This document provides information about competency-based 360 degree feedback systems. It discusses how 360 degree feedback involves collecting performance ratings on an individual from their supervisor, peers, direct reports, and other stakeholders. The objectives of 360 degree feedback include facilitating professional development planning, identifying strengths and development needs to enhance job performance, and providing participants with feedback and recommendations. It also discusses theories on how 360 degree feedback can benefit individuals by increasing self-awareness and motivating them to address gaps between self-perceptions and perceptions of others.

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Competency Based Feedback System
1

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Business and Performance Review

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Chandramowly
Companies using 360 degree
performance appraisals
Bellcore International
Ltd(1998)
Johnson & Johnson
Ltd(1980s)
Praxair 1996
Xerox (1980s)
IBM (1980)
Bell Atlantic (1980)

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MULTI-SOURCE - MULTI-RATER :
VOICES

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Peers and direct reports: will see
how things are going
PLUS
Supervisor: will see what is being
done
The 360 provides a way to
integrate the two views

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What is 360 Degree
Feedback ??
360-degree feedback is defined as “The
systematic collection and feedback of
performance data on an individual or
group derived from a number of
stakeholders in their performance”.

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To facilitate the implementation of a professionalTo facilitate the implementation of a professional
development plandevelopment plan
To identify skill strengths development needs toTo identify skill strengths development needs to
enhance job performanceenhance job performance
To provide participants with feedback andTo provide participants with feedback and
developmental recommendationsdevelopmental recommendations
360-Degree Process Objectives

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360 Feedback Process
Participant
Respondent
1. Jointly Selects Raters
2. Fills out name
3. Attends Feedback
Review
1. Jointly Selects Raters
2. Fills out name
3. Attends Feedback
Review
1. Receives
Questionnaire
2. Fills out Survey
(submit)
1. Receives
Questionnaire
2. Fills out Survey
(submit)
Manager
1. Receives Report
2. Hold Feedback
Review
3. Create Improvement
Plan
1. Receives Report
2. Hold Feedback
Review
3. Create Improvement
Plan
1. Receives Reports
2. Tracks for Filled
KLFS
3. Generates Reports
4. Shares it with HOD
1. Receives Reports
2. Tracks for Filled
KLFS
3. Generates Reports
4. Shares it with HOD
Admin
HR

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Chandramowly
Some Advantages
New way of addressing performance issue
Feel of fair treatment
Offloading full burden of subordinate
assessment
Qualifiable data projecting blind spots
Reinforced Corporate Culture
Instilling value of individual respect /working
relationship

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Chandramowly
Some Observations
Time consuming and expensive
SARAH Reaction
Counter Productive if the scope is not defined
Reflection of personal likes and dislikes
Feedback providing skills and its effect
Feedback given normally but Development
actions not taken

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Chandramowly
What Is a Goal?What Is a Goal?
A goal is an end toward which effort is directed
Example:
Increase market share
for product YYY
from 20% to 30%
by Q4 2009
A goal should contain:
An accomplishment
to be achieved
The accomplishment
stated in measurable
terms
A specific time frame
for completion

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Chandramowly
Group Core Competency Clusters

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•PURPOSE
Managing
Vision and
Purpose &
Stake
Holder
Delight
Consistent Goal Achievement and Result
Leadership
Business Acumen and Intelligent Risk taking
Values, Integrity and Ethics
Strategic Agility / Forward outlook
Cost Management
Customer satisfaction (internal & external)
Corporate Social and Environmental
Responsibility

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•PROCESS
Managing
Through
Systems
Adapting to Change and New Technology
Knowledge Sharing and Management
Decision Quality and speed
TQM and Quality Minded Approach
Managing and Measuring Performance
Research Orientation, developing new methods
Time management - Planning and Prioritisation
Systems Thinking - ability to see the parts and
the whole

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•PEOPLE
People
Excellence
Delegation and Empowerment
People development, training,
coaching and Mentoring
Managing Succession Planning
Team playing and Team Building

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•PERSON
Personal
Effectiveness
& Execution
Innovation and Creativity
Commitment and Accountability
Emotional Intelligence
Interpersonal skills and Equality
Communication
Functional and Technical skills
Forward looking and Optimism
Action Orientation and Persistence
Eliminating performance barriers
Problem Solving
Win Win Negotiation
Employee Engagement

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Chandramowly
EASYEASY AVERAGEAVERAGE DIFFICULTDIFFICULT
DIFFICULTDIFFICULT
Process
Management,
Boss Relationship
Individual value
add
People
Development
Personal Learning,
Managing
Diversity
Integrity / Trust
Motivating others,
Work Life Balance,
Understanding
others
AVERAGEAVERAGE
Problem Solving
TQM,
Business
Acumen, Time
Management
Conflict
Management
Peer Relationship
People Excellence
Building Team s
irit
EASYEASY
Customer Focus ,
Presentation
skills, Technical
learning
Decision Making
Interpersonal
Savvy, Patience,
Listening
Composure
Action oriented,
Political Savvy,
Standing Alone
DEVELOPMENTASSESSMENT

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Improvement in performance is most likely to occur when:

Feedback indicates change is necessary

Recipients perceive a need to change behavior

Recipients react positively to feedback

Recipients believe change is feasible

Recipients set appropriate goals to change behavior

Recipients take specific developmental actions
Smither, J., London, M., & Reilly, R. (2005). Does performance improve following multisource feedback? A theoretical model, meta-analysis
and review of empirical findings. Personnel Psychology, 58, 33-66
Does 360-Degree Feedback Result in
Improved Performance?

