Dear Anita,
KRA - Key result area of a job. For implementation of this system, first make Job description alongwith KRA of each Job with the help of Dept. head. And assign mark to each KRA.Periodically evaluate and link it to ur increment system.
Regards
Ranjeet
From India, New Delhi
30KRA - Key result area of a job. For implementation of this system, first make Job description alongwith KRA of each Job with the help of Dept. head. And assign mark to each KRA.Periodically evaluate and link it to ur increment system.
Regards
Ranjeet
From India, New Delhi
Hello:
360 degree feedback is a very different concept and it cannot be documented as an appraisal or feedback form.
In the 360 degree feedback model, feedback is invited about an individual from his peers, superiors and subordinates. This is then consolidated in paragraph form and shared with the individual. If only 1 response is received it is not shared.
It is best to have an external agency run it rather than HR. This is done to get rid of any favoritism, bias or assumptions.
360 degree feedback is a very different concept and it cannot be documented as an appraisal or feedback form.
In the 360 degree feedback model, feedback is invited about an individual from his peers, superiors and subordinates. This is then consolidated in paragraph form and shared with the individual. If only 1 response is received it is not shared.
It is best to have an external agency run it rather than HR. This is done to get rid of any favoritism, bias or assumptions.
Dear All,
This time I m very confused between 90,180,540,360,720 Degree Appraisals Systems.
I studied various articles but still not clear.
Please suggest me on this as this is very urgent
Warm Regards,
From India, Delhi
This time I m very confused between 90,180,540,360,720 Degree Appraisals Systems.
I studied various articles but still not clear.
Please suggest me on this as this is very urgent
Warm Regards,
From India, Delhi
Hi Amrita,
To simply explain this concept, let me compare this with a needle inside a watch dial. The needle will provide you with 90 degrees upto 360 degrees...right! Imagine for a moment that each calibration or division in your watch is an employee.
In a 360 degree appraisal, all employees (your boss, your other seniors, your colleagues/peers, and, your subordinates will appraise you)
In a 180 degree appraisal, your boss, other superiors and your colleagues/peers will only appraise you; not your subordinates.
In a 90 degree appraisal, you will be appraised by your boss and only a set of other superiors and colleagues/peers. Only a set could be the set of appraisers in your division or department or project or business (SBU), etc. and no one else.
There is no appraisal beyond the 360 degree one (i.e. nothing called 720 degrees, etc.)
Hope this helps you will the concept. If still not, then write back and I will try to clarify further.
Rahul Kumar
9968270580
From India, New Delhi
To simply explain this concept, let me compare this with a needle inside a watch dial. The needle will provide you with 90 degrees upto 360 degrees...right! Imagine for a moment that each calibration or division in your watch is an employee.
In a 360 degree appraisal, all employees (your boss, your other seniors, your colleagues/peers, and, your subordinates will appraise you)
In a 180 degree appraisal, your boss, other superiors and your colleagues/peers will only appraise you; not your subordinates.
In a 90 degree appraisal, you will be appraised by your boss and only a set of other superiors and colleagues/peers. Only a set could be the set of appraisers in your division or department or project or business (SBU), etc. and no one else.
There is no appraisal beyond the 360 degree one (i.e. nothing called 720 degrees, etc.)
Hope this helps you will the concept. If still not, then write back and I will try to clarify further.
Rahul Kumar
9968270580
From India, New Delhi
dear friend
the appraisal system regarding varying degrees indicates the role of stake holders who are contributing or shaping the system. It may be boss, colleagues, subordinates, customers, vendors, or service providers or the community in stake etc.
Each party represents one degree say starting with 90 degrees you can count according to the no of stake holders it extends upto 720 or even more depending upon the role played as indicated above.
From India, Madras
the appraisal system regarding varying degrees indicates the role of stake holders who are contributing or shaping the system. It may be boss, colleagues, subordinates, customers, vendors, or service providers or the community in stake etc.
Each party represents one degree say starting with 90 degrees you can count according to the no of stake holders it extends upto 720 or even more depending upon the role played as indicated above.
