Looking Inwards

An HR manager’s checklist for self-directed 360-degree appraisal.

Organisations, which continue with traditional appraisal systems lose out on effective development of human resources. The 360-degree appraisal has been a popular tool of performance management. However, all organisations did not jump onto the bandwagon. Serious concerns regarding the interpretations of the results and its utility seem to be the reasons behind the reluctance of many organisations to implement it. Besides, the standard 360-degree appraisal does not provide real time explanations and clarifications. Perceptions could therefore be misinterpreted or ignored.

Self-directed 360-degree appraisal seems to be the answer as it combines the benefits of the standard 360-degree with that of a face-to-face feedback process. It gives the employee an opportunity to ask questions, and listen to the feedback on a one-on-one basis. This kind of self-directed assessment gives room for innovation, wherein an employee’s specific role and goals can be assayed. The initiative is from the employee and not the employer and an HR manager can set the process in motion.

Steps

 

1. Open mind: Vision, courage and commitment are fundamental requirements for self-directed 360-degree appraisal. The recipient needs a clear vision of his objectives, the courage to face the truth and a commitment to implement the suggestions.

Though it is not palatable to listen to one’s drawbacks, employees need to be objective and open-minded about criticism.  Self-assessment vis-à-vis appraisals by others serves a singular purpose – personal enhancement.  

2. Self-evaluation: Employees must list   competencies that need attention. This act not only helps to prioritise, but also sends a message to feedback providers about the individual’s openness to hearing and discussing criticism.

The list of competencies need to be prioritised in the following manner to be effective: leadership, customer focus, business acumen, results orientation, problem solving, innovation, vision and strategy, risk taking, time management, organisation, courage and integrity, peer relationship, communications, teamwork, empowerment, delegation and prioritising, staffing, mentoring and openness to learning.

3. Plan of action: The 360-degree must clearly establish performance categories and identify feedback providers. The list of feedback providers must include the boss, other functional managers, peers within and outside the department. The number needs to be limited to 6-8 people.

4. Mental preparation: Employees should never be defensive, as it would negate the impact of self-directed 360-degree. Mental and emotional preparation is essential. Employees who perform self-evaluation candidly are better prepared to receive feedback from others. Feedback may be likened to karela that need to be ingested. Like it or not, they are good for individual, and helps to curb debilitating disorders.

5. Action: Interviews must be conducted face to face. Do’s and Don'ts of the 360-degree interviews:  

·         Do not argue with the feedback providers. Feedback is perceptual.

·         No justifications for the actions.

·         Seek clarifications on comments.

·         Ask for suggestions, advice and assistance on significant issues.

·         Appreciate the time given for the interview, their frankness and honesty.

  

6. Analysis. To benefit from the appraisal, the feedback must be analysed critically. The feedback is a mixture of strengths and weaknesses.

Categorising the comments into strengths and areas, which need improvement or clarification is the next step. If the feedback from two or more members is similar in all the three categories, then those areas need to be placed in a fourth category, namely trends. This is the area, which needs particular attention. In addition, feedback considered with regards to both within and outside the organisation. For example, do you meet deadlines with business partners and managers but not with your staff?

The next stage involves creating a development plan, which needs to contain the following: 

 

·         Optimal outcome

·         Specific steps

·         Support and other resources

Conclusion

Commitment to excellence and organisational goals equals to commitment to self. Seeking genuine feedback is the way to achieve this. Organisations, which do not have formal 360-degree appraisal system may encourage their employees to adopt informal and self-directed 360-degree.

Related reading:

“How to conduct self-directed 360”, Ludeman. K, in Training and Development, Jul 2000.