against them” mentality.

MEASUREMENT PARADOX : 

MEASUREMENT PARADOX THE EASIER FEEDBACK IS TO GATHER, THE HARDER IT IS TO APPLY Advantages Give qualitative comments and insights to the employee. Disadvantages Process required excessive amount of paperwork. System lack a mechanism for giving or setting detailed feedback beyond a letter. Time consuming. Not easily compared and aggregated. Qualitative feedback is more difficult.

PARADOX OF REWARDS : 

PARADOX OF REWARDS WHEN PEER APPRAISAL COUNTS THE MOST, IT HELPS THE LEAST Disadvantages People focus virtually all their attention on reward outcomes. Threat to feelings of self-worth. Affect salary reviews and promotions

MANAGING THROUGH PARADOXES : 

MANAGING THROUGH PARADOXES To provide timely and useful feedback to improve the performance of the individual. Employee receives detailed and qualitative feedback. This is accompanied by coaching and counseling. To check that the things are going smoothly and to head off major conflicts. Improve ties between groups. Aimed at distributing authority and responsibility more broadly throughout an organization.

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THANK YOU