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RSDQ MODEL

OF
360 DEGREE
FEEDBACK
DEVELOPED FOR TOP &
SENIOR MANAGEMENT
● Identifies Managerial &

Leadership Competencies
● R:Roles

● S:Styles

● D: Delegation

● Q:Qualities
ROLES
● Extent to which the individual plays various
roles
● Includes:
● Transformational roles
● Transactional roles
● Focus on:
● Vision, Values,Strategies,Technology, Systems
● Motivation,Culture,internal & external customer
management
LEADERSHIP STYLES
● PATERNALISTIC
● Employees constantly guided
● Treated with affection
● Relationship oriented
● Tasks assigned on the basis of likes &
dislikes
● Reward distribution
● Information sharing
CRITICAL STYLE
● Relates to THEORY X
● Is short term goal oriented
● Does not tolerate mistakes
● Personal power dominated
● Keeps all information to himself
● Highly discipline oriented
DEVELOPMENTAL LEADERSHIP
STYLE
● Empowering style
● Development of competencies
● Long term goal oriented
● Shares information
● Facilitates solution of conflicts and
mistakes
DELEGATION
● Focus on level of Delegation
● Problem for managers who get promotions
fast
QUALITIES
● Leadership Qualities
● Managerial qualities
● Five Variables include
● Feelings-dependence, incompetence,
resentment
● Job satisfaction
● Work commitment
● Morale
● Extent of learning by the subordinates
720 degree as the name suggests is 360 degree
twice

720 degree feedback is performing a feedback


after the main 360 degree appraisal

Doing the appraisal once, where the performance


of the employee is analyzed

Having a good feedback mechanism where the


boss sits down with the employee another time
and gives him feedback and tips on achieving the
targets set
720-degree approach provides for two rounds of
feedback (a pre- and post-test) or a feedback
approach which is done again after nine to twelve
months.

The pre intervention results sets the baseline.

The development intervention is then done to


improve the participant .(eg:training ,coaching).

Post intervention survey shows the amount of


improvement in the results.
A 720 DEGREE APPRAISAL TEMPLATE
TYPICALLY CONTAINS :

Key skill/capability type

Skill component/element

Question number (purely for reference and ease of


analysis)

Specific feedback question

Tick-box or grade box (ideally a,b,c,d or excellent,


good, not good, poor, or rate out of 5 or 10
TO USE THE 720 DEGREE
SYSTEM
Assessment system should be 360 degrees.

Assessment should be done twice or thrice a


year.

Different assessments should be tabulated and


compared for a given period.
Conduct an information campaign that highlights
the benefits and fairness of 720 feedback, and
outline the process in some detail.

Ensure that the rating instruments are relevant,


valid and reliable

Encourage and train raters on how to provide


accurate ratings

Treat employees with sensitivity and Respect


WHEREAS 36O IS............
360 degree feedback, is the most comprehensive
appraisal where the feedback about the employees’
performance comes from all the sources that come in
contact with the employee on his job.

The feedback is typically provided on a form showing job


skills/abilities/attitudinal/behavioural criteria and some
sort of scoring or value judgement system.

360 degree respondents for an employee can be his/her


peers, managers (i.e. superior), subordinates, team
members, customers, suppliers/ vendors
Anyone who comes into contact with the
employee and can provide valuable insights and
information or feedback regarding the “on-the-
job” performance of the employee.

For example, subordinate assessments of a


supervisor’s performance can provide valuable
developmental guidance, peer feedback can be
the heart of excellence in teamwork, and
customer service feedback focuses on the quality
of the team’s results.
IT HAS FOUR COMPONENTS
SELF APPRAISAL

Self appraisal gives a chance to the employee to look at


his/her strengths and weaknesses, his achievements, and
judge his own performance

SUPERIOR’S APPRAISAL

Superior’s appraisal forms the traditional part of the 360


degree appraisal where the employees’ responsibilities
and actual performance is rated by the superior.
SUBORDINATE’S APPRAISAL

Subordinates appraisal gives a chance to judge the


employee on the parameters like communication and
motivating abilities, superior’s ability to delegate the work,
leadership qualities etc.

