‫ﺗﻘ ﯿﻢ ا ٔاﻟداء ﺎﺑﺳﺘ ﺪام ﻃﺮﯾﻘﺔ ‪360‬‬

‫ﺟﺮى اﻟﻌﺮف‪ ،‬وﻣﺎزال‪ٔ ،‬ان ﯾﻘ ﻢ اﻟﻤﺪ ﺮ اﻟﻌﺎﻣﻠ ﻦ ﻟﺪﯾﻪ‪ ،‬وﻟﻜﻦ ﻧﻈﺮا إﻟﻰ ٔان اﻟﻤﺪ ﺮ ٕا ﺴﺎن ﯾﺘأ ﺮ ﻣ ﻞ ﺮﻩ ﺎﺑﻟﺠﻮاﻧﺐ‬
‫اﻟﻨﻔﺴﯿﺔ ورﺑﻤﺎ اﻟﻤﺤﺴﻮﺑﯿﺔ و ﺮﻫﺎ ﻣﻦ ٔاﻣﺮاض اﺟ ﻤﺎﻋﯿﺔ ٔاﺛﻨﺎء ﺗﻘ ﯿﻢ اﻟﻤﻮﻇﻔ ﻦ‪ ،‬ﻓﻘﺪ ﻗﺪم ﻠﻤﺎء اﻻٕدارة ﺮ ﻣﺞ‬
‫‪ 360‬درﺟﺔ ﻟﺘﻘ ﯿﻢ اﻟﻤﻮﻇﻔ ﻦ‪ ،‬اﻟﺬي ﯾﺒﺪ ٔا ﯾأ ﺬ ﻃﺮﯾﻘﻪ ﻧﺤﻮ اﻟﺸﺮﻛﺎت واﻟﻤﺆﺳﺴﺎت اﻟﻤﺘﻤ ﺰة‬
‫ﻛﻤﺎ ٔان ﻫﻨﺎك ٔاﺳﺒﺎب ٔاﺧﺮى ﻻﺳﺘ ﺪام ٔاﺳﻠﻮب ﺗﻘﻮﯾﻢ ‪ 360‬درﺟﺔ وﻫﻲ‪:‬‬
‫‪ .1‬ﺗﺤﻮل اﻟﺸﺮﻛﺎت ﻣﻦ اﻟﺘﻨﻈﯿﻢ اﻟﻬﺮﻣﻲ إﻟﻰ اﻟﺘﻨﻈﯿﻢ ا ٔاﻟﻓﻘﻲ‪:‬‬
‫وﻫﻮ ﻣﺎ ٔادى إﻟﻰ ﺗﻐﯿ ﺮ ﻧﻈﺎم اﻻﺗﺼﺎل وﻗ ﻮاﺗﻪ ‪ ،‬ﺑﺤﯿﺚ ٔاﺻﺒﺤﺖ اﻻﺗﺼﺎﻻت ﺴ ﺮ ﻓﻲ اﺗ ﺎﻫ ﻦ ﺑﺪﻻ ﻣﻦ اﺗ ﺎﻩ‬
‫وا ﺪ وﻫﻮ اﻻﺗ ﺎﻩ اﻟﺮاﺳﻲ واﻻﺗ ﺎﻩ ا ٔاﻟﻓﻘﻲ‪ .‬وﺑﻬﺬا ٔاﻣﻜﻦ اﺳﺘﻘﺼﺎء آراء اﻟﻤﺮؤوﺳ ﻦ واﻟﺰﻣﻼء‪ .‬وﻗﺪ ﻜﻮن ﻣﺸﻜﻠﺔ‬
