From Case : Rob Parson

Business Context of 360 degree Feedback System – Org, Group, Indl Level
- Performance
- Development
- Coaching

Does 360 degree helps in influencing business performance?

Linkage of 360 Degree to People Practices/Indicators such as Promotion, Compensation etc

What are the dimensions of 360 degree? Is it good to provide weightage to dimensions?

How do you align the person with job, manager, team and organisation characteristics in 360
degree?

How Appraiser and HR could create a better development culture at Morgan Stanley?

How to give feedback? What to observe? When, Why, What….

Capability Building Questions

- Design a 360-degree feedback system aligned to business context? If so what aspects
need to be focused
- Identify the behavioural dimensions critical for the role
- Implement/ Roll out 360 degree feedback system with all Do’s and Don’ts. Prepare a
policy and SoP for the HR, Assessors and Assesse.
- How do you build capability amongst the Appraisers on quality of the feedback?
- How do you integrate 360 degree feedback to other people practices like Career Planning,
Compensation etc
- Why does most organizations fail to implement 360 degree successfully? How do you
ensure you will implement the same.

Overview of Discussion: 360-Degree Feedback Systems

o Advantages of 360-Degree Feedback Systems

o Risks of 360-Degree Feedback Systems [Expand spacing btw last two bullets here?]
o Characteristics of a Good 360-Degree Feedback System

• Advantages of 360-Degree Feedback Systems

 Decreased possibility of biases

  Increased awareness of expectations

 Increased commitment to improve

 Improved self-perception of performance

 Improved performance

 Reduction of “undiscussables”
 Increased employee control of their own careers

• Risks of 360-Degree Feedback Systems

o Unconstructive negative feedback hurts.

o Are individuals comfortable with the system?

 User acceptance is crucial.

o If few raters, anonymity is compromised.

o Raters may become overloaded.
o Stock values may drop

• Characteristics of a Good 360-Degree Feedback System

o Anonymity

o Observation of employee performance

o Avoidance of survey fatigue

o Raters are trained

o Used for developmental purposes only (at least initially)

o Emphasis on behaviors

o Raters go beyond ratings

o Feedback interpretation
o Follow-up [Expand spacing between last 2 bullets here?]
 How difficult is it to develop a good 360-degree feedback system?
What’s the STAR Method?
DDI invented the STAR method as one of the simplest and most effective ways to
communicate in an interview or when providing feedback.  It’s based on 3 simple
components:

 ST: Situation/Task - Explain the situation or task so others understand the

context.
 A: Action - Give details about what you or another person did to handle the
situation.
 R: Result - Describe what was achieved by the action and why it was effective.

Whether structuring an interview or feedback, the STAR model is a powerful tool for
every leader.

Don’t Forget STAR/AR

Let’s face it: lots of things don’t turn out the way we planned. But that doesn’t have to be
a bad thing. In fact, those can make the best learning opportunities.

To guide development in those learning moments, DDI also created the STAR/AR
method:

 ST: Situation/Task - Explain the situation or task.

  A: Action - Give details about what you or another person did to handle the
situation.
 R: Result - Describe the consequences, and why the action was ineffective.
 A: Alternative action - Discuss what could have been differently.
 R: Alternative Result - Share how the different action could have produced a
better result.

With the STAR/AR format, you can give feedback that turns mistakes into positive
lessons.

Case Study: Customer Service Supervisor for Hoffman Airlines

Harry Patterson is the customer service supervisor for Hoffman Airlines at the Kiowa Airport in
Colorado. He supervises 10 employees who are responsible for helping customers with lost
baggage, dealing with delayed or missed flights, finding hotel rooms for stranded passengers,
and so on. Hoffman Airlines has been considering implementing a 360-degree feedback program
for the employees and has hired you to help them develop such a program. Management has
decided to test the concept by using it as a developmental tool for Harry Patterson.

1. What might be the benefits of implementing 360-degree feedback as a developmental tool for
this supervisor?

2. What might be the dangers of implementing 360-degree feedback as a developmental tool for
this supervisor?
3. Using the information at http://online.onetcenter.org/link/summary/43-1011.01 [Should the
link here be underlined?], complete the following grid (note: table is designed to expand to fit
contents):
a. What performance dimensions would you define?
b. Who should be the sources for the feedback?
c. What dimensions would be measured by each source?

b. Source: b. Source: b. Source: b. Source: b. Source:

Self peer Employee Customer manager

a. Performance
Dimensions