Three Sixty Degrees

Many Names

Three sixty degrees performance appraisal
Three sixty degrees leadership assessment
Three sixty degrees leadership development feedback
Three sixty degrees performance appraisal and leadership development

Early Starters

American Express (Pioneer)
GE (General Electric) (Introduced in 1992)

Many Appraisal Systems: Evolution

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

Superior Most Systems

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.

Characteristics and Reasons for Superiority

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

Implementation Process

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

360 Degree Feedback Instrument : Template (Caution : Do not copy it)

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)

For More Guidance, Assistance, Training and Consultation

Contact: prodcons@prodcons.com

Training in "Performance Management", "Performance Appraisal" and "Three Sixty Degrees" is imparted by Prodcons Group's Mr Shyam Bhatawdekar and/or Dr (Mrs) Kalpana Bhatawdekar, eminent management educationists, management consultants and trainers- par excellence, with the distinction of having trained over 150,000 people from around 250 organizations. Assistance in implementation of performance management/appraisal systems is also provided by Prodcons Group's team.

Also refer: http://prodcons-group.blogspot.com/, http://training-development-function.blogspot.com/ and http://productivity-consultants.blogspot.com/

Other Topics of Interest

All Management Topics (General Management, Marketing and Sales, Service, Operations/Manufacturing, Quality, Maintenance, Human Resources, Finance and Accounts, Information Technology, Life Management)

The topics are listed in alphabetic order: