The 360 Feedback tool used for performance appraisal. The presentation is highlighting the practice of the tool's usage in Canada.

1. +
The 360 Degree
Feedback Tool:
From Research to Practice
Assignment #2
Human Resource Management II
Presented By: Colleen Connors, Nathalie
Roder-Ross, Dmytro Jaremus, Mohab Labib;
and Dawn Quintan

2. + What Is The…
-Degree Tool ?
 The 360 appraisal tool pools feedback from all the people an
employee interacts with.
 For example; Top Management, Manager, Reporting Employee,
Coworkers, Other Departments, Client, Suppliers
 It is feedback that comes from all around an employee.
 “360” refers to 360 degrees of a circle; the incumbent being reviewed is at
the center of this circle.

3. +
Purpose of using the
The primary objective’s of the 360 are to provide:
 A comprehensive review of behavior and performance
 Help to develop talents and competencies
 Opportunities for further training and development
 Assistance in determining performance and pay

4. +
Contact: Charlotte Connelly Contact: Miranda Pawlett
Position: Human Resource Position: Human Resource
Director Coordinator

5. +
360
 Our Research: Criteria should be focused on both core and
developmental competencies. However, companies may
differ on how they put this into practice.
 @ Ziptrek: Various technology is used to come up with a
predetermined set of competencies for each position.
Competencies are then rated on a scale to ease evaluation
process.
 @ Mosaic: Focuses on competencies that are shared amongst
each department.

6. +
The Process
 Our Research: Managers will provide the 360 feedback to
employees once the results are gathered
 @ Ziptrek: Employees and manager’s are given time to
prepare for the feedback conversation.
 @ Mosaic: Feedback is given formally, in quarterly reviews
and Annual Performance Evaluations (APE’s), and informally
when reviewing project results.

7. +
Conducting a
 Our Research: Make use of training, coaching, and
periodically check-up of reaching developmental goals
 @ Ziptrek: Quarterly reviews to determine progress in
development plans. Coaches teamed with employees to help
reach goals.
 @ Mosaic: Quarterly reviews. Uses coaches, mentors,
colleagues to help reach development plans.

8. +
Factor:
Research by Goldsmith and Holman (2005)illustrate the
importance of the follow-up. Compare:
“My Coworker Did No Follow-Up”
50%
40% Company A
Company B
30%
Company C
20%
Company D
10%
Company E
0%
-3 -2 -1 0 1 2 3 Mean Leader
Perceived Change

9. +
Factor:
With…
“My Co-Worker Did Consistent or Periodic Follow-
Up”
60%
50% Company A
40% Company B
Company C
30%
Company D
20%
Company E
10% Mean Leader
0%
-3 -2 -1 0 1 2 3
Perceived Change
Adapted From Zenger and Folkman
(2009)

10. +
Measuring (return on investment)
 Our Research: Use the 360 for other purposes (e.g.
diagnostic of organizational climate, developing training
programs for employees, leadership tool, etc.)
 @ Ziptrek: Consistently update program based on
employee/customer feedback.
 @ Mosaic: Use as Transitional Documentation. Help to
identify employee strengths, and provide focus for how to
develop employees.

11. +
Possible Constraints
 Our Research: Avoid using the 360 to determine
compensation, since bias is inherent in the system, and
evaluations from raters can be inconsistent.
 @ Ziptrek & Mosaic: Use 360 purely for developmental
purposes. Other means of Evaluations already in place for
appraisals. Respect Employee privacy, and discourage
employees from attributing comments.

12. +
 How the 360 operates is dependent upon the industry that
employs it, and the length of time is has been used.
 The 360 aims to engender a culture of continuous learning,
whereby competencies are strengthened.
 The Value of the tool can only be determined by the quality
of the feedback (delivered through training) and the quality
of the Follow-Up (delivered through development plans).

13. +
Continued…
 Tips For designing and implementing effective 360 Feedback
Programs:
 Anonymity – Respect the privacy of those involved
 Assist – Use 360 for development purposes only
 Focus - Limit the number of competencies to those shared by
organization
 Enhance – Identify each employee’s strengths and build them
 Follow-though- – Pay attention to Feedback. Pay more attention to
Follow-up.

14. +
“When an individual can provide an extraordinary competency
that an organization needs, the only other component that is
required is passion.”
- The Extraordinary Leader