Greetings!!!
Dear Seniors,
I have been given the work to prepare format for Performance Appraisal (360 degree), which i did, but I would like to know how to proceed once appraisal form is ready. it has three heads, one self, the other from manager and the third contains from team members. How to conduct this procedure.
Looking for ideas and suggestions in this regard as i have never done this before nor does my organisation had done this earlier.
awaiting your advices,
Thanks & Regards,
Rashmi
From India, Mumbai
Dear Seniors,
I have been given the work to prepare format for Performance Appraisal (360 degree), which i did, but I would like to know how to proceed once appraisal form is ready. it has three heads, one self, the other from manager and the third contains from team members. How to conduct this procedure.
Looking for ideas and suggestions in this regard as i have never done this before nor does my organisation had done this earlier.
awaiting your advices,
Thanks & Regards,
Rashmi
From India, Mumbai
360 Degree Appraisals
360 degree appraisals are a powerful developmental method .It involves the appraisee receiving feedback from people whose views are considered helpful and relevant. The feedback is typically provided on a form showing job skills/abilities/attitudinal/behavioural criteria and some sort of scoring or value judgment system.
360 degree respondents can be the appraisee's peers, up-line managers/execs, subordinate staff, team members, other staff, customers, and suppliers - anyone who comes into contact with the appraisee and has opinions/views/reactions of and to the appraisee.
Every organization is unique with its own climate & culture. Job description and responsibilities also vary organization to organization. HR executive of one company may be handling responsibility of Manager HR of another company; similarly role of HR executive of one company may correspond to Ex. Admin or Ex Facility of another company. So basically you will have to develop your own appraisal system. You may take guidance from local or same sector organization that uses 360 degree appraisals system.
Developing 360 degree appraisals systems process make ideal subjects for a workshops, which in itself contains some very helpful developmental benefits and experience for all involved. If you're not able to get everyone together for a workshop you should solicit input and ideas - particularly about appraisal criteria and respondents and anonymity - then draft out process and materials - then issue for approval, then pilot, review, adapt and then implement. Adapt, improve and develop on an ongoing basis.
I would advise you to
• First do job description. Identify Kea Result Area (KRA).
• Establish feedback criteria in which expectations/needs/priorities of appraisee performance are indicated or implied
• Associate required key skills with each role giving more weightage to KRAs (e.g. communications, planning, reporting, creativity and problem solving, etc - whatever the relevant key skills and capabilities are for the role in question).
• Create Skill component/element (e.g. 'active listening and understanding' [within a 'communications' key skill], or 'generates ideas/options' [within a 'creativity/problem solving' key skill]). The number of elements per key skill may vary - for some key skills there could be just one element; for others there could be five or six.
• Specific feedback question (relating to skill component, e.g. does the person takes care to listen and understand properly when you/others are speaking to him/her? [for the active listening skill])
• Establish feedback criteria in which expectations/needs/priorities of appraisee performance are indicated or implied
• Think carefully about the feedback form scoring system and particularly its suitability for input to some sort of analysis tool, which could be a spreadsheet, and therefore numerically based requiring numerical scores, rather than words, (words of course are more difficult to count and measure, and while words and description assessment enables more subtlety, they also allow more room for misunderstanding and misinterpretation).
• tick-box or grade box (ideally a,b,c,d or excellent, good, not good, poor, or rate out of 5 or 10 - N.B. clarification and definitions of ratings system to participants and respondents is crucial, especially if analysing or comparing results within a group, when obviously consistency of interpretation of scoring is important)
• Get it filled by Senior , peer, junior and at least one customer otherwise this method is not going to work so effectively
Questionnaire Heading, Instruction, appraisee name, date etc etc
Key Skill, communication skill
Skill Active Listening
Question No 1
Score
If you talk to “X” on an issue ,what does he do
1>Shows that he is uninterested
2> Interrupt you and says “ I already know this”
3>Patiently hear you
4.>Hear you and give response wherever required
Key Skill, communication skill
Skill Understanding
Question No 2
Score
If “X” attends a training programme on “confrontation avoidance technique”, what is his usual response
1.> Doesn’t pay attention to it
2.> Actively listen
3.> Try to associate it with his actual situation in order to get some benefit
And so on……………..
Regards
Shweta Bharti
From India, Gurgaon
360 degree appraisals are a powerful developmental method .It involves the appraisee receiving feedback from people whose views are considered helpful and relevant. The feedback is typically provided on a form showing job skills/abilities/attitudinal/behavioural criteria and some sort of scoring or value judgment system.
360 degree respondents can be the appraisee's peers, up-line managers/execs, subordinate staff, team members, other staff, customers, and suppliers - anyone who comes into contact with the appraisee and has opinions/views/reactions of and to the appraisee.
Every organization is unique with its own climate & culture. Job description and responsibilities also vary organization to organization. HR executive of one company may be handling responsibility of Manager HR of another company; similarly role of HR executive of one company may correspond to Ex. Admin or Ex Facility of another company. So basically you will have to develop your own appraisal system. You may take guidance from local or same sector organization that uses 360 degree appraisals system.
Developing 360 degree appraisals systems process make ideal subjects for a workshops, which in itself contains some very helpful developmental benefits and experience for all involved. If you're not able to get everyone together for a workshop you should solicit input and ideas - particularly about appraisal criteria and respondents and anonymity - then draft out process and materials - then issue for approval, then pilot, review, adapt and then implement. Adapt, improve and develop on an ongoing basis.
I would advise you to
• First do job description. Identify Kea Result Area (KRA).
• Establish feedback criteria in which expectations/needs/priorities of appraisee performance are indicated or implied
• Associate required key skills with each role giving more weightage to KRAs (e.g. communications, planning, reporting, creativity and problem solving, etc - whatever the relevant key skills and capabilities are for the role in question).
• Create Skill component/element (e.g. 'active listening and understanding' [within a 'communications' key skill], or 'generates ideas/options' [within a 'creativity/problem solving' key skill]). The number of elements per key skill may vary - for some key skills there could be just one element; for others there could be five or six.
• Specific feedback question (relating to skill component, e.g. does the person takes care to listen and understand properly when you/others are speaking to him/her? [for the active listening skill])
• Establish feedback criteria in which expectations/needs/priorities of appraisee performance are indicated or implied
• Think carefully about the feedback form scoring system and particularly its suitability for input to some sort of analysis tool, which could be a spreadsheet, and therefore numerically based requiring numerical scores, rather than words, (words of course are more difficult to count and measure, and while words and description assessment enables more subtlety, they also allow more room for misunderstanding and misinterpretation).
• tick-box or grade box (ideally a,b,c,d or excellent, good, not good, poor, or rate out of 5 or 10 - N.B. clarification and definitions of ratings system to participants and respondents is crucial, especially if analysing or comparing results within a group, when obviously consistency of interpretation of scoring is important)
• Get it filled by Senior , peer, junior and at least one customer otherwise this method is not going to work so effectively
Questionnaire Heading, Instruction, appraisee name, date etc etc
Key Skill, communication skill
Skill Active Listening
Question No 1
Score
If you talk to “X” on an issue ,what does he do
1>Shows that he is uninterested
2> Interrupt you and says “ I already know this”
3>Patiently hear you
4.>Hear you and give response wherever required
Key Skill, communication skill
Skill Understanding
Question No 2
Score
If “X” attends a training programme on “confrontation avoidance technique”, what is his usual response
1.> Doesn’t pay attention to it
2.> Actively listen
3.> Try to associate it with his actual situation in order to get some benefit
And so on……………..
Regards
Shweta Bharti
From India, Gurgaon
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