From India, Madras
Dear Friend,
Although I am unable to give the exact information you require, Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.ph...stem&submit=Go
https://www.citehr.com/search_new.ph...sals&submit=Go
https://www.citehr.com/search_new.ph...nce+&submit=Go
https://www.citehr.com/search_new.ph...ee+Performance
https://www.citehr.com/search_new.ph...ance+appraisal
https://www.citehr.com/search_new.ph...nce+appraisal+
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
Please never loose patience once you have posted it,, give members time to reply,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
93831 93832
From India, Coimbatore
Although I am unable to give the exact information you require, Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.ph...stem&submit=Go
https://www.citehr.com/search_new.ph...sals&submit=Go
https://www.citehr.com/search_new.ph...nce+&submit=Go
https://www.citehr.com/search_new.ph...ee+Performance
https://www.citehr.com/search_new.ph...ance+appraisal
https://www.citehr.com/search_new.ph...nce+appraisal+
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
Please never loose patience once you have posted it,, give members time to reply,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
93831 93832
From India, Coimbatore
dear friend
thank you for the reply. My request is for performance appraisal system adopted in BPO centres specifically in indian industries like sify,infosys, wipro and other ites companies and focusing on how it impacts on the attrition rate increase or decrease etc
I shala wait for reply from members of this forum.
with regards
D.Madhavan
From India, Madras
thank you for the reply. My request is for performance appraisal system adopted in BPO centres specifically in indian industries like sify,infosys, wipro and other ites companies and focusing on how it impacts on the attrition rate increase or decrease etc
I shala wait for reply from members of this forum.
with regards
D.Madhavan
From India, Madras
Dear All,
The so-called 720 degree appraisal has been a misnomer of sorts and has been more confined to bookishness. It is common place that this is an impractical (mis) interpretation of the appraisal mechanism, more as a one-upmanship conceptual float. The intention was to incorporate the cascading effect of the Balanced Score Card, task cycle to bottomline profitability (net), repeat-cycle performance index, etc.
The concept arose more out of a pre-appraisal and then a post-appraisal evaluation methodology, a dual process. This was tried in Winconsin and St. Catherines on experimentation groups and miserably failed. In fact, the concept was mooted..
It was commonly declared that there is no appraisal worth its name beyond the assessment-center based 360 degrees.
Please see the except of the article below (acknowledge to be the author's production)
Rahul
09968270580
__________________________________________________ ___________
ASSESSMENT CORNER
What Is a 360-Degree Feedback Assessment?
by Roberta Hill
The concept of 360 degrees makes me crazy. Let me get this off my chest ... there is no such thing as
"720 degrees." A circle has 360 degrees. That's it. That's all.
"A degree (in full, a degree of arc, arc degree, or arcdegree), usually symbolized ° is a measurement of plane angle, representing 1/360 of a full rotation. When that angle is with respect to a reference meridian, it indicates a location along a great circle of a sphere (such as Earth, Mars, or the celestial sphere). The number 360 was probably adopted because of the number of days in a year." (Wikipedia)
Now that that issue is settled, let me take you through some of the basics of what a multi-rater means.
1. What is 360-degree feedback?
The term has become synonymous with feedback from multiple sources. Other names are multi-rater, multi-source, full-circle, group performance review, 180 degrees and, finally, the infamous 720 degrees. Someone coined the term "360 degrees" to represent a full circle of feedback from all angles, and we have been stuck with the misnomer ever since. Over the years, many consultants and organizations have tinkered with the 360 approach, creating 180-degree versions that collect feedback from limited levels, or a 720-degree approach which provides for two rounds of feedback (a pre- and post-test).
"The (360-degree) feedback process ... involves collecting perceptions about a person's behavior and the impact of that behavior from the person's boss or bosses, direct reports, colleagues, fellow members of project teams, internal and external customers, and suppliers." (Lepsinger 1997.)
2. Where do 360's come from?
The Booth Company suggests that in 1973, Clark Wilson, PhD developed the first 360 feedback survey instruments for management development. The first instrument was the "Survey of Management PracticesTM," and it has been used and studied since 1973. The origins of multi-rating can be traced back to the employee attitude surveys of the 1950s and 1960s.
3. Why use 360's?
The 360 combines input from supervisors, peers, and direct reports to provide a broad perspective on an employee's strengths and developmental needs. It has also been used extensively as part of an organization's performance appraisal system.
In addition, the aggregate data (cumulative results for a group) provide an organization with crucial information for effective strategic planning, overall training needs, improved team building and effective customer service.
