1.
R.V.COLLEGE OF ENGINEERINGR.V.COLLEGE OF ENGINEERING
BANGALORE-560059BANGALORE-560059
DEPARTMENT OF INDUSTRIAL ENGINEERING ANDDEPARTMENT OF INDUSTRIAL ENGINEERING AND
MANAGEMENTMANAGEMENT
720 Degree Performance Appraisal System720 Degree Performance Appraisal System
Seminar Topic
By:
Mayank Baheti - 1RV09IM024
Manish Kumar – 1RV09IM022

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.
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.
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.
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.
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..

7.
LITERATURE REVIEW
LITERATURE REVIEW

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.
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.
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.
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.
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.
( 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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
Advantages
Improved Feedback From More Sources
Personal and Organizational
Performance Development
Responsibility for Career Development
Improved Customer Service
Training Needs Assessment

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.
Case Study
Case Study

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.
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.
 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.
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.
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.
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.
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.
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.
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.
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.
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.
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