360 Degree Feedback

360 Degree Feedback

360 Degree Feedback refers to the process of gathering information about the individual
from multiple sources with the intent of providing development by increasing self awareness. It
provides the individual with an opportunity to learn how different stakeholders perceive them,
providing knowledge that can highlight and confirm key strengths as well as to identify development
opportunities. The process assesses important behavioural capabilities.

It is a voluntary process with the result of the feedback belongings to the individual recipient
of the feedback, although results should be shared with the relevant line managers. This process
should not be used as an input for any disciplinary process.
 SCOPE:

 This policy is applicable only to the employees in Grade M4 and above.

 Employee in Grade M4 and above who wish to opt for this policy should
have completed a minimum period of 6 months of services in the
organization.
 DEFINATION:

 ‘raters’: A person who provides the individual with the

feedback –can include direct reports, peers or manager.

 ‘rater Nomination Form’: Nomination form used by the

individual to identify “raters” and invite them to have the
opportunity to provide feedback.
 FEATURES:
360 degree feedback is designed to benefit both the individual and
the organisation itself by:

 Providing the individual with an opportunity to learn how different

stake holders perceive them, leading to increased self-awareness.
 Encouraging self and professional development by providing key
inputs for setting development priorities and development planning.
 Increase understanding of the behaviours required to improve
personal and organisational effectiveness.
 Promoting a more open culture where giving and receiving feedback
is an accepted norms
 Increasing communication with the organisation.
 A trigger for a personal and organisation changes.
 Procedure:
 The individual identifies they would like to undertake a 360 degree feedback and discuss the
process with the manager.
 The individual contacts HR team of respective location to initiate the process.
 The individual identifies the raters- rates should be chosen from those who are familiar with
the individual’s work and are people whose feedback the individual would value (both people
who will give both positive and critical feedback).
 Individuals should nominate a minimum of 4 people in each of the peer, direct report and
other categories (the reason for this is that there will need to be a minimum of 3 responses in
each category to produce a report). There is no upper limit on the number of raters that can
be chosen for each category. The individual’s line manager should be included to these raters.
 Once the individual has identified the raters, they should discuss their selection with their
line manager and HR team.
 The HR team will communicate with the raters that they have been selected to give feedback.
 Individual complete the self assessment.
 Invitations are sent to the selected raters with the details of completing the assessment by a
specified date(within a 3-4 working days timeframe)
 Assessments are completed by the raters and returned to the HR team that completes the
feedback summary report.
 The individual is debriefed by the HR team and the line Manager.
 Collection of Data

• Data will be collected online via the internet using a secure web page
hosted by an external supplier.

• Data will be stored by the HR team. The result will be remain valid for
approximately 12-18 Months.
 Sharing of Data
 Results will be provided to the person receiving the feedback. No
other feedback provider will see the results unless the recipient elects
to share these. People are however encouraged to share the key
themes with their Managers-this is because it is important to get the
manager’s support to undertake further development initiatives.

 The debriefing report will be provided by the HR team in presence of

Reporting Manger.

 The debriefing report will ensure that feedback provided to the

participant is not attributable to individual raters in the peer, direct
report or customer/other category. The result will be presented as an
average score and only raters group 3 or more will be reported.
 Performance Appraisal v/s 360 Degree
Feedback
Performance Appraisal
Purpose Measure what work is done in terms of
results and outcomes
Source of Information Supervisor and Employee
Kind of Information Accomplishments and deficiencies according
to established goals and metrics e.g. Sales
target achieved, number of services
provided, percentage increase in clients.
Deliverable Retrospective evaluation of employee’s work
during previous year: action step with
measurable goals to improve results over
the next year
Time Frame Short-term, usually annually
Application Implement action plan. appraisal often
determines pay increases, bonuses, or
promotions
360 Degree Feedback
Measure how work is done and how the
results are achieved
Supervisor, subordinates, peers , clients and
employee.
How the work was done, e.g. use of soft
skills such as reliability, communication,
decision Making, interpersonal skill,
Integrity, strategic thinking, innovation, and
ethic in putting into practice
technical/operational skills
Strategic development plan for employee’s
e.g. improve skills, increase knowledge,
modified attitude, and address issues of
motivation.
Multi-year career plan
Implement development plan to support
employee success. Information can also be
incorporated into team and organisational
development plans
Thank You