360 Performance Evaluations

1. 360 Performance Evaluations Presented By; Karl Schaub, Chris Rice & Derek Leslie

3. The Four Types • 1. Top-Down Employee Performance Evaluations • 2. Peer-to-Peer Employee Performance Evaluations • 3. 360-Degree Performance Reviews • 4. Self-Assessment Performance Reviews

4. Top-Down Employee Performance Evaluations • Most Common and Most Effective • Assessment given directly from manager • Most effective when the manager works with that employee daily • Least effective when HR completes it on second hand knowledge

5. Peer-to-Peer Employee Performance Evaluations • Requires same level employees to review each other • No one knows a worker better than those that work with them • Can cause problems if evaluations get back to employees

6. Self-Assessment Performance Reviews • Employee asked to rate themselves • Helps employee reflect on their performance and be an active part of their review • Generally employees are harder on themselves

7. 360-Degree Performance Reviews • Customers, Suppliers, Piers, and direct reports • Very effective if kept anonymous • Every angle is accounted for and gives a true performance picture

8. What 360 looks for.

9. The 18 Universal Competencies • Communication • Listens to others • Processes information • Communicates effectively • Adaptability • Adjusts to circumstances • Thinks creatively

10. The 18 Universal Competencies • Task Management • Works efficiently • Works competently • Development of Others • Cultivates individual talents • Motivates successfully

11. The 18 Universal Competencies • Leadership • Instills trust • Provides direction • Delegates responsibility • Relationships • Builds personal relationships • Facilitates team success

12. The 18 Universal Competencies • Production • Takes action • Achieves results • Personal Development • Displays commitment • Seeks improvement

13. ExampleQuestionsFor 360Evaluations

14. The Full Circle = 360 Degrees Self Evaluation (1 Each) Boss Evaluation (1 Each) Peer Evaluation (5 Each Recommended) Direct Report or Subordinate Evaluation (5 Each Recommended)

15. Self Evaluation Self Evaluation (1 Each) Boss Evaluation (1 Each) Peer Evaluation (5 Each Recommended) Direct Report or Subordinate Evaluation (5 Each Recommended)

16. The Self Evaluation • This is the first evaluation given • Usually just a paper that is given to employee and handed in to HR • The form will contain questions that foster honest feedback • They try to see themselves as others do

17. The Self Evaluation • This sets up a positive meeting with the manager Why? • Because the manager will tend to evaluate better than an employee will

18. Boss Evaluation Self Evaluation (1 Each) Boss Evaluation (1 Each) Direct Report or Subordinate Evaluation (5 Each Recommended) Peer Evaluation (5 Each Recommended)

19. The Boss Evaluation • The Second Step of the process • The supervisor looks at the employee as unbiased as possible • It is key to not allow personal issues to block honest feedback

20. The Boss Evaluation • Even if the manager is biased the 360 method tends to account for it and will even it out • Tardiness, work ethic, creativeness, etc are all taken into account from the managers perspective

21. Peer Evaluation Self Evaluation (1 Each) Boss Evaluation (1 Each) Peer Evaluation (5 Each Recommended) Direct Report or Subordinate Evaluation (5 Each Recommended)

22. Peer Evaluation • Third Step • 5 evaluations are usually collected • Information tends to be very accurate • Biases are kept to a minimum as long as confidentiality is maintained

23. Peer Evaluation • Creates a picture for the employee being evaluated that is • From other’s perspective • Honest • Eye opening • Surprising • Helpful • Probably most accurate and truthful

24. Direct Report Self Evaluation (1 Each) Boss Evaluation (1 Each) Direct Report or Subordinate Evaluation (5 Each Recommended) Peer Evaluation (5 Each Recommended)

25. Direct Report • Final Step • Given by those under the employee • Sometimes it is shown that words and actions are not necessarily matching up • Most helpful step for managers

26. Direct Report • Can come from • Customers • Suppliers • Anyone under the employee • Extremely honest because of the distance that is sometimes here for this report

27. Self Improvement This Leads To

28. Why is 360 Valuable to You? • Identifies your strengths and weaknesses from the perspective of others. • Improves your productivity and work relationships with those around you. 

29. Why 360 Fits For Today’s Workplace • Jobs are many sided • Cut backs at firms cause for employees to pick up more responsibilities • Efficiency is becoming more important • This system delivers great suggestions

30. Why is 360 Valuable to You? • Improves workplace morale. • Provides a means to identify leadership competencies that need improvement.  • Serves as a training needs assessment.

31. The 360 Evolution • At the beginning it was designed for managers or career development • Now the same evaluation process is used from the CEO down to Maintenance • And both are contributing the each other’s evaluation

32. Who Uses It? • 90 percent of Fortune 1000 companies • In our opinion every • Company • School • Firm • Sports Team • Etc… • Should use this system for Improvement

33. Technology • With the large numbers of employees there is a lot of information to keep track of • Employee Management Software is being used • It keeps track of trends • Ensures secrecy for comments • Gives the results quickly

34. 360 Used For Pay Grades • Goals for specific employees can be inputted into the 360 system • How well everyone around the employee evaluates could indicate the amount of financial reward that employee receives

35. Strategic Mission • The purpose of doing 360 must be clearly defined • If the mission is to develop and grow all employees must know that it is all for everyone's improvement • If communication breaks down employees could fear everyone attacking them in the evaluations

36. Be Careful • You cannot be reckless with 360’s • If there are not clear goals set ahead of time then… • The evaluations will have no direction • They will be hard to interpret • It is best to have experts conduct these evaluations to ensure maximum effectiveness

37. Intel and 360 • Closely evaluated goals • Kept employees accountable for their inputs • Helped their employees to use evaluations accurately • Carefully watch for Gaming

38. Intel Continued • They find with 360 prejudices related to • Age • Gender • Race • Religion • Or any other factors • This has lead to great successes for Intel

39. Pros of 360 • More comprehensive system because responses are gathered from multiple perspectives • Feedback from peers and others may increase employee self-development

40. Pros Continued • It may lessen prejudices because the feedback comes from more people, not just one person • Quality of information is better • It complements TQM initiatives by emphasizing internal/external customers and teams

41. Cons of 360 • Requires training to work • Employees could give dishonest and invalid feedback • Can Be expensive

42. Cons Continued • Complex system in combining all responses • Feedback can be intimidating. Employees could feel like they are being “attacked” • Could be conflicting opinions, but accurate from their own standpoints

43. In Conclusion • Helps individuals and companies improve, grow and develope • Provides honest and unbiased helpful feedback • Increasing individuals performance with 360-degree evaluations will lead to overall succes for a firm

44. Has Anyone Ever Had A 360 Evaluation? • Please briefly describe it • What were your likes? • Dislikes? • Was it helpful