360 Degree Feedback

360 Degree Feedback is a system that allows co-workers to comment on

an individual's performance. It is referred to as 360 Degree as people are
selected from various levels of the organisation and from various
departments to provide the feedback.

360 Degree Feedback in the UK is a relatively new approach which can

cause unease the first time it is tried. There are a variety of systems
available some requiring written comments as part of the feedback. The
problem with written comments is it is not possible to analyse the comments
and present the result in an anonymous manner. Some people when asked
to write feedback comments produce bland statements as they do not want
to cause offence and, in these "politically correct" times, are warry about
minorities and perceived bias.

We use a tick list approach for feedback using a large variety of

representative words. The inputs are then analysed for trends and a
summary report is produced which is completely anonymous.

180 Degree Feedback is used when subordinates provide feedback for

their supervisor or leader. It is possible to have both 180 degree and 360
degree feedback for leadership in larger organisations.

Performance Appraisal is a tool to find out the working and achievement of the orker in an
organization. One type of appraisal is a 90 degree appraisal.

In appraisal the feedback of the employee is taken from various other variants like the peers,
managers, self appraisal, immediate superiors. In the present form of appraisal only one of the
above virtual circle of the employee gives a feedback about the worker.

As the number of variants increase the persons from whom the feedback of the employee is taken
increases makinThe CheckPoint 360 degree feedback system

The Checkpoint 360º feedback system is a powerful appraisal tool which assesses 18 specific job
skills/abilities categorised into 8 leadership and management competencies. It is effective for
performance appraisal, management and leadership development.

There is a proven relationship between the success of the organisation and the leadership
skills of its management.
For more information on the impact of improved leadership on an organisation, click here.
Therefore raising the leadership skills and competencies of managers will improve bottom line
performance. Ineffective line management is a major factor responsible for low morale*. The
Checkpoint 360º appraisal system can identify those abilities/competencies which need
development.
The Checkpoint 360º feedback system is also suitable for 180º and 270º feedback appraisal.

the Checkpoint system

performance factors - competencies
bespoke appraisal
the process
the report
implementation and follow-up - SkillBuilder
180º and 270º feedback appraisal
Organisational Management Analysis
guidelines for using 360º feedback appraisal
the Checkpoint 360 is available in 25 languages

the Checkpoint system

The Profiles CheckPoint 360° competency feedback system is a multi-layer, customisable
appraisal process that provides managers and leaders with an opportunity to receive an
evaluation of their job performance from the people around them – their boss, their peers, and the
people whose work they supervise. From this feedback, managers can compare the opinions of
others with their own perceptions, positively identify their strengths, and pinpoint the areas of
their job performance that could be improved. Please note that this is a developmental appraisal
tool based on performance. It is used to appraise performance but results should not be used to
decide remuneration.

performance factors - competencies

This assessment process is concerned with a manager’s job performance in eight skill clusters
and 18 universal competencies, described as follows:

 communication
o listens to others
o processes information
o communicates effectively
 leadership
o instils trust
o provides direction
o delegates responsibility
 adaptability
o adjusts to circumstances
o thinks creatively
 relationships
o builds personal relationships
o facilitates team success
  task management
o works efficiently
o works competently
 production
o take action
o achieves results
 development of others
o cultivates individual talents
o motivates successfully
 personal development
o displays commitment
o seeks improvement

bespoke appraisal using your own in-house developed management competencies

From February 2005, clients can develop their own feedback systems using their own
management competencies based on our successful feedback methodology and reporting system.
For further information and a tailor-made application, please call +44 (0)1491 574938 or click on
need help or mailto:info@anovacoms.com

the process
Each participant or rater (self, boss, peers and subordinates)completes an evaluation, a process
that takes about 30 minutes. All participants are guaranteed anonymity (except for the 'boss' and
'self') and urged to be honest and objective in their responses. Participants may complete their
assignments via the Internet and results from all participants are compiled into a report that is
returned to the manager ('boss'). It consists of 70 highly targetted questions and takes
approximately 30 minutes to complete. The report does highlight results from any group (peers
or subordinates) where an individual's answers are significantly different to the others within that
group eg. where someone may have an axe to grind.

