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720 degree performance appraisal

  2. 2. Outline Introduction to Performance Appraisal Introduction to 720 degree Performance Appraisal Literature Review Contents of 720 degree Performance Appraisal. Need for 720 degree Performance Appraisal About 360 degree Performance Appraisal Advantages and Disadvantages Case study
  3. 3. Performance Appraisal Performance appraisal, also known as employee appraisal, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is a part of career development Performance appraisals are regular reviews of employee performance within organizations
  4. 4. Objectives of Performance Appraisal  Review the performance .  Judge the gap between actual and the desired performance.  Strengthen the relationship and communication between superior – subordinates and management – employees.  Diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future.  Provide feedback to the employees regarding their past performance.  Provide clarity of the expectations
  5. 5. 720 Degree Performance Appraisal Considered an “all-round” appraisal, the 720 degree performance appraisal gives an employee more than feedback from one person. This appraisal gives the employee a lot of feedback generally from anywhere from 5 to 8 people, to provide the employee with an all round assessment of his or her on the job performance.
  6. 6. 720 Degree Performance Appraisal 720 degree as the name suggests is 360 degree twice It provide for two round of feedback (a pre and post ) or a feedback approach which is done again after nine to twelve months. Cont..
  8. 8. Objectives is to look into the different methodologies suggested by different people and analysis the common and effective methods of performance measures. The study of current trends in performance appraisal indicates that most large organizations are placing increasing emphasis on the importance of performance appraisal and are making continuing efforts to improve their systems. Trends include Full time performance appraisal, 720 – degree appraisal, Valuable line management tool Title:- Current Trends in Performance Appraisal Author:- Nimisha Sapra
  9. 9. Conclusion Performance Appraisal system in its present form is a trend itself. Performance Appraisal system has progressed from appraisals and reviews to a valuable tool to link performance to strategy and to do this in an environment that is less onerous on HR. Title:- Current Trends in Performance Appraisal Author:- Nimisha Sapra ( Cont..)
  10. 10. In this document many district and states are utilizing new methods for assessing student achievement and technology can help facilitate these assessments by providing the opportunity to change the location, content, and style of these assessments. Some of the emerging assessment trends include assessments like..  Performance Assessments  Portfolio Assessments  Online Assessments Title:- Intelligent Uses for ARRA Funding :-Emerging Assessment Trends By:- State educational technology directors association
  11. 11. Title:- Reforming Government Employees Performance Appraisal System in New Egypt (After the 25th January Revolution) Author:- Aya Maher This study focuses on identifying the modern systems of employees’ performance appraisal used by developed countries to reform their appraisal systems The objective of which is to deduce some useful lessons to reform the performance appraisal system of government employees The study discussed the modern appraisal systems used in developed countries like: the Solution Focused Rating (SFR) which focuses on the appraisal method itself, the Performance Pay System which focuses on the appraisal design, the 360 Appraisal method which focuses on the conductors of the appraisal.
  12. 12. Title:- A Study of 360-Degree Appraisal and Feedback system for effective implementation in Indian Corporate Sector Author:- ShilpaWadhwae et al. Objective To examine the comparative significance of the 360- degree appraisal and feedback system vis-à-vis the traditional system in Indian Organizations. To study the status of the 360-degree appraisal and feedback system in terms of documentary evidences implementation To pinpoint the pitfalls of the 360-degree degree appraisal and feedback system and highlight theimpediments in its implementation.
  13. 13. ( Cont..) Conclusion Feedback is almost always a sensitive subject. People are often cautious, sometimes fearful, and occasionally emotional about it. A good facilitator or administrator recognizes and appreciates the sensitive nature surrounding 360° feedback and takes serious steps to insure the integrity of the process and support of the individual. The results will be more than worth it Title:- A Study of 360-Degree Appraisal and Feedback system for effective implementation in Indian Corporate Sector Author:- ShilpaWadhwae et al.
  14. 14. OBJECTIVES To study the awareness level of the Employees and Managers on 720 degree performance appraisal method. To suggest a scheme to create the awareness and for effective practice of the 720 degree performance appraisal method Title:-The need of ‘720 degree performance appraisal’ in the new economy companies Author:- Anupama et.al. A Research Paper CONCLUSION From the study, it is clear that most of the appraisers and appraise respondents are not aware of the 720 Degree performance appraisal method. 720 Degree performance appraisal method suits the new economy companies as it gives feedback and follows up to ensure that the appraised reach the goal.