‫اﻟﻤﻨﻈﻤﺎت ا ٔاﻟزﻟﯿﺔ ﻫﻲ اﻓ ﻘﺎر اﻻٕدارة اﻟﻌﻠﯿﺎ ﻟﻠﺮؤﯾﺔ اﻟﻮاﺿ ﺔ ﻟﻤﻘ ﻀﯿﺎت اﻟﺘﺤﻮل وﻫﺬﻩ اﻟﺮؤﯾﺔ ﻫﻲ ﻣﺎ ﺗﻮﻓﺮﻩ اﻟﺘﺤﻮل‬
‫إﻟﻰ اﻟﺘﻨﻈﯿﻢ ا ٔاﻟﻓﻘﻲ‪.‬‬
‫‪ .2‬ا ﺴﺎع داﺋﺮة اﻻٕدارة‪:‬‬
‫ﺎﺑﻟ ﺴﺒﺔ ﻟﻠﺘﻨﻈﯿﻤﺎت اﻟﻘﺪﯾﻤﺔ ﻛﺎن ﻣﺪ ﺮ اﻟﻘﺴﻢ ﺸﺮف ﺎﻟﺒﺎ ﻠﻰ ﺪد ﯾ ﺮاوح ﺑ ﻦ ‪ 8­3‬ﻣﻮﻇﻔ ﻦ‪ .‬وﻛﺎﻧﺖ اﻻٕدارة‬
‫ﻣﻜ ﻈﺔ ﺎﺑﻟﻤﺪ ﺮﻦ اﻟﺬي ﻗﺪ ﻜﻮن اﻟﻮا ﺪ ﻣ ﻬﻢ ﻣﺸﺮﻓﺎ ﻠﻰ ‪ 5‬ﻣﻮﻇﻔ ﻦ‪ٔ .‬اﻣﺎ ااﻟٓن ﻓﻘﺪ ا ﺴﻊ ﻧﻄﺎق اﻻٕﺷﺮاف ﺣ ﻰ‬
‫ٔاﺻﺒﺢ ﻣﻦ اﻟﻤﻤﻜﻦ ٔان ﺸﺮف اﻟﻤﺪ ﺮ اﻟﻮا ﺪ ﻠﻰ ٔاﻛ ﺮ ﻣﻦ ‪ 50‬ﻣﻮﻇﻔﺎ وﻫﺬا ﻣﺎ ﯾ ﺪث ﻓﻲ اﻟﻤﻨﻈﻤﺎت اﻟﻜ ﺮة‬
‫ﺎﻟﺒﺎ‪ .‬وﻫﺬا ﯾﺘﻮاﻓﻖ ﺗﻤﺎﻣﺎ ﻣﻊ ﺗﺤﻮل اﻟﻤﻨﻈﻤﺎت إﻟﻰ اﻟﺘﻨﻈﯿﻢ ا ٔاﻟﻓﻘﻲ‪ .‬ﻫﺬا اﻟﻌﺪد اﻟﻜ ﺮ ﻣﻦ اﻟﻤﻮﻇﻔ ﻦ ﺗﺤﺖ رﺋﺎﺳﺔ‬
‫اﻟﻤﺪ ﺮ ﻗﺪ ﻻ ﯾ ﺢ ﻟﻪ اﻟﻔﺮﺻﺔ ﻟﻤﻌﺮﻓﺔ ﻣﺴﺘﻮ ت ﻣﺮءوﺳﯿﻪ ﺑﺪرﺟﺔ ﻜﻔﻲ ﻟﺘﻘ ﯿﻤﻪ وٕاﻋﻄﺎء ر ٔاﯾﻪ ﻓ ﻪ ﻣﻤﺎ ٔادي إﻟﻰ‬
‫ﺿﺮورة إد ﺎل ٔاﻃﺮاف ٔاﺧﺮى ﻟﺘﻘ ﯿﻢ ﻫﺬا اﻟﻤﻮﻇﻒ ﻣﻊ رﺋ ﺴﻪ ﻟﻜﻲ ﯾﺘﻢ ﺗﺤﻘ ﻖ اﻟﻌﺪل و ﺪم ﻇﻠﻢ ﻫﺬا اﻟﻤﻮﻇﻒ‪.‬‬