full colour report

CheckPoint Reports have comprehensive graphs and charts (in colour) as well as narrative
descriptions of the results to help the manager read, understand, and effectively use the data for
self-development.
They have been developed to present complex data in a meaningful, simple and graphic way.
They are structured to appeal to all types of users revealing an increasing level of data page by
page. The CEO will appreciate the overview given at the beginning of the report whereas the
manager/boss and individual will need to delve into more detail.
The report has a special personal growth section that coaches the manager and helps improve
performance in development areas.
The CheckPoint 360° Competency Feedback System is an effective managerial development
system that pays big dividends in improved performance.

implementation and follow-up - SkillBuilder

Where further development is required, the SkillBuilder series provides a framework across each
of the 18 management and leadership competencies to enable the individual to develop an
effective programme to ensure improvements are made. Such improvements can be based on
either the individual's strengths or the individual's weaknesses and are directed at one, or at most
two of the leadership and management competencies in question.

The chosen SkillBuilder competency is carried out with the support and direction of two
'performance coaches'. A performance coach is chosen by the individual ('self') for his/her
support as well as his/her experience and knowledge. This can be the 'boss', a peer or anybody
else who can provide the time, support and expertise required. Usually the first performance
coach is the individuals boss whereas the second performance coach can be a trusted person who
has the necessary experience to act effectively as a mentor. Such a mentor can come from inside
or outside the organisation.

Unlike many courses and seminars, SkillBuilder modules are available online and are intergrated
into a manager's daily tasks.
Being self-paced, SkillBuilder activities easily fit into a manager's schedule and visibly
accelerate effectiveness and efficiency.

Once this process has been completed the 360º assessment is carried out again to measure the
progress made.

This makes the Checkpoint/SkillBuilder combination a very effective management tool.

180º and 270º feedback appraisal

The Checkpoint system can easily be accommodated to provide either 180 degree or 270 degree
feedback appraisals. A '180' is an appraisal between the boss and 'self' (the person who is being
appraised). A '270' is an appraisal between the boss, 'self' and either subordinates or peers.

Organisational Management Analysis (OMA)

This is a 360 degree feedback system for the entire organisation; it is designed to summarise
information from all of the CheckPoint individual feedback reports generated on the group
selected. This is usually the senior group of managers and/or the Board of Directors. It alerts top
management to potential managerial problems that can develop when managerial goals are not in
alignment with the goals and direction of the enterprise. This information strengthens
communications and builds stronger organisations.

An Organisational Management Analysis provides a description of where you are now. This has
been described as "the fifth point of the compass". The "fifth point" concept means successful
management decisions regarding the direction to take a company must be predicated on knowing
where you stand now. False assumptions often lead to wasting time, effort, and resources. The
OMA report is a guide to future development based on statistically accurate data. When you
know where you are and where you want to go, you can chart your course with confidence and
certainty.

The OMA process examines a company's culture and provides insights to the alignment of
management groups with the company's goals and objectives. This information is used to analyse
the human capital aspects associated with an organization's long-term strategic objectives. The
report also provides an analysis of organisational development priorities and defines
organisational training needs.

Guidelines for using 360º feedback appraisal

Use 360º feedback appraisal for performance but not where the outcome results in a review of
pay or bonus:
1. Identifying the skills, competencies, behaviours and practices needed to successfully achieve
goals, outcomes and results.
2. Measure proficiencies in skills, competencies, behaviours and practices.
3. Assess where improvement is needed to achieve desired results
4. Create targeted development plans that increase capabilities and performance
5. Assess what environment will bring out the best results from individuals and teams

Performance appraisal where the outcome does influence remuneration should be used to:
1. Set clear, specific goals
2. Establish measurements to determine outcomes and results
3. Evaluate the degree to which outcomes and results were achieved
4. Determine, based on performance what increase or bonus is due