  15. 15. This paper focuses on the performance feedback process used in the higher education sector in the United Arab Emirates and compares the existing systems with 360 degree and 720 degree appraisals Key objectives of this paper is to differentiate between 360° and 720° feedback processes Methodology is to interview and structured questionnaire are used for the data collection. A questionnaire consists of 12 questions and is distributed among a sample of faculty for their perceptions about the feedback process used in their organizations. Title:- 360° Vs 720° Feedback Processes: An Exploratory Study on Performance Management System in Higher Education. Author:- Aurthur et al’s
  16. 16. Conclusion  Its more accurate  Under 720 degree review system people get the chance to learn from their weaknesses and improve upon it. Title:- 360° Vs 720° Feedback Processes: An Exploratory Study on Performance Management System in Higher Education. Author:- Aurthur et al’s ( Cont..)
  17. 17. 720 Degree Appraisal Contains Question number (purely for reference and ease of analysis) Specific feedback questions Tick box and grade box (ideally a,b,c,d or excellent ,good, not good, poor or rate out of 5 to 10.
  18. 18. Needs for 720 System.. Assessment system should be 360 degrees.  Assessment should be done twice a year. Different assessments should be tabulated and compared for a given period. Ensure that the rating instruments are relevant, valid and reliable Treat employees with sensitivity and respect
  19. 19. 360 Degree Performance Appraisal 360 - Degree Appraisal is a system or process in which employees receive confidential, anonymous feedback from the people who work around them..
  20. 20. What are 3600 Measures ? 360 degree measures behaviors and competencies. 360 degree addresses skills such as listening, planning, and goal-setting. 360 degree focuses on subjective areas such as teamwork character, and leadership effectiveness. 360 degree provides feedback on how others perceive an employee.
  21. 21. 360 has Four Components.. Self Appraisal Superior’s Appraisal Subordinate’s Appraisal Peer Appraisal Self appraisalSelf appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his achievements, and judge his own performance
  22. 22. Self Appraisal Superior’s Appraisal Subordinate’s Appraisal Peer Appraisal SuperiorSuperior’s appraisal’s appraisal forms the traditional part of the 360 degree appraisal where the employees’ responsibilities and actual performance is rated by the superior. 360 has Four Components..
  23. 23. Self Appraisal Superior’s Appraisal Subordinate’s Appraisal Peer Appraisal Subordinates appraisalSubordinates appraisal gives a chance to judge the employee on the parameters like communication and motivating abilities, superior’s ability to delegate the work, leadership qualities etc. 360 has Four Components..
  24. 24. Self Appraisal Superior’s Appraisal Subordinate’s Appraisal Peer Appraisal feedback given by peerspeers can help to find employees’ abilities to work in a team, co- operation and sensitivity towards others.] 360 has Four Components
  25. 25. WHY USE 720…. This system is more development focused than performance alone, and supplements training and development functions in a better way Without these critical competencies, executives and managers are less likely to be able to lead these organizations toward successful implementation of strategic changes. A powerful developmental tool because when conducted at regular intervals it helps to keep a track of the changes, others’ perceptions about the employees
  26. 26. Advantages Improved Feedback From More Sources Personal and Organizational Performance Development Responsibility for Career Development Improved Customer Service Training Needs Assessment
  27. 27. Disadvantage Exceptional Expectations for the Process Insufficient Training and Process Understanding Focus on Negatives and Weaknesses Rater Inexperience and Ineffectiveness Requires commitment of top management and the Human resources (time, financial resources etc)
  28. 28. Case Study Case Study
  29. 29. Johnson & Johnson Advanced Behavioral Technology (JJABT) Johnson & Johnson Advanced Behavioral Technology (JJABT), based in Denver, Colorado, has instituted a new 720-degree feedback system. The most important consideration in implementing the system is choosing the right individuals to be raters. To assemble the rating group, JJABT employees develop a list of key internal and external customers with whom they interact and then recommend five to ten individuals to serve as raters.
