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A 360 degree appraisal is a type of employee performance review in which subordinates, co-workers, and managers all anonymously rate the employee. This information is then incorporated into that person's performance review
Purpose
In a 360 degree appraisal, a staff member's work for a specific period of time, often a year, is discussed and critiqued by other employees. The 360 degree process is different in that it obtains feedback from co-workers and subordinates instead of just from the direct supervisor. The goal of the process is to better understand how the employee is functioning as part of the team and to improve the ways team members work together
How Does It Work
We'll walk through the 360 degree appraisal process for Joe, a manager in a local company
Lesson Summary
Employers sometimes use a 360 degree appraisal to get a thorough idea of how an employee is performing. These performance reviews incorporate anonymous ratings from subordinates, coworkers, and managers, allowing the people who work with the employee to weigh in on that person's performance. This allows human resources and other management professionals to get a better idea of how an employee functions as a member of a team, usually during a specific period of time
For example, a 360 review may cover employee performance over the course of a year. The 360 degree appraisal process follows a few specific steps including distributing questionnaires among employees and reviewing the appraisal with the employee being appraised.
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360-degree feedback, also known as multi-rater feedback, multi source feedback, or multi source assessment, is feedback that comes from members of an employee's immediate work circle. Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation. It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers
The results from a 360-degree evaluation are often used by the person receiving the feedback to plan and map specific paths in their development. Results are also used by some organizations in making administrative decisions related to pay and promotions. When this is the case, the 360 assessment is for evaluation purposes, and is sometimes called a "360-degree review." However, there is a great deal of debate as to whether 360-degree feedback should be used exclusively for development purposes,[1] or should be used for appraisal purposes as well
Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation. It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders.
it is meaning 4 category every one 90 degree
self performance 90
staff performance 90
manager performance 90
customer performance 90
A 360 degree appraisal is a type of employee performance review in which subordinates, co-workers, and managers all anonymously rate the employee. This information is then incorporated into that person's performance review.
360 Feedback as a Development Tool to help employees recognize strengths and weaknesses and become more effective. When done properly, 360 is highly effective as a development tool. Feedback recipients gain insight into how others perceive them and have an opportunity to adjust behaviors and develop skills that will enable them to excel at their jobs.
When it’s done well, 360 programs allow all your team members to improve in key areas that might be limiting their upward career path or actually causing major conflict within a team. When it’s done poorly, 360 programs create mistrust, anger, conflict and can leave a team with lower morale than when you started the exercise.
Why 360 Programs Fail:
1. The Boss doesn’t get involved or discounts the program’s importance. 360 programs that get driven by HR without much attention from the boss are not effective.
2. People offer comments that are personal in nature rather than constructive. Some people have had really bad 360 experiences.
3. No plan is set following receiving the feedback. 360 data is only helpful to the extent that it gets acted upon and used.
4. Lack of confidentiality. People who have never gone through the 360 process before are usually initially worried about how the data will be used and if it will remain confidential. You need to ensure you assure them up-front that it is a confidential process and won’t come back to haunt them at performance review time.
5. Forgetting the strengths and only focusing on weaknesses. Some companies totally disregard the strengths that get uncovered in the 360 process. The attitude seems to be, “we’ve got to locate your weaknesses and obliterate them.”
Conclusion:
If you do the opposite of the points made above, you’re well on your way to making the experience a positive one and, more importantly, one that will actually help each person on your team and the team as a whole. When 360s are done poorly, they can be a disaster; however, when they’re done well, they can be a major part of driving accelerated growth for a team and an organization.
Thanks for the invitation and agreed with experts answer
Agree with experts' answer as it has the merits of allround appraisal from peers superiors, subordinates and others like customers but has the demerits like the appraisal may not be correct and honest.
Thank you for the invitation and agreed with the answers to colleagues
With the answer, Mr. Ahmed Mohamed
thanks for the invitation
Thanks for invitation....I endorse answers given by colleagues &Experts
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