90 degree performance appraisal

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I. Contents of getting 90 degree performance appraisal

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"Mirror, mirror on the wall. Who is the fairest of them all?" Are you curious how others perceive
your performance? Do you wonder how effective you are at what you do? Unfortunately, most
people cannot accurately evaluate their performance. The truth is when it comes to performance,
PERCEPTION is reality.
The 360-degree performance appraisal is gaining popularity as a tool to accurately measure
performance. In this downsized economy executives are concerned how individual performance
affects organizational performance, productivity, and the bottom line.
Informal performance feedback methods are unreliable. As individuals, we receive feedback
from two groups. On one extreme we hear from people who like us, then on the other extreme
we hear from people who despise us. As long as we surround ourselves with "yes" people, we
will never know what needs improving. Neither group is entirely accurate in their appraisal. The
silent majority, the group in the middle, has the most valuable and valid feedback.
Most people compare the traditional performance appraisal process to standing on a broken
bathroom scale that provides everyone the exact same weight. The annual, one-on-one
performance appraisal provides biased and limited feedback. Personal chemistry plays a large
part in evaluations. Studies show individuals who look like, act like, and think like the boss will
usually receive a better evaluation than individuals who are different. In more cases, supervisors
avoid saying anything negative, not address shortcomings, and lump everyone in the same
middle-of-the-road box.

When done properly, the 360-degree assessments are powerful tools for helping individuals
improve, grow, and develop their interpersonal skills. I worked with one individual who received
excellent scores from her supervisor and board members. She "walked on water." However,
when I completed a 360-degree assessment, four out of her five direct reports identified major
weaknesses. She was a micro-manager, over-controlling, and intimidated those who worked for
her. The end result was a group of people afraid to take initiative and limited by her controlling
management style. When she saw the report,she was willing to change her behavior and resolve
the issues. If she had only depended on the feedback from her supervisor, she would have been
oblivious to the problem.
The supervisor is only ONE person out of many possessing valuable input to the performance of
the rated individual. Getting accurate feedback from all the groups of people we work with is
more valuable than just one person. This assessment gathers information from people about an
individual's performance as seen by the standards and expectations of their boss, self, peers,
direct reports, and customers.
The development of effective skills begins with the awareness of ineffective behaviors. A 360degree feedback assessment shows an individual what others think their performance is versus
what it should be. By understanding the perception of others, people can improve.
How Does It Work?
The rated employee and his/her boss pick a group of 8-12 individuals. These people should work
with the employee for a minimum of 90 days. The group should consist of stakeholders to
include customers, direct reports, peers and the individual's direct supervisor. Most 360-degree
assessments are completed on a secure webpage. Input and the identity of the individual is
protected. At the conclusion, the rated employee receives a written report that includes the
aggregate scores broken down by groups. (Supervisor, self, peers, direct reports etc.)
These 360-degree assessments must be used with foresight and forethought. Critics say these
assessments are nothing more than popularity contests. As a management consultant, I have
conducted dozens of assessments and found the input is much more fair and objective than other
performance appraisals. In some cases, written comments provided by the stakeholders are the
most helpful part of the process.
The 360-degree assessment points out blind spots individuals, team members, and managers
cannot see about themselves. Depending on the maturity level of the individual, this revelation
comes as a blessing or a curse. Assessment results should be facilitated in a way that leads to a
complete process of improvement. Follow-up and action plans for improvement are a critical part
of this process.

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III. Performance appraisal methods

1. Essay Method
In this method the rater writes down the employee
description in detail within a number of broad categories
like, overall impression of performance, promoteability
of employee, existing capabilities and qualifications of
performing jobs, strengths and weaknesses and training
needs of the employee. Advantage It is extremely
useful in filing information gaps about the employees
that often occur in a better-structured checklist.
Disadvantages It its highly dependent upon the writing
skills of rater and most of them are not good writers.
They may get confused success depends on the memory
power of raters.

2. Behaviorally Anchored Rating Scales

statements of effective and ineffective behaviors
determine the points. They are said to be
behaviorally anchored. The rater is supposed to
say, which behavior describes the employee
performance. Advantages helps overcome rating
errors. Disadvantages Suffers from distortions
inherent in most rating techniques.

3. Rating Scale

Rating scales consists of several numerical scales

representing job related performance criterions such as
dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are
derived. Advantages Adaptability, easy to use, low cost,
every type of job can be evaluated, large number of
employees covered, no formal training required.
Disadvantages Raters biases

4. Checklist method
Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages economy, ease of administration, limited
training required, standardization. Disadvantages Raters
biases, use of improper weighs by HR, does not allow
rater to give relative ratings

5.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
Employees are ranked according to their
performance levels.
It is easier to rank the best and the worst
employee.
Limitations of Ranking Method
The whole man is compared with another
whole man in this method. In practice, it is very difficult
to compare individuals possessing various individual
traits.
This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
When a large number of employees are working,
ranking of individuals become a difficult issue.
There is no systematic procedure for ranking
individuals in the organization. The ranking system does
not eliminate the possibility of snap judgements.

6. Critical Incidents Method

The approach is focused on certain critical behaviors of

employee that makes all the difference in the
performance. Supervisors as and when they occur record
such incidents. Advantages Evaluations are based on
actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases,
chances of subordinate improvement are high.
Disadvantages Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback
may be too much and may appear to be punishment.

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