  30. 30. Johnson & Johnson Advanced Behavioral Technology (JJABT)  The JJABT 720-degree appraisal form includes items such as :- Does the employee : Follow up on problems, decisions, and requests in a timely fashion? Clearly communicate his or her needs/expectations? Share information or help others? Listen to others? Establish plans to meet future needs? Adhere to schedules?  Raters score these items on a scale ranging from 1 (needs improvement) to 5 (outstanding). Space is also provided for the raters to make written comments.
  31. 31.  This represents a combination of the comments and ratings from the various raters and the supervisor’s own feedback on the rate’s performance. Typically, managers include a mean score and distribution range for each item.  JJABT managers stress that the key is to look for trends or patterns in the data.  After summarizing the data, the supervisor conducts the formal appraisal interview with the rate.  In this way, it is hoped that the 720-degree appraisal can become less an evaluative tool and more a comprehensive system for enhancing communication, facilitating self- development, and improving performance. Johnson & Johnson Advanced Behavioral Technology (JJABT)
  32. 32. Advantages to Johnson & Johnson’s 720 degree appraisal  The raters are selected from a list of key external and internal customers developed and recommendation by the employees ..  Criteria by which the rates are evaluated are clearly defined by the supervisor .  While the supervisor evaluates the work performance , the raters evaluate the behavior aspect of the rate.
  33. 33. EMPLOYEE PERFORMANCE APPRAISAL,REWARDS & RECOGNITIONS-A CASE STUDY OF BARCLAYS BANK OF GHANA LIMITED many reputable sources expressed doubts about the validity and reliability of the performance appraisal process. Some have even suggested that the process is so inherently flawed such that it may be impossible to perfect it. An attempt was made to find out what employees feel about the whole process of Performance Appraisal (as part of Performance Development [PD]) and how it is practiced as well as how it is linked to rewards and recognitions in Barclays Bank of Ghana.
  34. 34. Questionnaires were administered to the Retail Function employees only, using a combination of techniques; simple random sampling, purposive sampling and quota sampling. Secondary data on PD were reviewed and Management of the Bank was contacted through the Human Resource Department to show how the PD system should work and how it feels about employee satisfaction as far as PD is concerned. EMPLOYEE PERFORMANCE APPRAISAL, REWARDS & RECOGNITIONS-A CASE STUDY OF BARCLAYS BANK OF GHANA LIMITED
  35. 35. From results obtained, employees made it clear that line managers do not always carry out the face to face appraisals or reviews and feed backs not given after such sessions. It was viewed that, instead of making the PD process a developmental tool to enhance performance, it has been turned into a discriminatory, punitive and/ or judgmental process. While Management of the Bank rated the PD process as very effective, employees think otherwise that its rather demoralized and demotivated. Staff are not satisfied while Management insists there is everything in place to make them satisfied EMPLOYEE PERFORMANCE APPRAISAL, REWARDS & RECOGNITIONS-A CASE STUDY OF BARCLAYS BANK OF GHANA LIMITED
  36. 36. These show the break in communication as far as Performance Development is concerned, between Management of the Bank and employees. It was then recommended that monitoring measures be put in place to ensure that the right things are done and line managers carry out the face to face review discussions and provide feedback to team mates as well as ensure team work by making all staff aware of the performance improvement measures. EMPLOYEE PERFORMANCE APPRAISAL, REWARDS & RECOGNITIONS-A CASE STUDY OF BARCLAYS BANK OF GHANA LIMITED
  37. 37. Employee Perception of the PA/PD process Frequency Percent Valid percent Valid Developmental 86 26.4 26.4 Judgmental 99 30.4 30.4 Punitive 112 34.4 34.4 Discriminatory/Selective 27 8.3 8.3 PD is irrelevant 2 .6 .6 total 326 100 100
  38. 38. Effect of appraisals on employees Frequency Percent Valid Percent Valid yes 260 79.8 79.8 No 66 20.2 20.2 Total 326 100 100
  39. 39. Personal Decisions Taken in Relation to PD System Frequency Percent Valid percent Leave the bank 110 33.7 33.7 Not give best at your work 58 17.8 17.8 Work harder 39 12 12 Do my best 100 30.7 30.7 Push to reform 11 3.4 3.4 Undecided 3 .9 .9 Not applicable 5 1.5 1.5 Total 326 100 100
  40. 40. Key value drivers Customer-help our customer achieve our ambition colleague-help our people grow Community- partner to help Africa and its people develop. Company- commit to accelerated investment in our African business Control-practice world class risk management