‫‪ .3‬اﻟﻘﻔﺰة اﻟﺘﻘ ﯿﺔ‪:‬‬
‫ﻛﺜ ﺮا ﻣﺎ ﯾﻔ ﻘﺮ اﻟﻤﺪ ﺮ إﻟﻰ اﻟﻤﻌﺮﻓﺔ اﻟﻔ ﯿﺔ واﻟﺘﻘ ﯿﺔ اﻟﻼزﻣﺔ ﻟﺘﻘ ﯿﻢ اﻟﻤﻮﻇﻔ ﻦ‪ ،‬و ﺎﺻﺔ ﻓﻲ ا ٔاﻟﻋﻤﺎل اﻟﺘﻲ ﺗﺘﻄﻠﺐ ﻗﺪرا‬
‫ﻛﺒ ﺮا ﻣﻦ اﻟﻤﻌﺮﻓﺔ اﻟﺘﻘ ﯿﺔ اﻟﺘﻲ ﻗﺪ ﻻ ﺗﺘﻮاﻓﺮ ﻟﻠﻤﺪ ﺮ وﺎﺑﻟﺘﺎﻟﻲ ﻻﺑﺪ ﻣﻦ ﺗﻘ ﯿﻢ اﻟﻤﻮﻇﻒ ﻟﺰﻣﻼﺋﻪ ﻟﻜﻲ ﯾﺘﺤﻘﻖ اﻟﻌﺪل ﻓﻲ‬
‫اﻟﺘﻘ ﯿﻢ ٔاﻟﻧﻬﻢ ﻫﻢ ٔادرى ﺎﺑﻟﻨﺎﺣ ﺔ اﻟﺘﻘ ﯿﺔ‪.‬‬
‫‪ .4‬اﻟ ﺎﺟﺔ ﻻﺳﺘﻄﻼع آراء اﻟﻌﻤﻼء‪:‬‬
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 ‫ﺗﻔﻀﻞ اﻟﺸﺮﻛﺎت ﻋﻤﻞ اﺳﺘﻘﺼﺎء ﻟﻘ ﺎس درﺟﺔ اﺳﺘ ﺎﺑﺔ اﻟﻌﻤﻼء اﻟٓﺧﺮ إﺻﺪاراﺗﻬﺎ ٔاو ﻋﻤﻞ اﺳﺘﻄﻼ ﺎت ﻟﻠﺴﻮق‬
‫ﻗ ﻞ إﺻﺪار ﻣ ﺘﺞ ‪ /‬ﺪﻣﺔ ﺟﺪﯾﺪة‪.‬‬
‫‪ .5‬اﻋﺘﺒﺎرات اﻟﻌﺪاﻟﺔ واﻟﻤﺸﺎرﻛﺔ ﻓﻲ اﻻٕدارة‪:‬‬
‫ﻋﻨﺪ ﺗ ﺪﯾﺪ ا ٔاﻟﻓﺮاد اﻟﻤﺴﺘﺤﻘ ﻦ ﻟﻠﻤﻜﺎﻓآت ٔاو اﻟ ﺮﻗ ﺎت‪ ،‬ﻓﻤﻦ ا ٔاﻟﻓﻀﻞ اﻟﻘ ﺎم ﺎﺑﺳﺘﻔ ﺎء آراء اﻟﺰﻣﻼء واﻟﻌﻤﻼء ﺑﺪﻻ‬
‫ﻣﻦ اﻻﻛﺘﻔﺎء ﺑﺘﻘ ﯿﻢ اﻟﻤﺪ ﺮ ﻓﻘﻂ‪ .‬وﺑﻬﺬﻩ اﻟﻄﺮﯾﻘﺔ ﯾﺘﻢ ﻣ ﺢ اﻟﻤﻮﻇﻒ ﺣﻖ اﻟﻤﺸﺎرﻛﺔ ﻓﻲ ﻣﻜﺎﻓأة ا ٔاﻟداء اﻟﻔﻌﺎل‪.‬‬
