R.V.

COLLEGE OF ENGINEERING BANGALORE-560059 DEPARTMENT OF INDUSTRIAL ENGINEERING AND MANAGEMENT

Seminar Topic

720 Degree Performance Appraisal System

By: Mayank Baheti - 1RV09IM024 Manish Kumar – 1RV09IM022

Outline
 Introduction to Performance Appraisal       

Introduction to 720 degree Performance Appraisal Literature Review Contents of 720 degree Performance Appraisal. Need for 720 degree Performance Appraisal About 360 degree Performance Appraisal Advantages and Disadvantages Case study

Performance Appraisal
 Performance

appraisal, also known as employee appraisal, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is a part of career development Performance appraisals are regular reviews of employee performance within organizations

Objectives of Performance Appraisal
 Review the performance . 

Judge the gap between actual and the desired performance.

 Strengthen the relationship and communication between

superior – subordinates and management – employees.

Diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future.

Provide feedback to the employees regarding their past performance.

 Provide clarity of the expectations

720 Degree Performance Appraisal

Considered an “all-round” appraisal, the 720 degree performance appraisal gives an employee more than feedback from one person. This appraisal gives the employee a lot of feedback generally from anywhere from 5 to 8 people, to provide the employee with an all round assessment of his or her on the job performance.

720 Degree Performance Appraisal
 720 degree as the name

Cont..

suggests is 360 degree twice
 It provide for two round

of feedback (a pre and post ) or a feedback approach which is done again after nine to twelve months.

E R U T A R E T LI

W E I R EV

Title:- Current Trends in Performance Appraisal Author:- Nimisha Sapra

Objectives is to look into the different methodologies suggested by different people and analysis the common and effective methods of performance measures.
 The study of current trends in performance appraisal indicates

that most large organizations are placing increasing emphasis on the importance of performance appraisal and are making continuing efforts to improve their systems.
 Trends include Full time performance appraisal, 720 – degree

appraisal, Valuable line management tool

Title:- Current Trends in Performance Appraisal Author:- Nimisha Sapra ( Cont..)

Conclusion  Performance Appraisal system in its present form is a trend itself.
 Performance Appraisal system has progressed

from appraisals and reviews to a valuable tool to link performance to strategy and to do this in an environment that is less onerous on HR.

Title:- Intelligent Uses for ARRA Funding :-Emerging Assessment Trends By:- State educational technology directors association

 In this document many district and states are utilizing new

methods for assessing student achievement and technology can help facilitate these assessments by providing the opportunity to change the location, content, and style of these assessments. Some of the emerging assessment trends include assessments like..
 Performance Assessments  Portfolio Assessments  Online Assessments

Title:- Reforming Government Employees Performance Appraisal System in New Egypt (After the 25th January Revolution)

 This study focuses on identifying the modern systems

Author:- Aya Maher

of employees’ performance appraisal used by developed countries to reform their appraisal systems  The objective of which is to deduce some useful lessons to reform the performance appraisal system of government employees  The study discussed the modern appraisal systems used in developed countries like: the Solution Focused Rating (SFR) which focuses on the appraisal method itself, the Performance Pay System which focuses on the appraisal design, the 360 Appraisal method which focuses on the conductors of the appraisal.

Title:- A Study of 360-Degree Appraisal and Feedback system for effective implementation in Indian Corporate Sector Author:- ShilpaWadhwae et al.

Objective  To examine the comparative significance of the 360degree appraisal and feedback system vis-à-vis the traditional system in Indian Organizations.
 To study the status of the 360-degree appraisal and

feedback system in terms of documentary evidences implementation
 To pinpoint the pitfalls of the 360-degree degree appraisal

and feedback system and highlight theimpediments in its implementation.

Title:- A Study of 360-Degree Appraisal and Feedback system for effective implementation in Indian Corporate Sector ( Cont..) Author:- ShilpaWadhwae et al.

Conclusion  Feedback is almost always a sensitive subject. People are often cautious, sometimes fearful, and occasionally emotional about it.

