360 Degree & ADC's

Dr Sanyukta Jolly
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
360 degree feedbck is also known as a “multisource
assessment”


Ward (1997) defined 360 degree feedback as “the
systematic collection and feedback of performance
data on individul or group derived from a number of
stakeholders”

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 Uses of 360 degree feedback

Developmental purpose

For appraisal

For pay

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 Development & implementation

Define objectives

Define recipients

Decide on who will give the feedback

Decide how feedback will be given

Decide on areas of work and behavior on which feedback will be given

Decide on the method of collecting the data

Decide on data analysis and presentation

Decide how the data will be used

Plan the initial implementation program

Analyze the outcome of the pilot scheme
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
Plan and implement full program

Monitor and evaluate
 Issues arising?

Fit

Design

Skill

Communication

Administration

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 Advantages

Broader perspective

Individuals know their strengths & weakneses

More reliable feedback is provided

New insights get highlighted

Critical performance & competency requirements are clarified

People given more rounded view of their performance

Key development areas are identified

Managers are more aware on how they impact
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 Possible problems

People may not give frank or honest feedback

People put under stress in receiving or giving
feedback

Lack of action following feedback

Over-reliance on technology

Too much bureaucracy

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 Criteria for success

When there is active support of top management

When there is commitment

Real determinaton by all to use feedback data

Questionnnaire items fit or reflect typical and significant aspects of
behavior

Items relate to actual events

Comprehensive & well delivered communication, followed by
training

No one is threatened by the process

Questionnaire easy to complete
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
Bureaucracy is minimized
 Assessment Center
• It is a technique in Human Resource Development,
which helps in organizations to objectively assess the
potential of people for assignment of certain job
roles.
• Initially it was used for recruitment, now its being
increasingly used for studying of complex
organizational behavior, such as stress, ambiguity
and career motivation.

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• It is a procedure that uses multiple techniques to
evaluate employees for a variety of HR decisions.
• An assessment center is both a place and a process.
• It is a physical center where individuals are
evaluated for potential or for development.
• A combination of work-related exercises along with
simulations and psychometric instruments are used
for assessing competencies.
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 Differences between Assessment &
Development Center
ASSESSMENT CENTER
Used for selection of people
Focus on what the candidate is now
The target group could be employee looking
for promotion or an outsider seeking a job
Involves pass/fail criteria
Aimed at meeting the organization’s need
Feedback may not be given
Results may not be disclosed
Self appraisal have no value
Line managers are best assessors
Reasonably brief
Candidate may be prone to anxiety due to
pass/fail criteria
DEVELOPMENT CENTER
Used for development of people
Focus on how the employees can be developed
for the future
Normally employees seeking to develop their
career
Does not involve pass/fail criteria
Meets organization’s performance need as well
as individual’s development need
Feedback is given
Results are shared with the candidates
Self-appraisals are important
Behavioral scientists, HR Managers and line
managers are a right combination
Detailed 11
Candidates are comfortable since the results
are used only for developmental purposes
 Companies using these
Ranbaxy Escorts
Wipro Norton
Tisco Shell
Mahindra & Mahindra BILT
Glaxo Smith Kline Vysya Bank
GE J.K Corporation
ABB Seagram Industries
Simens RPG Group
Gujrat Heavy Chemicals Eicher
Tata Administrative Services Goodyear Tyres
Cadburys Castrol
Johnson & Johnson Wackhart
Bharti Telecom Cannon
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
At PHILIPS ELECTRONCS INDIA, the managers
get exposed to 360 degree assessments have
improved their performance levels in the
organization.

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
At SKF INDIA, 360 feedback is conducted using the
CUBIKS tool designed on the basis of SKF
competency clusters.


These clusters include competencies related to
understanding, analyzing and making sound use of
strategic and business environment, influencing,
leading and interacting with others etc

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 
At MOSER BAER, 360 degree feedback is
employed for general managers and above levels, to
identify possible “stars”


As part of the LEAD initiative at NTPC, the 360
degree feedback is done once in 3 years for senior
grade employees

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
CASTROL INDIA runs 360 degree feedback for all
team leaders at least once a year. A standard online
tool called 'NOVATIONS' is used for this purpose.

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
Today is beyond argument that competent people
should handle strategic and critical roles, hence there
is a need to constantly identify competent people.


This is what makes 'POTENTIAL APPRAISAL'
very significant

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
Potential assessment and development is a future
oriented process that aims to track the potential of
employees with a view to advance their careers as
well as to develop leaders for the future.

There are various methods of assesing potential
ranging from once a year assessments to separate
scientific and systematic assessments through
ASSESSMENT CENTERS (AC's) or
DEVELOPMENT CENTERS (DC's) or
ASSESSMENT & DEVELOPMENT CENTERS
(ADC's) and 360 degree assessments
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
At ABB investing in assessing for potential is
viewed as a savings in cost.