‫ﻠﻰ ﺻﻌﯿﺪ آﺧﺮ ﻓﺎن اﻟﻤﺸﻜﻠﺔ اﻟﻜ ﺮى ﻓﻲ ﺗﻄﺒﯿﻖ ﻫﺬﻩ اﻟﻄﺮﯾﻘﺔ ﻫﻲ اﻟﺠﻬﺪ واﻟﻮﻗﺖ اﻟﺬي ﺳﻮف ﯾﺒﺬل ﻓﻲ ﺗ ﻠﯿﻞ‬
‫ﻧﺘﺎﺋﺞ اﻟﺘﻘﻮﯾﻢ ﺣ ﺚ ﺳﻮف ﯾﺘﻢ ﺗ ﻠﯿﻞ ﺧﻤﺲ ﻧﺘﺎﺋﺞ ﻟﻠﺘﻘﻮﯾﻢ ﻠﻰ اﻗﻞ ﺗﻘﺪ ﺮ ﻣﻦ اﻟﻤﺼﺎدر اﻟﺨﻤﺲ اﻟﻤﺸﺎر إﻟﯿﻬﺎ‬
‫ﺳﺎﺑﻘﺎ ﻠﻰ ا ٔاﻟﻗﻞ ﻓﻤﻦ اﻟﻤﺤﺘﻤﻞ ﺟﺪا ٔان ﯾﻘﻮم ٔاﻛ ﺮ ﻣﻦ ﻋﻤﯿﻞ ﺑﺘﻘﻮﯾﻢ ٔاداء اﻟﻔﺮد وان ﯾﻘﻮم ٔاﻛ ﺮ ﻣﻦ ﻣﺮؤوس ﺑﺘﻘﻮﯾﻢ‬
‫ٔاداء اﻟﻔﺮد وان ﯾﻘﻮم ٔاﻛ ﺮ ﻣﻦ زﻣ ﻞ ﺑﺘﻘﻮﯾﻢ ٔاداء اﻟﻔﺮد وﻟﻜﻦ ﻣﻦ ﺣ ﺔ ٔاﺧﺮى ﻓﺎﻧﻪ ﻣﻊ وﺟﻮد اﻟﺘﻘ ﯿﺔ واﻟﺤﻮاﺳ ﺐ‬
‫اﻟ ﺪﯾﺜﺔ ﻓﺎن ﻓﺮز وﺗ ﻠﯿﻞ ﻧﺘﺎﺋﺞ اﻟﺘﻘﻮﯾﻢ ﻣﻬﻤﺎ ﻛﺎﻧﺖ ﻣﻌﻘﺪة ﻓﺎٕﻧﻬﺎ ﺳﻮف ﺗﺘﻢ ﺴﺮ ﺔ وﻟﻦ ﺗ ﺪ اﻟﺸﺮﻛﺎت ٔاي‬
‫ﺻﻌﻮﺎﺑت ﻓﻲ ذﻟﻚ‪.‬‬
‫اﻟ ﺪ ﺮ ﺎﺑﻟﺬﻛﺮ اﻧﻪ ﻠﻰ ﺣﺴﺐ ﻠﻤﻲ اﻟﻤﺘﻮاﺿﻊ ﻓﺎﻧﻪ ﻻ ﺗﻮﺟﺪ وﻻ ﺷﺮﻛﺔ ﻋﺮﺑﯿﺔ وا ﺪة ﻗﺎﻣﺖ ﺑﺘﻄﺒﯿﻖ ﻫﺬﻩ اﻟﻄﺮﯾﻘﺔ‬
‫او ﺣ ﻰ ﻗﺎﻣﺖ ﺑﺘﺠﺮﺑﺘﻬﺎ‬

