(Refer our High Quality Management Encyclopedia “Management Universe” at: http://management-universe.blogspot.com/)
Many Names
We also suggest you to refer to another related site: (Performance Management and Appraisal) http://performance-appraisal-management.blogspot.com/
Meets most criteria of a superior performance appraisal and leadership development system.
(Also refer on this point: Performance Management and Appraisal http://performance-appraisal-management.blogspot.com/)
Do's
Start of Template
Title of the form
Participant’s name
Respondent’s name
Respondent type: e.g. self or manager or dotted line manager or peer or direct report or customer
First main point of feedback e.g. “Vision”
Sub-point no1 under “Vision” Against this rating will be given by respondent on a scale
like Always, Frequently, Sometimes, Infrequently,
Rarely or Cannot rate
Sub-point no 2 under “Vision” Against this rating will be given by respondent on a scale
like Always, Frequently, Sometimes, Infrequently,
Rarely or Cannot rate
------------------------------------ --------------------------do-------------------------
------------------------------------ --------------------------do-------------------------
Sub-point no “n” --------------------------do------------------------
Second main point of feedback e.g. “Excellence”
Sub-point no1 under “Excellence” Against this rating will be given by respondent on a scale
like Always, Frequently, Sometimes, Infrequently,
Rarely or Cannot rate
Sub-point no 2 under “Excellence” Against this rating will be given by respondent on a scale
like Always, Frequently, Sometimes, Infrequently,
Rarely or Cannot rate
------------------------------------ --------------------------do-------------------------
------------------------------------ --------------------------do-------------------------
Sub-point no “n” --------------------------do------------------------
Third main point
--------------------
--------------------
“n”th main point
Comments:
Please describe specific behaviors that indicate the leader’s strength.
(space)
Please describe specific behaviors that indicate the leader’s developmental needs.
(Space)
End of Template
(The choice of main points and the sub-points will have to be finalized by the management of your organization with the participation of various executives)
Related Book
Get your copies of "Essentials of Performance Management and Performance Appraisal" by Shyam Bhatawdekar & Dr Kalpana Bhatawdekar (eBook and printed book) from Amazon
Many Names
We also suggest you to refer to another related site: (Performance Management and Appraisal) http://performance-appraisal-management.blogspot.com/
- Three sixty degrees performance appraisal
- Three sixty degrees leadership assessment
- Three sixty degrees leadership development feedback
- Three sixty degrees performance appraisal and leadership development
- American Express (Pioneer)
- GE (General Electric) (Introduced in 1992)
- Confidential reports by boss(es) or superior(s)
- Appraisal by boss(es) or superior(s): not strictly confidential
- Appraisal by superior(s) and self: but appraiser and appraisee do not consult or discuss
- Appraisal by superior(s) and self (appraisee) followed by a discussion between superior and appraisee to arrive at a consensus on performance rating: open appraisal
- Appraisal by boss(es), self and one or two internal customers
- Appraisal as guided by MBO (Management by Objectives: result focus)
- Appraisal considering results and attributes, both.
- Three sixty degrees performance appraisal
- Three sixty degrees performance appraisal and leadership development
- Three sixty degrees performance appraisal and leadership system (Also refer: http://performance-appraisal-management.blogspot.com/)
- Appraisal considering results (against KPAs, KRAs or objectives), attributes and competencies/skill sets (result as well as process focus). Also refer: http://competency-matrix.blogspot.com/ (Competency Matrix)
- A combination of the above-mentioned two systems.
Meets most criteria of a superior performance appraisal and leadership development system.
- Transparent
- Objective
- Assessment by all the people three sixty degrees around the appraisee
- Process and results criteria
- Performance and potential assessment
- Results in assessing employee's development needs
- Results in deciding rewards
- Hire authentic experienced Three Sixty Degrees System consultant (Do not economize on it)
- Awareness workshop by the consultant to critical mass in the organization
- Seek top management buy-in
- Administration of survey of needed competencies (under guidance of the consultant)
- Executive session
- Pilot study
- Development of final instrument
- Training of appraisers and appraisees by the consultant
- Launch actual first annual three sixty degrees survey
- Processing of filled in feedback instruments (always let the consultant do it to maintain credibility of the system; people don't believe internal departments easily)
- Finalize the feedback reports (by the consultant)
- Post feedback actions (very important steps involved here)
- Follow up
- In many companies, 360 system is developed to provide feedback to individuals about
their competency strengths/weaknesses and development/growth needs. It is not be used for selection, promotion, salary review, firing and/or deselection decisions.
(Also refer on this point: Performance Management and Appraisal http://performance-appraisal-management.blogspot.com/)
Do's
- Base your assessment on observation of the person’s behaviors and performance.
- Describe specific examples of your observations.
- Ensure that you have a constructive purpose for giving feedback.
- Describe behavior in terms of “more of and “less of”.
- Rate each question separately and avoid rating everything high, low or in the middle.
- Use “Cannot Rate” if your interaction with the person does not allow you to observe the behaviors described.
- Don't base your assessment on generalities, or what “others say”.
- Don't bias/prejudice– reacting to and rating things that are not related to behavior.
- Don't allow one or two examples of positive or negative performance influence all of your ratings.
- Don't generalize strength in one area to all areas.
- Don't rely on impressions rather than behavioral observations.
- Don't show tendency to rate “triers” highly- giving a good rating because the person tries (but no actual outcomes).
- Don't give attacking feedback.
- If you cannot think of a constructive purpose for a particular feedback, do not give it.
- Distribution of reports to the participants (appraisees).
- Presentation of the feedback reports by each appraisee to the HOD, mentor and HR head.
- Discussions based on reports.
- Decision on development plans for the appraisees (participants).
- Execution of development plans.
- Review and control.
Start of Template
Title of the form
Participant’s name
Respondent’s name
Respondent type: e.g. self or manager or dotted line manager or peer or direct report or customer
First main point of feedback e.g. “Vision”
Sub-point no1 under “Vision” Against this rating will be given by respondent on a scale
like Always, Frequently, Sometimes, Infrequently,
Rarely or Cannot rate
Sub-point no 2 under “Vision” Against this rating will be given by respondent on a scale
like Always, Frequently, Sometimes, Infrequently,
Rarely or Cannot rate
------------------------------------ --------------------------do-------------------------
------------------------------------ --------------------------do-------------------------
Sub-point no “n” --------------------------do------------------------
Second main point of feedback e.g. “Excellence”
Sub-point no1 under “Excellence” Against this rating will be given by respondent on a scale
like Always, Frequently, Sometimes, Infrequently,
Rarely or Cannot rate
Sub-point no 2 under “Excellence” Against this rating will be given by respondent on a scale
like Always, Frequently, Sometimes, Infrequently,
Rarely or Cannot rate
------------------------------------ --------------------------do-------------------------
------------------------------------ --------------------------do-------------------------
Sub-point no “n” --------------------------do------------------------
Third main point
--------------------
--------------------
“n”th main point
Comments:
Please describe specific behaviors that indicate the leader’s strength.
(space)
Please describe specific behaviors that indicate the leader’s developmental needs.
(Space)
End of Template
(The choice of main points and the sub-points will have to be finalized by the management of your organization with the participation of various executives)
Related Book
Get your copies of "Essentials of Performance Management and Performance Appraisal" by Shyam Bhatawdekar & Dr Kalpana Bhatawdekar (eBook and printed book) from Amazon
Books Authored by Shyam Bhatawdekar and Dr Kalpana Bhatawdekar (eBooks and printed books available from Amazon)
Management, Business, Self-help & Personality Development Books
1. HSoftware (Human Software) (The Only Key to Higher Effectiveness)
2. Sensitive Stories of Corporate World (Management Case Studies)
3. Sensitive Stories of Corporate World (Management Case Studies) (volume 2)
4. Classic Management Games, Exercises, Energizers and Icebreakers
5. Classic Management Games, Exercises, Energizers and Icebreakers (Volume 2)
6. Classic Team Building Games, Exercises, Energizers and Icebreakers
7. 101 Classic Management Games, Exercises, Energizers and Icebreakers
8. 101 Classic Management Games, Exercises, Energizers and Icebreakers
9. Stress? No Way!! (Handbook on Stress Management)
10. HSoftware (Shyam Bhatawdekar’s Effectiveness Model)
11. Competency Management (Competency Matrix and Competencies)
12. Soft Skills You Can’t Do Without (Goal Setting, Time Management, Assertiveness and Anger Management)
13. Essentials of Work Study (Method Study and Work Measurement)
14. Essentials of Time Management (Taking Control of Your Life)
15. Essentials of 5S Housekeeping
16. Essentials of Quality Circles
17. Essentials of Goal Setting
18. Essentials of Anger Management
19. Essentials of Assertive Behavior
20. Essentials of Performance Management & Performance Appraisal
21. Essentials of Effective Communication
22. Health Essentials (Health Is Wealth)
23. The Romance of Intimacy (How to Enhance Intimacy in a Relationship?)
Novels, Stories, Biographies and Travelogues
24. The Peace Crusaders (Novel: thriller, mystery, adventure)
25. Love Knows No Bounds (Novel: a refreshingly different love story that discusses an important and topical societal issue. Also available with the title “Good People”)
26. The New World Order (Novel: socioeconomic, thriller, mystery, adventure)
27. Funny (and Not So Funny) Short Stories
28. Stories Children Will Love (Volume 1: Bhanu-Shanu-Kaju-Biju and Dholu Ram Gadbad Singh)
29. My Father (Biography)
30. Travelogue: Scandinavia, Russia
31. Travelogue: Europe
32. Travelogue: Central Europe
33. Travelogue: Egypt (Mysteries of Egypt)
34. सीमाओं के परे: (एक अलग प्रेम कहानी) (Novel in Hindi)
35. अमन के सिपाही (Novel in Hindi)
36. अभिजात प्रेम (एक वेगळी प्रेम कथा) (Novel in Marathi)
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