4. Who uses 360's?
These days, the question should be, "Who isn't using 360's?" Not that they are being used necessarily well, but that is a separate issue. Most Fortune 500 companies have been using some form of multi-rater system for over 15 years. It is found less commonly in smaller organizations, and it is just beginning to migrate beyond North America.
5. When are 360's used?
On an individual basis, a multi-rater process—either from an online assessment or through the more involved structured interview process—can be invaluable for someone embarking on a coaching program. It is useful to conduct a second round (that "720 degrees") nine to twelve months later.
A number of factors need to be considered before pursuing any organizational 360-degree feedback program. The data collected MUST be based in clear and concise behaviors, criteria and competencies. The design elements and communications are as important as the implementation. Some other questions to be answered are:
Is the organization ready?
Is there trust?
Is the purpose clear?
How will the data be used?
6. How can a multi-rater assessment leverage the coaching experience for your clients?
It allows your client to gain perspectives from others in an objective, non-threatening, confidential manner.
It provides the individual with qualitative and quantitative data for self-reflection and enhanced awareness.
It assists in identifying the individual development needs and action items the organization deems important.
It can help to expose patterns of behavior, both positive and negative, especially when used in conjunction with other assessment tools.
It creates a platform and "language" for dialogue between coach and client.
It ensures that the coach has separate objective data, thus avoiding acceptance of the client's interpretations at "face value."
When initiated and implemented properly, it engages the support of others in the process.
If you are interested in pursuing this subject in greater detail, I strongly recommend David Lassiter's A User's Guide to 360° Feedback. Some additional information sources are:
The Thin Book of 360 Feedback: A Manager's Guide by Michelle Leduff Collins
Getting 360-Degree Feedback Right by Maury A. Peiperl
Maximizing the Value of 360-Degree Feedback: A Process for Successful Individual and Organizational Development (Center for Creative Leadership) by Walter W. Tornow and Manuel London
Power of 360 Degrees Feedback: How to Leverage Performance Evaluations for Top Productivity (Improving Human Performance) by David A. Waldman, PhD and Leanne E. Atwater, PhD
13 Common Mistakes Using 360-Degree Feedback by Scott Wimer and Kenneth M. Nowack
Sources:
"Degree." Wikipedia. Available at http://en.wikipedia.org/wiki/Degree_%28angle%29.
Goldsmith, Marshall and Howard Morgan, 2004. Leadership Is a Contact Sport: The "Follow-up Factor" in Management Development. strategy+business 36:79.
Lassiter, David. A User's Guide to 360° Feedback. Available at http://www.leadershipadvantage.com/usersGuide.shtml.
Lepsinger, Richard and Anntoinette D. Lucia, 1997. The Art and Science of 360 Degree Feedback. San Francisco: Jossey-Bass/Pfeiffer.
From India, New Delhi
The so-called 720 degree appraisal has been a misnomer of sorts and has been more confined to bookishness. It is common place that this is an impractical (mis) interpretation of the appraisal mechanism, more as a one-upmanship conceptual float. The intention was to incorporate the cascading effect of the Balanced Score Card, task cycle to bottomline profitability (net), repeat-cycle performance index, etc.
The concept arose more out of a pre-appraisal and then a post-appraisal evaluation methodology, a dual process. This was tried in Winconsin and St. Catherines on experimentation groups and miserably failed. In fact, the concept was mooted..
It was commonly declared that there is no appraisal worth its name beyond the assessment-center based 360 degrees.
Please see the except of the article below (acknowledge to be the author's production)
Rahul
09968270580
__________________________________________________ ___________
ASSESSMENT CORNER
What Is a 360-Degree Feedback Assessment?
by Roberta Hill
The concept of 360 degrees makes me crazy. Let me get this off my chest ... there is no such thing as
"720 degrees." A circle has 360 degrees. That's it. That's all.
"A degree (in full, a degree of arc, arc degree, or arcdegree), usually symbolized ° is a measurement of plane angle, representing 1/360 of a full rotation. When that angle is with respect to a reference meridian, it indicates a location along a great circle of a sphere (such as Earth, Mars, or the celestial sphere). The number 360 was probably adopted because of the number of days in a year." (Wikipedia)
Now that that issue is settled, let me take you through some of the basics of what a multi-rater means.