‫ﺗﺘﻠﺨﺺ ﻓﻜﺮﺗﻪ ﺗﻘﻮﯾﻢ ‪ 360‬درﺟﺔ ﺑأن ﯾﻘ ﻢ اﻟﻤﻮﻇﻒ ﺳﻨﻮ ﻣﻦ ﻗ ﻞ ٔارﺑﻌﺔ ٔاﻃﺮاف‪ ،‬ﺑﺪﻻ ﻣﻦ اﻟﻤﺴﺆول اﻟﻤﺒﺎﺷﺮ‬
‫ﻓﻘﻂ‪ .‬وﻫﺬﻩ ا ٔاﻟﻃﺮاف ﻫﻲ‪ :‬زﻣﻼء اﻟﻌﻤﻞ ‪ ,‬اﻟﻌﻤﻼء ٔاو اﻟﻤﺮاﺟﻌﻮن ‪ ,‬اﻟﻤﺮؤوﺳﻮن ‪ ,‬ﺎﺑﻻٕﺿﺎﻓﺔ إﻟﻰ ﺗﻘ ﯿﻢ اﻟﻤﺪ ﺮ‬
‫اﻟﻤﺒﺎﺷﺮ‪.‬‬
‫)اﻟـﻔـﺮد – اﻟﻌﻤﻼء ­ اﻟﺮﺋ ﺲ اﻟﻤﺒﺎﺷﺮ – اﻟﻤﺮؤوﺳ ﻦ ­ اﻟﺰﻣـﻼء( ‪ 1‬ـ ﺗﻘ ﯿﻢ اﻟﻤﺪ ﺮ اﻟﻤﺒﺎﺷﺮ‬
‫ٔا ً ﻛﺎﻧﺖ ا ٔاﻟﻃﺮاف اﻟﻤﺸﺎرﻛﺔ ﻓﻲ اﻟﺘﻘ ﯿﻢ ﯾﺒﻘﻰ اﻟﻤﺪ ﺮ اﻟﻤﺒﺎﺷﺮ ٔاﻫﻢ ﻣﻦ ﺸﺎرك ﻓﻲ ﺗﻘ ﯿﻢ اﻟﻌﺎﻣﻠ ﻦ ﻟﺪﯾﻪ‪ .‬وﺑﺤﻜﻢ‬
‫ﻗﺮب ﻼﻗ ﻪ ﺑﻬﻢ ﻓﺎٕن ﻛﺜ ﺮا ﻣﻦ اﻟﻤﻮﻇﻔ ﻦ رﺑﻤﺎ ﯾﻔﻀﻠﻮن ٔان ﻜﻮن ﻟﻤﺪ ﺮﻫﻢ اﻟﻨﺼ ﺐ ٔااﻟﻛ ﺮ ﻓﻲ ﺗﻘ ﯿﻤﻬﻢ ‪ .‬ﻓﻔﻲ‬
‫اﺳﺘﻘﺼﺎء ر ٔاي ٔاﺟﺮﺗﻪ ٕا ﺪى اﻟﻤﻨﻈﻤﺎت ا ٔاﻟﻣﺮﻜ ﺔ ﻠﻰ اﻟﻤﻮﻇﻔ ﻦ ﻓﻲ اﻟﻘﻄﺎع اﻟﻌﺎم ﺗﺒ ﻦ ٔان ‪ % 90‬ﯾﻔﻀﻠﻮن ٔان‬
‫ﯾأﺗﻲ اﻟﻨﺼ ﺐ ااﻟٔﻛ ﺮ ﻣﻦ اﻟﺘﻘ ﯿﻢ ﻣﻦ ﻗ ﻞ ﻣﺴﺆوﻟﻬﻢ اﻟﻤﺒﺎﺷﺮ‪.‬‬
‫وﻟﻀﻤﺎن ﺣ ﺎدﯾﺔ اﻟﺘﻘ ﯿﻢ وٕاﻧﺼﺎﻓﻪ ﯾ ﻐﻲ ٔان ﻜﻮن اﻟﻤﺪ ﺮ اﻟﻤﺒﺎﺷﺮ ﻗﺮﯾﺒﺎ ﻣﻦ اﻟﻤﻮﻇﻒ اﻟﺬي ﯾﻘ ﻤﻪ‪ ،‬ﻓ ﻌﺾ اﻟﻤﺪ ﺮﻦ‬
