Jaipuria Institute Of Mangement Jaipur

Managing Human Resource

Panel Discussion Report

Submitted To

Mr Niranjan Rajpurohit

Submitted By

Mustafa Mithibor
[PGFA2234]

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A 360-degree performance appraisal, also called 360-degree feedback or multi-
rater feedback, occurs when an employer evaluates an employee's performance
based on feedback from as many sources as possible, not just from the direct
manager.
Once all the feedback is gathered, it is used to figure out an employee's
strengths, weaknesses, and skills and can give a well-rounded performance
appraisal.
If the 360-degree performance review is done well, it can improve team
performance, make people more aware of themselves, and make communication
clearer.

Uses

Most of the time, organizations have used 360-degree feedback for development, giving it to
employees to help them improve their work skills and behaviors. But organizations are using
360-degree feedback more and more in performance reviews and administrative decisions
about having to hire (e.g., pay; promotions). When 360-degree feedback used to evaluate
performance, it is sometimes preferred reference to as a "360-degree review."

A lot of people have different thoughts on whether 360-degree feedback is only to be used for
development or also for evaluation.
This is mostly due to the subjectivity and motivations of feedback providers, differences
between raters, and whether or not feedback providers can able fairly judge whether work
and organizational goals have been met. Even though these problems happen once 360-
degree feedback uses to help people grow, they may be more noticeable when employers use
it to evaluate performance.

For instance, its best 360-degree appraisal assessments measure how engaged and committed
the leader's direct reports are right now. When the link between a leader's actions and a key

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metric like commitment is made clear, the leaders are better able to see the effects of their
actions.

Similar-to-Me Bias in Performance Reviews

This kind of bias shows up in performance reviews when you give people who
have similar skills, & backgrounds a higher rating. This one is hard to avoid
because we seem to like and prefer people who are like us. But this can be bad
for your culture because it can make people who don't have relatively similar
skills or interests feel less welcome in the workplace.

Don't use the "same e as me" Effect by becoming able to keep track of your
biases and trying to change them; having goals and skills that are clear and
agreed upon;
Collecting documentation of a performance that can be seen a regular basis for
the whole review period;
1. Don't use words that reinforce stereotypes about men and women.
2. Don't write job descriptions that tell people what to do.
3. Anonymize resumes
4. Put together an interview panel with people from different backgrounds.
5. Hold training on unconscious bias. 6. Write up interviews.
7. Leverage skills testing

Similar-to Me Effect

Tendency to rate people who have qualities that you perceive in yourself.
There is a common tendency for managers to rate those who are different from
them
lower than those similar to themselves.

Avoid the Similar-to-me Effect by:

● Becoming aware of your own biases and challenging them.
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● Having clearly defined and agreed upon goals and competencies identified.
● Regularly collecting documentation of observable performance covering the
entire review period.

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