LS 360 Appraisal - Know more!
Approach
Selection of Respondents
As a rule of thumb, a minimum of five and on an average of ten respondents should be identified under all the respondent categories (Manger, Peer, Direct Report) put together, for each assesse. The most important consideration, however, is to choose the right individuals to be the respondents. Potential respondent should be identified only if they have significant interactions with the assesse.
It is hard for people to give constructive feedback when they have to. People have to have the right mindset and skills to do it well.
The respondents will be kept anonymous to the assesse being reviewed. The confidentiality is to reduce the possibility of the assesse to confront the respondents later, and thus to encourage the respondents to be more open and honest with their feedback.
At the same time the respondents should demonstrate maturity to give constructive feedback and do not employ hidden agendas'. Another area of concern is giving lukewarm and fuzzy feedback because of the fear about the feedback coming back to them.
Care should be taken to give constructive feedback in a productive, non-critical manner.
Receiving a performance feedback from a multitude of sources, including one's Peers and Direct Reports, can be intimidating. "Feedback is still hard to take. It's not always fun."
assesses may have trouble receiving feedback. But please be aware that the emphasis and the major purpose of 360 degree appraisal is to facilitate the employee's development and performance improvement.
Appreciate the constructive feedback received and deal with it positively, because:
- Perception is reality and this process helps individuals to understand how others perceive them.
- It reveals the areas and needs of development
- Feedback is essential for learning
- Individuals can better manage their own performance and careers
Advantages
Provides well-rounded feedback from peers, reporting staff, co-workers, and supervisors. This can be a definite improvement over feedback from a single individual. 360 degree feedback can also save managers time in that they can spend less energy providing feedback as more people participate in the process. Co-worker perception is important and the process helps people understand how other employees view their work.
Helps team members learn to work more effectively together. Teams know more about how team members are performing than their supervisor. 360 degree feedback makes team members more accountable to each other as they share the knowledge that they will provide input on each member's performance. A well-planned process can improve communication and team development.
360 degree feedback is one of the best methods for understanding personal and organizational developmental needs.
For many reasons, organizations cannot be responsible for all the development needs of their employees. 360 degree feedback can provide excellent information to an individual about what she needs to do to enhance her/his career. Additionally, many employees feel 360 degree feedback is more accurate, more reflective of their performance, and more validating than prior feedback from the supervisor alone. This makes the information more useful for both career and personal development.
When feedback comes from a number of individuals in various job functions, discrimination because of race, age, gender, and so on, is reduced. The ?horns and halo Effect, in which a supervisor rates performance based on her/his most recent interactions with the employee, is also minimized.
Especially in feedback processes that involve the internal or external customer, each person receives valuable feedback about the quality of his product or services. This feedback should enable the individual to improve the quality, reliability, promptness, and comprehensiveness of these products and services.
360 degree feedback provides comprehensive information about organization training needs and thus allows planning for classes, cross-functional responsibilities, and cross-training.
