360 degree feedback involves collecting performance evaluations from an employee's supervisor, peers, direct reports, and sometimes customers or other external stakeholders. It aims to provide employees with a more comprehensive assessment of their performance than traditional top-down feedback from just supervisors. Key components include self-evaluations, supervisor evaluations, and evaluations from subordinates, peers and others. The process involves identifying an employee's strengths and areas for development based on feedback across multiple rating sources to facilitate professional growth.

1. 360 Degree Feedback
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2. Course Objectives
•
Explain What is 360 Degree Feedback
•
Describe the History of 360 Degree Feedback
•
Explain the Uses of 360 Degree Feedback
•
List the Advantages 360 Degree Feedback
•
List the Disadvantages of 360 Degree Feedback
•
Describe What is an Effective 360 Degree Feedback Appraisal
•
Describe the Components of 360 Degree Feedback
•
Explain the Process of 360 Degree Feedback
•
Describe the Problems of 360 Degree Feedback Appraisal
•
Describe the Sources of Errors in Performance Appraisals
•
Explain the Development Options after Feedback
•
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Explain What is 720 Degree Feedback

3. Introduction
Look at a dialog between two colleagues of an organization after the performance
appraisals are over.
I think our supervisor is
biased against me.
David
So, didn’t you discuss
with him in the
feedback interview?
I have performed very well throughout the
year, yet he has not given me the correct
rating. He rated me as ‘satisfactory’.
Why do you
think that?
Kyle
I did but I am not
satisfied with his
explanation.
David
Yes, he does
tend to underrate people he
doesn’t like.
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Kyle
David
Kyle
Kyle
I wish the rating was done
by many people who know
me and my work, apart
from our supervisor.
David

4. Introduction
Look at a dialog between two colleagues of an organization after the performance
appraisals are over.
I think our supervisor is
biased against me.
I have performed very well throughout the
Why do you
year, yet he has not given me the correct
think that?
Such problems may arise in manyrated me as ‘satisfactory’.
rating. He
organizations where the performance
appraisals are done by single individuals
like the supervisor. To overcome such
problems, a system known as the 360
degree feedback is used.
David
So, didn’t you discuss
with him in the
feedback interview?
Kyle
I did but I am not
satisfied with his
explanation.
David
Yes, he does
tend to underrate people he
doesn’t like.
Kyle
I wish the rating was done
by many people who know
me and my work, apart
from our supervisor.
Let us learn about performance
appraisals, the feedback process and
360 degree feedback in detail.
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Kyle
David
Kyle
David

5. What is Performance Appraisal?
Performance Appraisal (PA) is the process that is
used to evaluate the personality, performance and
potential of the employees of an organization.
It is a process of evaluating and communicating to
an employee how he or she is performing the job
and establishing a plan for improvement.
Hence, it is a system of review and evaluation of job
performance to assess accomplishments and to
evolve plans for development.
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6. What is 360 Degree Feedback?
360-degree feedback is an appraisal or assessment process
used to improve managerial effectiveness by providing the
manager with a more complete assessment of the employee’s
effectiveness, his performance and development needs.
360 degree feedback is also known as Multi-rater feedback,
Multi-source feedback, Full-circle appraisal or Group
performance review.
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7. History of 360 Degree Feedback
Contemporary 360-degree methods have roots as early as
the 1940s. However, the exact details of the start of the
technique are not very clear.
Most scholars agree that 360-degree performance appraisal
has historical roots within a military context. During the
1950s and 1960s, the multi-rater trend continued in the
United States within the Military service academies.
At the United States Naval Academy at Annapolis, the
midshipmen used a multi-source process called “peer grease”
to evaluate the leadership skills of their classmates.
During the 1960s and 1970s, in the corporate world,
organizations like Bank of America, United Airlines, Bell Labs,
Disney, Federal Express, Nestle, and RCA experimented with
multi-source feedback in a variety of measurement
situations.
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8. Multi-Rater Assessment or 360 Degree Feedback
This method employs a multi-source feedback
method which provides a comprehensive
perspective of employee performance by
utilizing feedback from the full circle of people
with whom the employee interacts:
supervisors, subordinates and co-workers.
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9. Who Should Do the Appraising?
A few of the suitable people who can carry out the appraisals are as follows:
Immediate
supervisor
Subordinates
Peers
360-Degree
Feedback
Self-ratings
Rating
committees
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All of the above listed people should carry out the appraisal.

10. Uses of 360 Degree Feedback
There are several uses of the 360 degree feedback system, such as for:
Self-development and individual counseling
Part of ‘organized’ training and development
Team building
Performance management
5
Strategic or organization development
6
Validation of training and other initiatives
7
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11. Advantages for Employee
The following are the advantages of using 360 degree feedback system from the
employee’s perspective:
•
•
•
•
It serves as a method
It is an honest
It provides
It helps employees
It provides
of collecting
assessment as
confidential input
in seeing
information which
information from as viewed by a variety
from many
themselves as
neither employee
many sources in an
of constituents.
people of how an
others see them. nor his/her superior
employee’s
employee fares in
may be aware of.
environment.
his job.
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12. Advantages for Organization
The following are the advantages of using 360 degree feedback system from the
organization’s perspective:
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13. Traditional Feedback vs. 360 Degree Feedback
Traditional Feedback
360 Degree Feedback
Supervisor
Me
Skip - Level
Reportees
Others
ME
Direct
Reportees
ME
External
Customers
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Supervisor
Internal
Customers
Co-workers

14. Considerations before Implementing
There are various
considerations that
a company should
take into account
before deciding to
implement the 360
degree feedback
system in its
organization.
If the
organization is
not completely
sure, then it may
not be ready for
360-degree
evaluations.
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It is important that
the organization
should have a
positive response
towards all the
considerations listed
below.

