GROUP 1

SUBMITTED BY :
SONAM KUMAR
SNIGDHA MALHOTRA
ASHMEET KAUR
KANIKA SETHI
ISHIKA SHARMA
ANUSHREE SINGH
SONALI BAKSHI
720 degree as the name suggests is 360 degree
twice

720 degree feedback is performing a feedback

after the main 360 degree appraisal

Doing the appraisal once, where the performance

of the employee is analyzed

Having a good feedback mechanism where the

boss sits down with the employee another time
and gives him feedback and tips on achieving the
targets set
720-degree approach provides for two rounds of
feedback (a pre- and post-test) or a feedback
approach which is done again after nine to twelve
months.

The pre intervention results sets the baseline.

The development intervention is then done to

improve the participant .(eg:training ,coaching).

Post intervention survey shows the amount of

improvement in the results.
A 720 DEGREE APPRAISAL TEMPLATE TYPICALLY
CONTAINS :
 Key skill/capability type

 Skill component/element

 Question number (purely for reference and ease of

analysis)

 Specific feedback question

 Tick-box or grade box (ideally a,b,c,d or excellent,

good, not good, poor, or rate out of 5 or 10
TO USE THE 720 SYSTEM,

 Assessment system should be 360 degrees.

 Assessment should be done twice or thrice a year.

 Different assessments should be tabulated and

compared for a given period.
Conduct an information campaign that highlights
the benefits and fairness of 720 feedback, and
outline the process in some detail.

Ensure that the rating instruments are relevant,

valid and reliable

Encourage and train raters on how to provide

accurate ratings

Treat employees with sensitivity and respect

WHAT IS 360 DEGREE FEEDBACK
 360 degree feedback, is the most comprehensive appraisal
where the feedback about the employees’ performance
comes from all the sources that come in contact with the
employee on his job.

 The feedback is typically provided on a form showing job

skills/abilities/attitudinal/behavioural criteria and some
sort of scoring or value judgement system.

 360 degree respondents for an employee can be his/her

peers, managers (i.e. superior), subordinates, team
members, customers, suppliers/ vendors
Anyone who comes into contact with the employee
and can provide valuable insights and information
or feedback regarding the “on-the-job”
performance of the employee.

For example, subordinate assessments of a

supervisor’s performance can provide valuable
developmental guidance, peer feedback can be the
heart of excellence in teamwork, and customer
service feedback focuses on the quality of the
team’s results.
 For example, an agency may use supervisor, self, and
customer input to supplement the rating official’s
appraisal in one division’s program.

 Another division of the same agency with “self-

directed teams” may use peer, self, and subordinate
ratings to obtain the most useful input.
IT HAS FOUR COMPONENTS
SELF APPRAISAL

 Self appraisal gives a chance to the employee to look at

his/her strengths and weaknesses, his achievements,
and judge his own performance

SUPERIOR’S APPRAISAL

 Superior’s appraisal forms the traditional part of the

360 degree appraisal where the employees’
responsibilities and actual performance is rated by the
superior.
SUBORDINATE’S APPRAISAL

 Subordinates 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.

PEER APPRAISAL

 Correct feedback given by peers can help to find

employees’ abilities to work in a team, co-operation and
sensitivity towards others.
WHY USE 720 …..
 This system is more development focused than performance
alone, and supplements training and development functions in
a better way.

 A powerful developmental tool because when conducted at

regular intervals it helps to keep a track of the changes, others’
perceptions about the employees

 Many organizations are beginning to realize that the skill base

of their executives and managers does not match the
requirements of a rapidly changing environment.

 Without these critical competencies, executives and managers

are less likely to be able to lead these organizations toward
successful implementation of strategic changes.
BENEFITS
Improved Feedback From More Sources
Team Development
Personal and Organizational Performance
Development:
Responsibility for Career Development
Reduced Discrimination Risk
Improved Customer Service
Training Needs Assessment
DISADVANTAGES
 Exceptional Expectations for the Process
 Insufficient Information
 Design Process Downfalls
 Failure to Connect 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)
 Paperwork/Computer Data Entry Overload
CASE STUDY
 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.
 Employee’s supervisor still has the ultimate responsibility for the
appraisal and selects appropriate raters from those recommended
by the employees

 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.
 Employee’s supervisor summarizes the data and determines the
final performance rating.
 This represents a combination of the comments and ratings from
the various raters and the supervisor’s own feedback on the
ratee’s performance. Typically, managers include a mean score
and distribution range for each item.
 Feedback can’t always be taken at face value. Care need be
exercised where rater has given highly negative or positive
feedback.
 JJABT managers stress that the key is to look for trends or
patterns in the data.
 If there are questions or ambiguities in the raters’ feedback,
supervisors will often solicit additional feedback from the same
or new rates.
 After summarizing the data, the supervisor conducts the formal
appraisal interview with the ratee.
 Raters are provided the option of being anonymous or
open in their feedback.
 If the rater requests anonymity, then the supervisor
must not reveal his or her identity to the ratee when
discussing the performance review
 If the rater is willing to be open, then the supervisor
may refer the ratee with questions about his or her
feedback to the rater.
 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.
What are the advantages and disadvantages of Johnson
& Johnson’s 720 degree appraisal?

ADVANTAGES:

 The raters are selected from a list of key external and

internal customers developed and recommendation by
the employees

 Criteria by which the ratees are evaluated are clearly

defined by the supervisor

 While the supervisor evaluates the work performance ,

the raters evaluate the behavior aspect of the ratee
 To ensure fairness raters are provided the option of
being anonymous or open in their feedback .the raters
who chose to be anonymous their identity is not
disclosed

 The raters feedback is not taken on face value and

care is exercised to eliminate and remove ambiguities
in the raters feedback especially when they have given
highly positive or negative feedback
DISADVANTAGES
 Supervisor has a major say in the appraisal process

 While the list of raters is recommended by the

employees , the raters are selected by the supervisor
 The final appraisal report is summarized by the
supervisor which includes his own feedback
 Individual biases might affect the process

 This system is very time consuming and costly

 This system requires a lot of commitment from the

management as well as the employees
Do you think the ratings system is useful? How might
you suggest improving it?

 Yes the rating system is useful as it is benchmarked

against the mean score and distribution range .

 The supervisor has full authority in the appraisal

process thus after the supervisor has summarized the
report, and appraised the ratee, the performance
appraisal should be evaluated by management one
level higher than the direct supervisor .
What are your views on the anonymity issue?

 In the appraisal process anonymity helps rater feel

confident in evaluating the ratee and giving his free
and frank feedback on the ratee’s behavioral aspects.
He can mark the employee what he deserves .

 It helps the rater evaluate the employee on a fair and

unbiased basis without the fear of his identity being
revealed to the ratee.