1. What is 360-degree feedback?
The term has become synonymous with feedback from multiple sources. Other names are multi-rater, multi-source, full-circle, group performance review, 180 degrees and, finally, the infamous 720 degrees. Someone coined the term "360 degrees" to represent a full circle of feedback from all angles, and we have been stuck with the misnomer ever since. Over the years, many consultants and organizations have tinkered with the 360 approach, creating 180-degree versions that collect feedback from limited levels, or a 720-degree approach which provides for two rounds of feedback (a pre- and post-test).
"The (360-degree) feedback process ... involves collecting perceptions about a person's behavior and the impact of that behavior from the person's boss or bosses, direct reports, colleagues, fellow members of project teams, internal and external customers, and suppliers." (Lepsinger 1997.)
2. Where do 360's come from?
The Booth Company suggests that in 1973, Clark Wilson, PhD developed the first 360 feedback survey instruments for management development. The first instrument was the "Survey of Management PracticesTM," and it has been used and studied since 1973. The origins of multi-rating can be traced back to the employee attitude surveys of the 1950s and 1960s.
3. Why use 360's?
The 360 combines input from supervisors, peers, and direct reports to provide a broad perspective on an employee's strengths and developmental needs. It has also been used extensively as part of an organization's performance appraisal system.
In addition, the aggregate data (cumulative results for a group) provide an organization with crucial information for effective strategic planning, overall training needs, improved team building and effective customer service.
4. Who uses 360's?
These days, the question should be, "Who isn't using 360's?" Not that they are being used necessarily well, but that is a separate issue. Most Fortune 500 companies have been using some form of multi-rater system for over 15 years. It is found less commonly in smaller organizations, and it is just beginning to migrate beyond North America.
5. When are 360's used?
On an individual basis, a multi-rater process—either from an online assessment or through the more involved structured interview process—can be invaluable for someone embarking on a coaching program. It is useful to conduct a second round (that "720 degrees") nine to twelve months later.
A number of factors need to be considered before pursuing any organizational 360-degree feedback program. The data collected MUST be based in clear and concise behaviors, criteria and competencies. The design elements and communications are as important as the implementation. Some other questions to be answered are:
Is the organization ready?
Is there trust?
Is the purpose clear?
How will the data be used?
6. How can a multi-rater assessment leverage the coaching experience for your clients?
It allows your client to gain perspectives from others in an objective, non-threatening, confidential manner.
It provides the individual with qualitative and quantitative data for self-reflection and enhanced awareness.
It assists in identifying the individual development needs and action items the organization deems important.
It can help to expose patterns of behavior, both positive and negative, especially when used in conjunction with other assessment tools.
It creates a platform and "language" for dialogue between coach and client.
It ensures that the coach has separate objective data, thus avoiding acceptance of the client's interpretations at "face value."
When initiated and implemented properly, it engages the support of others in the process.
If you are interested in pursuing this subject in greater detail, I strongly recommend David Lassiter's A User's Guide to 360° Feedback. Some additional information sources are:
The Thin Book of 360 Feedback: A Manager's Guide by Michelle Leduff Collins
Getting 360-Degree Feedback Right by Maury A. Peiperl
Maximizing the Value of 360-Degree Feedback: A Process for Successful Individual and Organizational Development (Center for Creative Leadership) by Walter W. Tornow and Manuel London
Power of 360 Degrees Feedback: How to Leverage Performance Evaluations for Top Productivity (Improving Human Performance) by David A. Waldman, PhD and Leanne E. Atwater, PhD
13 Common Mistakes Using 360-Degree Feedback by Scott Wimer and Kenneth M. Nowack
Sources:
"Degree." Wikipedia. Available at http://en.wikipedia.org/wiki/Degree_%28angle%29.
Goldsmith, Marshall and Howard Morgan, 2004. Leadership Is a Contact Sport: The "Follow-up Factor" in Management Development. strategy+business 36:79.
Lassiter, David. A User's Guide to 360° Feedback. Available at http://www.leadershipadvantage.com/usersGuide.shtml.
Lepsinger, Richard and Anntoinette D. Lucia, 1997. The Art and Science of 360 Degree Feedback. San Francisco: Jossey-Bass/Pfeiffer.
From India, New Delhi
Dear Friend,
Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.php?q=720&submit=Go
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
093831 93832
From India, Coimbatore
Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.php?q=720&submit=Go
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
093831 93832
From India, Coimbatore
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
360 Degree Feedback and performance Appraisal-Anil Arora.pdf
Maruti adopts `360 degree' appraisal system.doc