‫ﯾﻌﻤﻠﻮن ﻓﻲ ﻣ ﻄﻘﺔ ﻋﻤﻞ ﺑﻌﯿﺪة ﻋﻦ اﻟﻤﻨﻄﻘﺔ اﻟﺘﻲ ﯾﻌﻤﻞ ﻓ ﻬﺎ اﻟﻤﻮﻇﻔﻮن‪ ،‬ﻣﻤﺎ ﻗﺪ ﯾﻌﺮض اﻟﺘﻘ ﯿﻢ ﻟﻘﻠﺔ دﻗ ﻪ وٕاﻧﺼﺎﻓﻪ‪.‬‬

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 ‫‪2‬ـ ﺗﻘ ﯿﻢ اﻟﺰﻣﻼء‬
‫ﺗﺒ ﻦ ﻋﻤﻠﯿﺎ ٔان زﻣﻼء اﻟﻌﻤﻞ ٔاﻛ ﺮ ﻣﻼﺣﻈﺔ ٔاﻟداء زﻣ ﻠﻬﻢ ﻣﻦ ﻣﻼﺣﻈﺔ اﻟﻤﺪ ﺮ اﻟﻤﺒﺎﺷﺮ ﻧﻔﺴﻪ‪ .‬ﻓﻌﻼﻗﺔ اﻟﻤﻮﻇﻒ‬
‫ﺎﺑﻟﻤﺪ ﺮ اﻟﻤﺒﺎﺷﺮ ﯾﺤﻜﻤﻬﺎ‪ٔ ،‬اﺣ ﺎ ‪ ،‬ﻣ ﺎوﻻت اﻟﻤﻮﻇﻒ إﺧﻔﺎء إﺧﻔﺎﻗﻪ ٔاو ﺗﻘﺎﻋﺴﻪ ﻓﻲ اﻟﻌﻤﻞ‪ ،‬وﻟﻜﻦ زﻣﻼء اﻟﻌﻤﻞ‬
‫اﻟﺬ ﻦ ﯾﻌﻤﻠﻮن ﺟ ﺒﺎ إﻟﻰ ﺟ ﺒﺎ ﻣﻌﻪ ﯾﻼﺣﻈﻮن ٔاداءﻩ ﺑﺪﻗﺔ وﯾﺘﺎﺑﻌﻮن ﺗﺤﺴﻨﻪ ٔاو ﺮدﯾﻪ‪ ،‬ﻟﺬا ﻛﺎن ﻣﻦ اﻟﻤﻬﻢ إﺷﺮاﻛﻬﻢ‬
‫ﻓﻲ ﺗﻘ ﯿﻢ اﻟﻤﻮﻇﻒ‪.‬‬
‫وﺛ ﺖ ٔان آراء زﻣﻼء اﻟﻌﻤﻞ ﻣﻬﻤﺔ‪ٔ ،‬اﻟﻧﻬﻢ ٔاﻓﻀﻞ ﻣﻦ ﺣ ﺔ اﻟﺘ ﺆ ﺎﺑ ٔاﻟداء اﻟﻤﺴﺘﻘ ﻠﻲ ﻟﻠﻤﻮﻇﻔ ﻦ اﻟﻌﺎﻣﻠ ﻦ ﻣﻌﻬﻢ‪ ،‬ا ٔاﻟﻣﺮ‬
‫اﻟﺬي ﯾ ﺪم اﻟﻤﻮﻇﻒ ﻧﻔﺴﻪ ﻓﻲ ﻧﻬﺎﯾﺔ اﻟﻤﻄﺎف ‪ ،‬ﺣ ﺚ ٔان آراءﻫﻢ ﺴﺎ ﺪﻩ ﻠﻰ ﺗﻄﻮﺮ ﻧﻔﺴﻪ‪.‬‬
