A GROUP PRESENTATION ON HRM

FEEDBACK

TOLANI INSTITUTE OF MANAGEMENT STUDIES

PRESENTED BY:-

PRESENTED TO:Prof. Manju Raisinghani

TOLANI INSTITUTE OF MANAGEMENT STUDIES

INTRODUCTION
The systematic collection and feedback of performance data on an individual or group derived from a number of the stakeholders on their performance.
The data is usually fed back in the form of rating against various performance dimension.360degree feedback is also referred to as Multi- source assessment or multi- rater feedback.

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Objectives: Provide insights into the strong and weak areas of candidates. Serving as a base for performance link pay or reward. Culture building and leadership development. Team building and career development. Role clarity increased accountability.

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What can 3600 feedback used for?

Team building Performance management Self development and individual counseling Remuneration Organized Training and Development

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ROLES

QUALITIES

RSDQ MODEL
DELEGATION

STYLES

3600 APPRAISAL HAS FOUR

INTEGRAL COMPONENTS

SUPERIORS...
Its Contribution: The 1st line superiors is often in the best position to effectively carry out the full cycle of performance management. The superiors may also have the broadest perspective on the work requirements and be able to take into account shifts in those requirements.

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SUPERIORS...
Cautions to be addressed: Superiors should be able to observe and measure all facets of the work to make a fair evaluation. Superiors should be trained. They should be capable of coaching and developing employees as well as planning and evaluating their performance.

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SELF...
Its Contribution: This form of performance information is actually quite common but usually used only as an informal part of the supervisor-employee appraisal feedback session. Self-appraisals are particularly valuable in situations where the supervisor cannot readily observe the work behaviors and task outcomes.

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PEERS...
Its Contribution: Peer ratings have been an excellent predictors of future performance and manner of performance. Therefore, they are particularly useful as input for employee development.

The increased use of self-directed teams makes the contribution of peer evaluations the central input to the formal appraisal because by definition the supervisor is not directly involved in the day-today activities of the team.
The addition of peer feedback can help move the supervisor into a coaching role rather than a purely judging role.

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PEERS...
Cautions to be addressed: It is essential that the peer evaluators be very familiar with the team members tasks and responsibilities. In crossfunctional teams, this knowledge requirement may be a problem.

Depending on the culture of the organization, peer ratings have the potential for creating tension and breakdown rather than fostering cooperation and support.
A The use of peer evaluations can be very time consuming. When used in PA, the data would have to be collected several times a year in order to include the results in progress reviews.
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SUBORDINATES...
Its Contribution: The addition of peer feedback can help move the supervisor into a coaching role rather than a purely judging role.

A formalized subordinate feedback program will give supervisors a more comprehensive picture of employee issues and needs.
The feedback from subordinates is particularly effective in evaluating the supervisors interpersonal skills. Combining subordinate ratings, like peer ratings, can provide the advantage of creating a composite appraisal from the averaged ratings of several subordinates.
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SUBORDINATES...
Cautions to be addressed: The need for secrecy is essential when using subordinate ratings as this will ensure honest feedback. Supervisors may get threatened because they have higher authority.

Subordinate feedback is most beneficial when used for developmental purposes. But precautions should be taken to ensure that subordinates are appraising elements of which they have knowledge. It may not be as appropriate or valid for evaluating taskoriented skills.
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Example - Aditya Birla...

K.M.Birla introduced a 360 degree feedback program in 1999 that permitted managers to raise questions over his leadership style, managerial ability and also personal traits but he could not define what he expected from his employees.
After the feedback, he issued each senior manager a six page letter mentioning the areas of improvement and his expectations.
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IMPACT...
Quality and quantitative data Communication Motivation Roles The customer

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Why 3600 become so popular recently?

Changes in the role of employees and what is expected of them An emphasis on measurement within organization The influence of new management concepts Management attitudes and receptiveness

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Difference between Performance Appraisal and 3600 Feedback

Performance Appraisal:An effective performance appraisal is basically done between the employee and how ever she report to. The employee does not come to a performance appraisal to find out how much she met coworker subordinate or customer expectation.