15. Why 360 Degree Appraisal Programs Fail?
The 360 degree feedback
would fail if it does not get
the dedicated commitment
of top management and the
HR, resources (time,
financial resources etc),
planned implementation
and follow up.
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16. Components of 360 Degree Feedback
Self appraisal
Superior’s appraisal
Subordinate’s appraisal
Peer appraisal
Subordinate’s Appraisal
Subordinate’s 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.
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17. Measurement Parameters
360 degree feedback system appraises the employee and evaluates the
employee on various measurement parameters such as:
Managing and
Leading Change
Personal
Brand
Commercial
Awareness
Coaching and
Developing Others
Building
Relationships
Strategic
Thinking
Developing the
Organization
Managing
Performance
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Business Skills

18. Feedback Questions
What elements
of your job do
you find most
difficult?
What do you consider to
be your most important
achievements of the
past year?
What do you
like and dislike
about working
for this
organization?
Has the past
year been
good/bad/satisf
actory or
otherwise for
you, and why?
What elements
of your job
interest you the
most, and least?
What do you
consider to be
your most
important tasks
in the next
year?
What action could be taken
to improve your
performance in your
current position by you,
and your boss?
What kind of
work or job
would you like
to be doing in
one/two/five
years time?
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What sort of
training/experien
ce would benefit
you in the next
year?

19. Performance Evaluation Ratings
•
•
•
Does Not Meet
Expectations
Needs
Improvement
Meets
Expectations
Outstanding
•
Performance evaluation ratings reflect the decision by your appraiser’s pertaining to the
results you produced over the review period.
Appraiser’s will rate each performance expectation/goal and Competency using anchors
listed below:
Exceeds
Expectations
•
If the employee is assessed as Does Not Meet Expectations or Needs Improvement for a
performance expectation or significant Competency, the supervisor should implement a
Work Improvement Plan.
The Work Improvement Plan is an explicit action plan designed to correct performance
deficiencies within a specified time period.
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20. The Appraisers
• Self
About
Contribution
Precautions
Self-ratings are particularly useful if the entire cycle of performance management
involves the employee in a self-assessment. A key factor of self-assessment is the
developmental needs of the employee.
Most employees feel that self-ratings contribute “to a great or very great extent” to
fair and well-rounded Performance Appraisal.
Self-appraisals are particularly valuable in situations where the supervisor cannot
readily observe the work behaviors and task outcomes.
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21. The Appraisers
• Self
About
Contribution
Precautions
•
It has been found in researches that there is a low correlation between selfratings and all other sources of ratings, particularly supervisor ratings. The selfratings tend to be consistently higher. This discrepancy can lead to
defensiveness and alienation if supervisors do not use good feedback skills.
•
Sometimes self-ratings can be lower than others’. In such situations,
employees tend to be self-demeaning and may feel intimidated and “put on
the spot.”
•
Self-ratings should focus on the appraisal of performance elements, not on the
summary level determination. A range of rating sources, including the self
assessments, helps to “round out” the information for the summary rating.
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22. Appraisal/Feedback Interview
Depending upon the type of appraisal of the employee, there are three types
of appraisal interview scenario that can arise such as:
Performance is satisfactory; employee
is promotable
Performance is
Performance is
unsatisfactory, but
satisfactory; employee is
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not promotable

23. Appraisal/Feedback Interview
There are a few key points that a manager or appraiser should keep in mind
for conducting an appraisal Interview, such as:
He should
encourage the
employee to talk as
well.
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24. Information/Results Obtained
There are several areas about which information is gathered from using the
360 degree feedback system for appraising an employee. Some such areas are
as shown in the image given below.
Expected Results
A.
Development Areas
B.
Strengths
C.
Discrepancies
D.
Hidden Strengths
Unexpected Results
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25. Strategies for Success in 360 Degree Feedback
Explain what it is, what
it does, how it’s used,
and its' benefits to all
concerned, continually
Provide
information on
its purpose and
process to
assessors
Disconnect it from any
compensation
decisions (raises,
bonuses, etc.) - make it
developmental
Appraisers and
employees should
know the instrument
they are using
thoroughly
Conduct
structured
feedback
workshops for
feedback
recipients
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Don't force it on
people

26. What is 720 Degree Feedback?
•
•
In traditional 360 degree
feedback, the raters include:
o Superior
o Peers – immediate &
functional colleagues
o Subordinates/Direct reporters
o Internal customers
In a 540 degree appraisal we add
more external customers and
suppliers. Whereas, in a 720
degree would we also take the
feedback from external sources
such as stakeholders, family,
suppliers, communities.
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Degree Feedback.
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