360-Degree Assessment

360-Degree Assessment

1. CONCEPT

   • Feedback system
     • An employee receives feedback
       • From everyone with whom he has interacted
         • Related to business
         • Obtained from
           • Subordinates
           • Peers
           • Teammates
           • Direct reports
       • Responsability
       • Execution of his job

2. SOURCES

   • Superiors
     • Most traditional source
     • First-line superior
       • He´s the best to carry out perfomance management
     • They should be able to
       • Observe and measure facets of the work
       • Supervise the right amount of people at the same time
         • Fair evaluation
       • Conduct performance appraisals
       • Coach and develop employees
   • SELF-ASSESSMENT
     • Informal part of the supervisor-employee feedback
     • Improved communication between supervisors and subordinates
     • Critical source of performance info
     • The rating tends to be higher
   • PEERS
     • They are the most relevant evaluators
     • They need to be familiar with the team members'
       • Tasks
       • Responsabilities
     • They tend to create tension and breakdowns
   • SUBORDINATES
     • They have an unique and essential perspective,
     • This type of rating provides valuable data
     • It will give a more comprehesive picture of employee's
       • Issues
       • Needs
     • This feedback is most beneficial when used for developmental purposes
   • CUSTOMERS
     • Users of products or services
       • Supplied by another employee
     • This feedback should serve as an "anchor" for performance factors
     • Custumer service feedback is most appropiate for
       • .Evaluating team
       • outcomes
       • Organizational output

3. Information obtained from https://www.opm.gov/policy-data-oversight/performance-management/performance-management-cycle/rating/360assessment.pdf; https://www.mbaskool.com/business-concepts/human-resources-hr-terms/1758-360-degree-assessment-or-feedback.html