A good facilitator or administrator recognizes and appreciates the sensitive nature surrounding 360° feedback and takes serious steps to insure the integrity of the process and support of the individual.

 The results will be more than worth it

Title:-The need of ‘720 degree performance appraisal’ in the new economy companies Author:- Anupama et.al. A Research Paper

OBJECTIVES CONCLUSION  To study the awareness level  From the study, it is clear that of the Employees and most of the appraisers and Managers on 720 degree appraise respondents are not performance appraisal aware of the 720 Degree method. performance appraisal method.
 To suggest a scheme to create  720

the awareness and for effective practice of the 720 degree performance appraisal method

Degree performance appraisal method suits the new economy companies as it gives feedback and follows up to ensure that the appraised reach the goal.

Title:- 360° Vs 720° Feedback Processes: An Exploratory Study on Performance Management System in Higher Education. Author:- Aurthur et al’s

 This paper focuses on the performance feedback process

used in the higher education sector in the United Arab Emirates and compares the existing systems with 360 degree and 720 degree appraisals
 Key objectives of this paper is to differentiate between 360°

and 720° feedback processes
 Methodology is to interview and structured questionnaire

are used for the data collection. A questionnaire consists of 12 questions and is distributed among a sample of faculty for their perceptions about the feedback process used in their organizations.

Title:- 360° Vs 720° Feedback Processes: An Exploratory Study on Performance Management System in Higher Education. Author:- Aurthur et al’s ( Cont..)

Conclusion
 Its more accurate  Under 720 degree review system people get the chance to

learn from their weaknesses and improve upon it.

720 Degree Appraisal Contains
 Question number (purely for reference and ease of

analysis)
 Specific feedback questions  Tick box and grade box (ideally a,b,c,d or excellent

,good, not good, poor or rate out of 5 to 10.

Needs for 720 System..
 Assessment system should be 360 degrees.  Assessment should be done twice a year.  Different assessments should be tabulated and

compared for a given period.
 Ensure that the rating instruments are relevant, valid

and reliable
 Treat employees with sensitivity and respect

360 Degree Performance Appraisal
360 - Degree Appraisal is a system or process in which employees receive confidential, anonymous feedback from the people who work around them..

What are 3600 Measures ?
 360 degree measures behaviors and competencies.  360 degree addresses skills such as listening, planning,

and goal-setting.
 360 degree focuses on subjective areas such as teamwork

character, and leadership effectiveness.
 360 degree provides feedback on how others perceive an

employee.

360 has Four Components..
 Self Appraisal  Superior’s
Self appraisal gives a chance to the

employee to look at his/her strengths and weaknesses, his achievements, and judge his own performance

Appraisal
 Subordinate’s

Appraisal
 Peer Appraisal

360 has Four Components..
 Self Appraisal  Superior’s
Superior’s appraisal forms the traditional

Appraisal
 Subordinate’s

part of the 360 degree appraisal where the employees’ responsibilities and actual performance is rated by the superior.

Appraisal
 Peer Appraisal

360 has Four Components..
 Self Appraisal  Superior’s

Appraisal
 Subordinate’s
Subordinates appraisal gives a chance to

Appraisal
 Peer Appraisal

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

360 has Four Components
 Self Appraisal  Superior’s

Appraisal
 Subordinate’s

Appraisal
 Peer Appraisal

feedback given by peers can help to find

employees’ abilities to work in a team, cooperation 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

 Without these critical competencies, executives and

managers are less likely to be able to lead these organizations toward successful implementation of strategic changes.
 A powerful developmental tool because when conducted at

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

Advantages
 Improved Feedback From More Sources  Personal and Organizational  Performance Development  Responsibility for Career Development  Improved Customer Service  Training Needs Assessment

Disadvantage
 Exceptional Expectations for 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)\

y d u t S e s a C

Johnson & Johnson Advanced Behavioral Technology (JJABT)
 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 raters.

