HRP & HRIS

360 DEGREE FEEDBACK

Presented By-
Roshan Jaiswal - 0911/100
Saurav Sarma - 0911/108
Shruty B - 0911/114
Smriti Verma - 0911/116
Sonam Bhatia - 0911/118
Tisha Prasad - 0911/128
Vivek Lakhanpal - 0911/135
WHAT IS 360 DEGREE
FEEDBACK?
A management tool and performance appraisal method
that gives employees the opportunity to receive
feedback from multiple sources.
 It is called 360-degree feedback because the feedback
comes from
 subordinates,
 peers,
 supervisors,
 customers,
 suppliers and
 self-evaluations.
Contd…
 The feedback is only as valuable as the employee
decides to make it.
 The feedback should highlight both strengths and
weaknesses of the employee and give insight to aid in
professional development.
EARLY HISTORY
 The first known use of a multiple-source feedback
method was during World War II, by the German
military. Although it lacked the flashy name, the concept
was exactly the same: Soldiers were evaluated by peers,
supervisors and subordinates to provide insight and
recommendations on how to improve performance.
 The U.S. military used a similar performance appraisal
concept during World War I, but the feedback lacked the
appraisals of subordinates that the Germans
incorporated; however, both tied the merit ratings
directly to compensation and promotions.
MEANING OF 360 DEGREE
FEEDBACK
 360 degree feedback is the assessment of employees by
supervisors, subordinates, peers, and in some cases
customers.
 Used as a developmental tool
Meaning contd….
 Behavioural: A tool which gives you insight into
the way others perceive you as a leader-manager,
based on your behaviour.
 Multidimensional: Opinions are gathered from
you, your manager, your peers and your staff
 Developmental: A critical supplement to goal-
based performance assessment for leader-managers
Golden Rules
 Be absolutely clear about your objectives for 360
feedback

 Get people motivated and skilled to give feedback

 Keep it short, simple and easy to complete

 Provide support for the people getting 360 feedback

ADVANTAGES
 Incorporates your
employees perceptions
actively into process
 Manager may not know
first-hand of employee’s
individual performance
 If delivered using Golden
Rules ,it can be an effective
tool.
ADVANTAGES V/S
DISADVANTAGES
DISADVANTAGES
 Some may be unwilling to
express true opinions
 If anonymous may limit
Accountability
 May create animosity or
foster unhealthy
relationships between the
staff and management
GROWTH IN POPULARITY
 The concept of 360-degree feedback grew in popularity
due to the invention of the typewriter; before typewriters
and computers, feedback was handwritten and complete
anonymity was impossible to achieve, undercutting the
entire value of the method.
Example- The most notable success story was General
Electric CEO Jack Welch's use of 360-degree feedback.
Jack Welch increased shareholder value every year at
GE by using 360-degree feedback, along with a six
sigma quality program, as the merit ratings used to
decide the firing of the bottom 10 percent of employees
each year.
Benefits of 360°feedback
 A more balanced view of individual performance
 Reveals unique information not captured through day to
day interactions (reflection)
 Source of reliable feedback for managers - a census, not
a sample
 Identification of strengths for career development
 Identification of employee weakness for training
 Informative - tells you what other people want from you
 Development focused - a self directed learning tool
HOW IS FEEDBACK OBTAINED?
 By using a questionnaire which asks the participants to
rate the individual according to observed behaviour-
usually managerial or business specific competencies.
 Not applicable for all the companies-depends on its
culture
360° feedback: key points to note
 Not you - how people perceive you
 Perception determine interaction
 Look at negatives and positives
 Don’t confront your observers
 Improvement and development is the key
Nestle North America
Real World Example
Nestle North America
 Kim Jeffery, CEO of Nestle Perrier

 He was a very demanding type manager on purpose

 His style had been used in past, by his predecessor

Then
 Time for a change
 Brought in a consultant to handle surveys and interviews
with senior management
 Revelations of intimidation, temper problems, and
firing power
Contd…
 Subordinates were so intimidated by Jeffery that they
weren’t coming to him with problems and ideas for fear
of his temper.
 Self Reflection. “I was mad at myself when I heard, I
know the right way to do things. I thought I was seen as
the regular guy. I didn’t realize the impact my words had
on people.”
After 360 Degree Feedback

 He says he’s better now-fewer outbursts and more effort

to get managers working together.
 He stresses that nobody can be perfect, but can change
most problems with help and personal action plans.
 Final verdict: “With one or two lapses, I’m told I’ve
done very well.”
THANK YOU