PEER APPRAISAL

Correct feedback given by peers can help to find


employees’ abilities to work in a team, co-operation and
sensitivity towards others.
WHY USE 720?
This system is more development focused than performance
alone, and supplements training and development functions in a
better way.

A powerful developmental tool because when conducted at


regular intervals it helps to keep a track of the changes, others’
perceptions about the employees

Many organizations are beginning to realize that the skill base of


their executives and managers does not match the requirements
of a rapidly changing environment.

Without these critical competencies, executives and managers are


less likely to be able to lead these organizations toward successful
implementation of strategic changes.
BENEFITS
Improved Feedback From More Sources
Team Development
Personal and Organizational
Performance Development:
Responsibility for Career Development
Reduced Discrimination Risk
Improved Customer Service
Training Needs Assessment
PITFALLS
Exceptional Expectations for the Process
Insufficient Information
Design Process Downfalls
Failure to Connect the Process
Insufficient Training and Process Understanding
Focus on Negatives and Weaknesses
Rater Inexperience and Ineffectiveness
Requires commitment of top management and
the Human resources (time, financial resources
etc)
Paperwork/Computer Data Entry Overload
CASE STUDY
Johnson & Johnson Advanced Behavioral
Technology (JJABT), based in Denver, Colorado,
has instituted a new 720-degree feedback
system.

the most important consideration in


implementing the system is choosing the right
individuals to be raters.

To assemble the rating group, JJABT employees


develop a list of key internal and external
customers with whom they interact and then
recommend five to ten individuals to serve as
Employee’s supervisor still has the ultimate responsibility for the
appraisal and selects appropriate raters from those recommended by
the employees

The JJABT 720-degree appraisal form includes items such as


Does the employee :
Follow up on problems, decisions, and requests in a timely fashion?
Clearly communicate his or her needs/expectations?
Share information or help others?
Listen to others?
Establish plans to meet future needs?
Adhere to schedules?

Raters score these items on a scale ranging from 1 (needs


improvement) to 5 (outstanding). Space is also provided for the
Employee’s supervisor summarizes the data and determines
the final performance rating.
This represents a combination of the comments and ratings
from the various raters and the supervisor’s own feedback on
the ratee’s performance. Typically, managers include a mean
score and distribution range for each item.
Feedback can’t always be taken at face value. Care need be
exercised where rater has given highly negative or positive
feedback.
JJABT managers stress that the key is to look for trends or
patterns in the data.
If there are questions or ambiguities in the raters’ feedback,
supervisors will often solicit additional feedback from the same
or new rates.
After summarizing the data, the supervisor conducts the formal
appraisal interview with the ratee.
Raters are provided the option of being anonymous or
open in their feedback.
If the rater requests anonymity, then the supervisor must
not reveal his or her identity to the ratee when discussing
the performance review
If the rater is willing to be open, then the supervisor may
refer the ratee with questions about his or her feedback to
the rater.
In this way, it is hoped that the 720-degree appraisal
can become less an evaluative tool and more a
comprehensive system for enhancing communication,
facilitating self-development, and improving
performance.
What are the advantages and disadvantages of
Johnson & Johnson’s 720 degree appraisal
ADVANTAGES:

The raters are selected from a list of key external and


internal customers developed and recommendation by the
employees

Criteria by which the ratees are evaluated are clearly


defined by the supervisor

While the supervisor evaluates the work performance , the


raters evaluate the behavior aspect of the ratee
To ensure fairness raters are provided the option
of being anonymous or open in their feedback
.the raters who chose to be anonymous their
identity is not disclosed

The raters feedback is not taken on face value


and care is exercised to eliminate and remove
ambiguities in the raters feedback especially
when they have given highly positive or negative
feedback
DISADVANTAGES
Supervisor has a major say in the appraisal process

While the list of raters is recommended by the employees ,


the raters are selected by the supervisor
The final appraisal report is summarized by the supervisor
which includes his own feedback
Individual biases might affect the process

This system is very time consuming and costly

This system requires a lot of commitment from the


management as well as the employees
QUESTIONS
Do you think the ratings system is useful?
How might you suggest improving it?

What are your views on the anonymity issue?