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Habits are Hard to Change
 NEW YEARS RESOLUTIONS: 25% abandon new behaviors after 15
weeks; 60% make the same resolution the next year
 WEIGHT LOSS: 95% of those who lose weight regain it back within 2
years
 SMOKING: Only 13-14% are abstinent 6 to 12 months after quitting
 ALCOHOL: 90% of those treated have a drink within 3 months; 50%
return to pre-drinking levels within a year
 Leadership Change: A recent meta-analysis of 26 longitudinal
studies indicate significant but small effect sizes suggesting that is
unrealistic to expect large performance improvement after people
receive performance feedback

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Development Process
PositionPosition ProfileProfile
Karle Competencies (L/F)Karle Competencies (L/F)
Karle ValuesKarle Values
PersonPerson ProfileProfile
Karle Competencies (L/F)Karle Competencies (L/F)
Karle ValuesKarle Values
Compare
Match Gap
Improved Competencies
for Job Performance >
Better Results
Identify
Needs
Development Plan
Assignments
Coaching - Mentoring
Self Dev Tips
Training
FEEDBACK
MONITORING
LEARNED
CHANGEED
BEHAVIOIIUR

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KNOWN TO ME UN-KNOWN TO ME
KNOWNTOOTHERSUNKNOWNTOOTHERS

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KNOWN TO ME UN-KNOWN TO ME
KNOWNTOOTHERSUNKNOWNTOOTHERS

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Self-Self-
AwarenessAwareness
SocialSocial
AwarenessAwareness
Social SkillsSocial SkillsSelf-Self-
ManagementManagement
• Emotional Self-Awareness
• Accurate Self-Assessment
• Self-Confidence
• Empathy
• Organizational Awareness
• Service Orientation
• Self-Control
• Trustworthiness
• Conscientiousness
• Adaptability
• Achievement Orientation
• Initiative
• Developing Others
• Leadership
• Influence
• Communication
• Change Catalyst
• Conflict Management
• Building Bonds
• Teamwork & Collaboration
Goleman Emotional Intelligence
Model
http://www.eiconsortium.org

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OLD PARADIGMS
Job Security
Longitudinal Career Paths
Job/Person Fit
Organizational Loyalty
Career Success
Academic Degree
Position/Title
Full-Time Employment
Retirement
Single Jobs/Careers
NEW PARADIGMS
Employability Security
Alternate Career Paths
Person/Organization Fit
Job/Task Loyalty
Work/Family Balance
Continuous Relearning
Competencies/Development
Contract Employment
Career Sabbaticals
Multiple Jobs/Careers
Workforce 2010
The Changing Career Paradigms

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Competency Model Tic-Tac-Toe
1. Review Organizational Strategic Map.
2. Name two Competencies that will help achieve a Goal.
3. Define two behaviors for each Competency.
4. Validate the desired target (1 to 5)
1. Assume behavior is below target
5. Identify ways to improve your Gap

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360 Implementation Model
ObjectivesObjectives
Validate
Competencies
Data
Collection
Process
Management
Review
Feedback &
Coaching

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STRENGTHS
Performance Areas To Target for
Greater Utilization
AREAS FOR
IMPROVEMENT
Performance Areas To Target for
Improvement
What Feedback Receivers Learn:

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Summary Questions
 What are one or two practices that make
this person effective in his or her role at the
oganisation? Sight an Example
 Describe any changes you believe are
important for this person to work more
effectively with you.
 Are there any other comments that
would be helpful?

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Identify feedback
criteria
Orientation for
participants
Subjects select
respondents
Conduct survey
create reports Review
feedback and
meet with
Superisor
Developmental
dialogue with
manager and others
•Implement Plan
•Measure Results
•Re-assess
The 360 ProcessThe 360 Process

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What Do We Measure?
Observable Values and behaviors based on
competencies identified for

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• Develops an awareness of the impact that his
or her actions have on others.
• Validates self-perceptions of strengths and
weaknesses.
• Provides information for professional
development.
How does 360 benefit the
feedback receiver?

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2 Theories
A significant gap
between self-ratings and
ratings from others can
cause psychological
dissonance. When this
happens, people are
motivated to reduce this
gap and feel assonant
again.
When people detect
discrepancies
between their goals
and their behavior,
they are likely to take
actions to reduce the
discrepancies
Cognitive
Dissonance Theory
(Festinger, 1957),
Control Theory
(Carter & Schneier,
1981,1982),.