G ROUP M EMBERS

Asma Ejaz 2010-ag-1424 Arslan Ahmad 2010-ag-863 Mariam Munir 2010-ag-1423 Nadia Yousaf 2010-ag-1188 Usman Sarwar 2010-ag-1433

W HAT
      

WILL BE COVERED

What was the traditional practice? What s in a name? What is 360-degree feedback? What does it actually measure? Who does the assessment? What can 360-degree feedback be used for? What are the characteristics of 360-degree feedback?

W HAT

WILL BE COVERED ( CONT D )



What impact will the 360-degree feedback have on the organisation? What types of information are produced? What are the pros and cons of 360-degree feedback? How to use 360-degreee feedback effectively? What are the common mistakes? What are the prerequisites?

W HAT

WAS THE TRADITIONAL PRACTICE

 Traditional

performance appraisal involves bosses assessing their staff. the people who actually work with us can often provide far more accurate and useful insights into our strengths, weaknesses and scope for development.

 Yet

W HAT S
     

IN A NAME

Multi-rater Feedback All-round Feedback Stakeholder Appraisal Multi-source Assessment Full-circle Feedback Multi-perspective Rating

W HAT


IS

360- DEGREE

FEEDBACK

360-degree feedback is feedback that comes from all around an employee. "360" refers to the 360 degrees in a circle, with an individual in the centre of the circle.

W HAT

IS

360- DEGREE

FEEDBACK

W HAT DOES IT ACTUALLY MEASURE



360 feedback measures behaviours and competencies. 360 assessments provide feedback on how others perceive an employee. 360 feedback addresses skills such as listening, planning and goal-setting. A 360 evaluation focuses on subjective areas such as teamwork, character, and leadership effectiveness.

W HO DOES THE ASSESSMENT

The list of potential respondents is as follows,
 Yourself  Boss  Other bosses (previous  Peers  Internal customers  External customers  Suppliers  Friends and family

boss)
 Staff  Team members

members

W HAT CAN 360- DEGREE

FEEDBACK BE USED FOR
      

Self-development and individual counselling. Part of organized training and development. Team-building. Performance management. Strategic or organization development. Validation of training and other initiatives. Compensation plans.

W HAT ARE THE CHARACTERISTICS OF 360DEGREE FEEDBACK

 Anonymity  Observation of  Used for

developmental purpose only fatigue

employee performance
 Feedback

 Avoidance of survey  Emphasis on

interpretation
 Follow-up

behaviour ratings

 Raters go beyond  Raters are

trained

W HAT IMPACT WILL THE 360- DEGREE

FEEDBACK HAVE ON THE ORGANISATION


Communications

It makes upward communication possible.

Motivation


They are motivated to perform because they know that it will count.

Roles


The role of subordinates changes as a rater for their bosses.

W HAT TYPES OF INFORMATION ARE

PRODUCED

W HAT ARE THE PROS AND CONS OF 360- DEGREE FEEDBACK

Pros
 Comprehensive

Cons
 Time consuming and

view of employee performance.

complex.
 Data is difficult to analyse.  Based on people s

 Increased credibility.

 Staff

s self-development.

perception.
 Chance to complain their

manager.

 Risk of confidentiality.  Demotivation.

H OW TO U SE F EEDBACK E FFECTIVELY
     

Be Realistic Coaching Use Experts Focus on task performance Be positive Show them Rewards

W HAT ARE

THE COMMON MISTAKES

 Having no clear Purpose  Not conducting a pilot test  Not involving key

 Not giving people sufficient

resources
 Having

stakeholders
 Having insufficient

unfriendly administration and scoring than a process

 Making it an event rather

communication

W HAT ARE
 

THE

P REREQUISITES

Top management support. Confidence of employees on appraisal methodology. KPI. must be clearly stated. A detailed plan of implementation. Collaboration between superiors and subordinates. Some prior experimentation and positive experiences.