All important decisions for movements to senior
roles are made by a process called LDA (Leadership
Development Assessment) and is used for leadership
development as participants are selected for
succession planning

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
At ITW Signode is defined as an amalgamation of
consististent performance and proven and
demonstrated competencies.

Performance is measured through target
accomplishment in line with balance scorecard.

Assessment and development centers are conducted
for high performers.

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 
At ROCHEES BREWERIES, their is a process
called SPR (Strategic Process Resourcing) for
assessment and development of potential and leads
the way to career and succession planning.

This is done annually by People Capability Manager
(PCM)

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
A process called 'People Review and Talent
Acceleration Program' (TAP) is followed at
SCHNEIDER ELECTRIC INDIA.

The people review is carried out three times in an
year and the talent acceleration program is carried
once in a quarter.

Based on the assessment results,their developmental
plans are decided in the areas such as training, job
rotation, mentoring & coaching, or allocation to
special assignments.
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
MENON & MENON uses interview mapping sheet
where the professional qualification, experience,
personality traits and potential of candidates are
recorded at the time of hiring.

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
At CASTROL INDIA, identification of potential is
done through the annual PDP (Personal
Development Planning) process.

Based on PDP's and management discussions, as an
annual exercise, employees are categorized based on
their performance and potential (3X3 matrices) and
this is used for future development and succession
planning decisions.

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
Across BALCO (Vedanta Group), there is a process
called Act- Up (Accelerated Competency Tracking
and Up-gradation Program), conducted by external
consultants to identify and nurture top talent pool.

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
At MOSER BAER, the process of selection for
assessment and development is a multi-stage
process, consisting of nominations from HOD's,
validated by the function head and the cross
functional team in an open discussion.

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 Development Centers

Development centers are intended to identify the
strengths and development areas of employees
proactively, to identify the star performers in a
system and to provide developmental inputs to these
high performers so that they are prepared to take up
higher responsibilities in the future.


They are increasingly being seen as an objective and
impartial way for assessment, bringing more
credibility to the assessment system.
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
At NTPC, development centers are conducted in-
house by the organization and they have several
internal assessors for this purpose.


At MARUTI SUZUKI, development centers are
conducted for managers, senior managers and deputy
general manager levels. Results are used for
developing individual development plans and their
implementation.
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
Key resources for engineers and managers are
identified through a cross-functional team of senior
members at MOSER BAER.


TATA MOTORS has a talent management process
which is a benchmark across all the Tata Group
companies. This includes fast track selection and
choosing leaders for general management.

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
At HPCL, all employees having 2 years of service go
through development centers, done through internal
auditors specially trained for this.


There is a special review of high potentials at
PHILIPS ELECTRONICS INDIA, where the
maturity of a high potential is assessed against the
Philips leadership competencies carried out in
development centers.
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 Assessment Centers

One of the most relaible and objective methods of
competency mapping, assessment centers are used
to objectively observe and systematically measure
how people actually perform on the ground in
simulated situations.


They are essentially multiple assessment processes
using variety of tools.

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
Potential appraisal at JSPL is done through their
performance management system which has a part
on behavioral competency assessments.


The key tools of assessment include psychometric
tests, case analysis, group discussions, management
games, in-basket exercise, role plays and behavioral
events interview.

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
The assessment centers at NTPC comprises of
multiple assessment tools and multiple assessors to
minimize errors caused by biases or halo effect.

Instruments include leaderless group discussion,
interpersonal skills exercise,
psychometric/psychological tests, in-basket exercises
and behavioral events interview.

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
Assessment centers are conducted for employees at
senior levels as part of company's potential
assessment and development process called LEAD.

Initiatives of this program include
-LEAD center( assessment and development centers
for senior leadership positions at the level of AGM's
& GM's)
-administering a psychometric tool called HOGAN
DEVELOPMENT SURVEY for profiling of senior
level executives
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
All potentials in PHILIPS ELECTRONICS INDIA
are classified as high and top potentials.


MAC(Management Aptitude Centers) are used for
the assessment of young potentials.


Assessments are made on leadership competency and
chosen behaviors.
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
CASTROL INDIA has engaged 5 assessement
centers covering about 20 people each.


Assessment centers are conducted annually based on
needs of the business.

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
Potential assessment in DABUR INDIA is done
through both assessment feedback received through
the appraisal process, and assessment centers
christened as CDC's (Career Development Centers)
for people who are likely to undergo dramatic
change of roles.

To ensure transparency external assessing agencies
are used.

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
ITW SIGNODE conducts assessment and
development centers every year to identified
employees in linchpin roles.

The assessment centers become the starting point of
development for an individual.

The participant's competencies and potential is
reviewed through appraisals, action plan
development, and competency based interviews.

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