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 3600 Feedback:When the manager calls her into the office for a performance appraisal meeting the focus is on the actual performance of her job between the last review and the current one. There are different expectations in a 360 degree feedback. 360 degree feedback evaluation involve how those around you perceive your level of Skills Practice(the way you apply yourself to the task0 Competency(Knowhow) Behavior(Actions or Deeds)
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3600 FEEDBACK FOR SUCCESSION PLANNING

360-degree feedback provides an accurate way to assess leadership ability and readiness for promotion. It also acts as a catalyst for creating a development plan and a roadmap for leadership coaching. The Decision Wise Talent Inventory Profile (TIP) is a standard, benchmarked and validated tool for measuring performance on four key performance dimensions: Results Focus People Skills Growth Potential We can develop a custom 360-degree feedback survey specific to leadership roles and functions. A Decision Wise project manager project manager confidentially administers the assessments online follows up with each person to increase participation.

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OTHER MEASUREMENT TOOLS

Employees survey :Well established in all organization. It covers skills like opinions, attitudes, safety, training, quality and values.

Ability testes :Commonly used in medium size and large organizations. It covers specific skills areas like verbal and numerical ability.

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 Personality inventories :Well established in medium size and large organization. Its main purpose is selection, development and counseling.

Performance Appraisal :The most commonly used assessment method. Its main purpose is performance improvement, rewards, motivation, communication.

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CRITERIA FOR 3600 FEEDBACK

USE :It is mainly used by large more forward looking organization and they are first to adopt the 360 degree feedback and others are also catching up. Purposes :Its main purpose is selection. However it has a role to ply in most other situations where the organization wishes to measure employee performance in their job.

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Cont..
Coverage :Use of 3600 feedback covers specific areas of the job that are related to style or behavior. Method :The method used to collect 3600 feedback is in the form of questionnaires. Data also be connected on disk or on organization computer network. Respondents :Respondents are participants, boss ex:- staff, peers, customers, team members, family members.
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Advantages: Individuals get a broader perspective of how they are perceived by others than previously possible. Increased awareness of and relevance of competencies. Increased awareness by senior management that they too have development needs. More reliable feedback to senior managers about their performance.
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Cont...
Gaining acceptance of the principle of multiple stakeholders as a measure of performance.

Encouraging more open feedback- new insights.

Reinforcing the desired competencies of the business.

Provided a clearer picture to senior management of individual's real worth.

Clarified to employees critical performance aspect.
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Cont..
Opens up feedback and gives people a more rounded view of performance than they had previously.

Identifying key development areas for the individuals, a department and the organization as a whole.
Identify strengths that can be used to the best advantages of the business.

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Disadvantage: People not giving frank or honest feedback.

People being put under stress in receiving or giving feedback. Lack of action following feedback Over- reliance on technology Too much Bureaucracy.

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Case Study... General Mills

3600 Feedback for Performance Management

The General Mills Operations New Mexico Plant has been consistently known as one of the most productive at General Mills.

Their high-performance work system requires teams of Cereal Manufacturing Technicians (CMTs) to take responsibility for the operations. Critical to their success is peer performance feedback.
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Cont

For three consecutive years, Decision Wise has provided General Mills, New Mexico with an annual Peer Review process based on 360 Feedback and coaching skills. Over 150 CMTs participate in a competency-based 360 Feedback survey. Team Leaders are trained on coaching and performance feedback skills in order to facilitate Peer Review group meetings. During the Peer Review meetings, team members coach and provide feedback to their peers on their performance. Each year the Peer Review process is assessed and improved based on participant feedback.
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Accomplishments
Developed CMT competencies and 360 Feedback survey relevant to CMTs functions. Trained Team Leaders on performance coaching and feedback skills. Identified key situations where coaching and feedback are critical to performance. Identified trends on 360 Feedback results and Performance Evaluations. Adopted a more efficient online surveying and feedback coaching process. Improved team communications and peer feedback skills.

In summary, we developed and implemented a customized 360 feedback and performance coaching process that helps CMTs operate more effectively as a team.
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CONCLUSION...
It is best method compare to traditional method because it shows the overall picture of an employees performance and development. This method is applicable only when we have mature teams and employees otherwise it will create blunders

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Reference...
Book 3600 Feedback - By Peter Ward www.decision-wise.com http://www.slideshare.net/priyadarshini.7/case-study-onaditya-birla-group

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THANK YOU

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