Johnson & Johnson Advanced Behavioral Technology (JJABT)
 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 raters to make written comments.

Johnson & Johnson Advanced Behavioral Technology (JJABT)
 This represents a combination of the comments and ratings

from the various raters and the supervisor’s own feedback on the rate’s performance. Typically, managers include a mean score and distribution range for each item.  JJABT managers stress that the key is to look for trends or patterns in the data.  After summarizing the data, the supervisor conducts the formal appraisal interview with the rate.  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 selfdevelopment, and improving performance.

Advantages to Johnson & Johnson’s 720 degree appraisal
 The raters are selected from a list of key external

and internal customers developed recommendation by the employees ..

and

 Criteria by which the rates are evaluated are

clearly defined by the supervisor .
 While

the supervisor evaluates the work performance , the raters evaluate the behavior aspect of the rate.

EMPLOYEE PERFORMANCE APPRAISAL,REWARDS & RECOGNITIONS-A CASE STUDY OF BARCLAYS BANK OF GHANA LIMITED
 many reputable sources expressed doubts about the

validity and reliability of the performance appraisal process. Some have even suggested that the process is so inherently flawed such that it may be impossible to perfect it.  An attempt was made to find out what employees feel about the whole process of Performance Appraisal (as part of Performance Development [PD]) and how it is practiced as well as how it is linked to rewards and recognitions in Barclays Bank of Ghana.

EMPLOYEE PERFORMANCE APPRAISAL, REWARDS & RECOGNITIONS-A CASE STUDY OF BARCLAYS BANK OF GHANA LIMITED
 Questionnaires were administered to the Retail Function

employees only, using a combination of techniques; simple random sampling, purposive sampling and quota sampling. Secondary data on PD were reviewed and Management of the Bank was contacted through the Human Resource Department to show how the PD system should work and how it feels about employee satisfaction as far as PD is concerned.

EMPLOYEE PERFORMANCE APPRAISAL, REWARDS & RECOGNITIONS-A CASE STUDY OF BARCLAYS BANK OF GHANA LIMITED

From results obtained, employees made it clear that line managers do not always carry out the face to face appraisals or reviews and feed backs not given after such sessions. It was viewed that, instead of making the PD process a developmental tool to enhance performance, it has been turned into a discriminatory, punitive and/ or judgmental process. While Management of the Bank rated the PD process as very effective, employees think otherwise that its rather demoralized and demotivated. Staff are not satisfied while Management insists there is everything in place to make them satisfied

EMPLOYEE PERFORMANCE APPRAISAL, REWARDS & RECOGNITIONS-A CASE STUDY OF BARCLAYS BANK OF GHANA LIMITED
 These show the break in communication as far as

Performance Development is concerned, between Management of the Bank and employees.  It was then recommended that monitoring measures be put in place to ensure that the right things are done and line managers carry out the face to face review discussions and provide feedback to team mates as well as ensure team work by making all staff aware of the performance improvement measures.

Employee Perception of the PA/PD process
Frequency
Valid Developmental Judgmental Punitive Discriminatory/Selective PD is irrelevant total 86 99 112 27 2 326

Percent
26.4 30.4 34.4 8.3 .6 100

Valid percent
26.4 30.4 34.4 8.3 .6 100

Effect of appraisals on employees
Frequency Valid yes No Total 260 66 326 Percent 79.8 20.2 100 Valid Percent 79.8 20.2 100

Personal Decisions Taken in Relation to PD System
Frequency Leave the bank Not give best at your work Work harder Do my best Push to reform Undecided Not applicable Total 110 58 39 100 11 3 5 326 Percent 33.7 17.8 12 30.7 3.4 .9 1.5 100 Valid percent 33.7 17.8 12 30.7 3.4 .9 1.5 100

Key value drivers
Customer-help our customer achieve our ambition  colleague-help our people grow  Community- partner to help Africa and its people
develop.

 Company- commit to accelerated investment in our
African business

 Control-practice world class risk management

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