360 Degree Appraisal

360-Degree Appraisal at Johnson &
Johnson
The new 360 Degree appraisal system allows employees to compare
their own perceptions with the views of others such as superiors,
peers, subordinates, and external customers.
According to company executives, the most important consideration
in implementing the system is choosing the right individuals to be
raters.
To assemble the rating group, the employees develop a list of key
internal and external customers with whom they interact and then
recommend five to ten individuals to serve as raters.
Each employee's supervisor still has the ultimate responsibility for
the appraisal and ensures that the appropriate raters are selected.

Johnson
The 360-degree appraisal form includes items such a;
the following:
Does the employee

Follow up on problems, decisions, and requests in a
timely fashion?
Clearly communicate his or her needs/expectations?
Share information or help others?
Listen to others?
Establish plans to meet future needs?
Adhere to schedules?

Johnson
Raters score these items on a scale ranging from 1 (needs
improvement) to 5 (outstanding) and additional written
comments.
The employees supervisor is responsible for summarizing the
data and determining the final performance rating.
After summarizing the data, the supervisor conducts the formal
appraisal interview with the ratee.
To ensure fairness, raters are provided the option of being
anonymous or open in their feedback. In this way, it is hoped that
the 360--degree appraisal can become less an evaluative tool and
more a comprehensive system for enhancing communication,
facilitating self-development, and improving performance.
360 DEGREE APPRAISAL

SYSTEM IN MARUTI SUZUKI
INDIAa unique
LIMITED
The company has introduced
360-degree feedback
system, starting with its senior leadership. The new system has
been co-developed with Ernst & Young and has been put in place
recently.
Under the 360-degree feedback system, the employee is rated not

just by his superiors, but also by his peers and subordinates.
It is starting the 360-degree feedback process with employees in

the top management, whose performance will now be assessed
based on feedback from their peers and junior management
employees within the same department. Earlier, their performance
was being appraised only by the Directors and the Managing
Director.
Ernst & Young, in consultation with Maruti, has listed a set of

leadership competencies that are expected in a general manager.
Based on that, a questionnaire was prepared to which peers and
subordinates can respond online with assurance of confidentiality
and convincing the person receiving the feedback that this is a
360 DEGREE APPRAISAL

SYSTEM IN INFOSYS
360 degree appraisal system has been happening in Infosys for

the last few years, for all the departments and practice units.
Levels covered include:

Head of delivery;
Heads of departments/practice units;
All the people who report to the heads; and
All others holding leadership positions in the organization.
One standard format is used for peer feedback, subordinate
feedback and customer feedback to allow for comparisons.
The feedbacks from this appraisal are used as a developmental
input and leaders of Infosys are helped in converting these
feedbacks into a Personal Developmental Plan (PDP).
At senior levels, the 360 degree feedback is shared along with the
annual review.
PRADAN: SYSTEM FOR INDIVIDUAL REFLECTION

AND FEEDBACK (SIRF): 360 DEGREE FEEDBACK
SIRF aims to create a system of giving feedback in PRADAN under the
principle of 360 degree feedback approach.
It has two modules:
1.PC based application that is located at the head office that defines
cluster and dimension against which feedback is to be obtained. It also
defines the profile of feedback forms and the rules of giving feedback. Once
the rules are defined, they are uploaded to web based application.
2.Web based application is the platform for giving and receiving the
feedback. Staff anywhere and anytime can give feedback in the forms that
are allocated to him/her. All this feedback is collated for each person. Staff
can see how he sees himself and how others see him/her. It has module to
monitor the complication of feedback cycle.
PRADAN: SYSTEM FOR INDIVIDUAL

REFLECTION AND FEEDBACK (SIRF)
: EMPLOYEE FIRST
CUSTOMER SECOND
Open 360 degree feedback
HCLs annual survey of 20,000 people across the company rates 1,500
managers on 20 aspects of their performance.
There is nothing unusual in running such a process. But what is unusual is that
the results of the survey are aggregated and published online for every
employee to look at.
This is a simple change in practice, but one with profound consequences. For
the manager, there is nowhere to hide if he or she gets negative feedback. Most
managers take the feedback very seriously and make changes; a few choose to
move on
360-degree feedback is not linked to the annual appraisal or to the
compensation package. It is open for everyone to see, and that is enough to
encourage changes in behavior.

360 Degree Appraisal

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360-Degree Appraisal at Johnson &

360-Degree Appraisal at Johnson &

Does the employee

360-Degree Appraisal at Johnson &

360 DEGREE APPRAISAL

Under the 360-degree feedback system, the employee is rated not

It is starting the 360-degree feedback process with employees in

Ernst & Young, in consultation with Maruti, has listed a set of

360 DEGREE APPRAISAL

360 degree appraisal system has been happening in Infosys for

Levels covered include:

PRADAN: SYSTEM FOR INDIVIDUAL REFLECTION

PRADAN: SYSTEM FOR INDIVIDUAL

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