‫وٕاذا ﻛﺎن اﻟﺘﻘ ﯿﻢ ﻓﻲ ﻣﺠﺘﻤﻊ ﺗﺤﻜﻤﻪ اﻋﺘﺒﺎرات اﺟ ﻤﺎﻋﯿﺔ ﻣﻌﯿﻨﺔ ﻛﺎﻻﻧﺤﯿﺎز إﻟﻰ ا ٔاﻟﺻﺪﻗﺎء ٔاو ا ٔاﻟﻗﺮﺎﺑء ﻋﻨﺪﻣﺎ ﯾﺘﻌﻠﻖ‬
‫ا ٔاﻟﻣﺮ ﺑﺘﻘ ﯿﻤﻬﻢ‪ ،‬ﻓﺎٕن ﺑﻌﺾ اﻟﺸﺮﻛﺎت ﺗﻠ أ إﻟﻰ ﻞ ﻫﻮ ز دة ﺪد ا ٔاﻟﺷ ﺎص اﻟﺬ ﻦ ﯾﻘ ﻤﻮن اﻟﻤﻮﻇﻔ ﻦ ﻠﻰ ٔان‬
‫ﺗأ ﺬ اﻟﻤﺘﻮﺳﻂ اﻟﺤﺴﺎﺑ ﻲ اﻟٓراﺋﻬﻢ‪ .‬وﻋﻨﺪﻣﺎ ﯾﻼﺣﻈﻮن ٔان ﺑﻌﺾ اﻟﻤﻮﻇﻔ ﻦ ٔاﻋﻄﻮا ﺗﻘ ﯿﻤﺎ 'ﻣﺮﺗﻔﻌﺎ ﺟﺪا' ٔاو 'ﻣ ﺨﻔﻀﺎ‬
‫ﺟﺪا' ﻓ ﻤﻜ ﻬﻢ اﺳ ﻌﺎدﻫﻢ ﻣﻦ ﻫﺬﻩ اﻟﻨﺘﺎﺋﺞ‪ ،‬ﻣﻜ ﻔ ﻦ ﺎﺑﻟﻤﺘﻮﺳﻂ اﻟﺤﺴﺎﺑ ﻲ ﻟﺒﺎﻗﻲ اﻟﻤﺸﺎرﻛ ﻦ ﻓﻲ اﻟﺘﻘ ﯿﻢ‪.‬‬
‫ﺗﻘ ﯿﻢ اﻟﺰﻣﻼء ﻣﻄﻠﻮب ﻟﻤﺴﺎ ﺪ اﻟﻤﻮﻇﻒ ﻧﻔﺴﻪ ﻠﻰ ﺗﻄﻮﺮ ذاﺗﻪ‪ ،‬وﻟﻜﻦ ﻋﻨﺪﻣﺎ ﯾﺘﻌﻠﻖ ا ٔاﻟﻣﺮ ﺎﺑﻟ ﺮﻗ ﺎت ٔاو اﻟﺰ دات‬
‫ﻓﻲ اﻟﺮواﺗﺐ وﻣﺎ ﺷﺎﺑﻬﻬﺎ ﻣﻦ ﻣﻤ ﺰات ﻣﺎدﯾﺔ‪ ،‬ﻓ ﻔﻀﻞ اﻟﻘﺎﺋﻤﻮن ﻠﻰ ٕا ﺪاد ﺮ ﻣﺞ ‪360‬درﺟﺔ ٔان ﺴﺘﻘﺼﻰ ﻓ ﻬﺎ آراء‬
‫اﻟﻤﺪ ﺮﻦ اﻟﻤﺒﺎﺷﺮﻦ‪ ،‬ﺣ ﺚ إﻧﻬﻢ ﻟ ﺴﻮا ٔاﻧﺪادا ﻟﻠﻌﺎﻣﻠ ﻦ ﻣﻌﻬﻢ‪ ،‬ﻛﻤﺎ ﻗﺪ ﯾ ﺪث ﺑ ﻦ اﻟﺰﻣﻼء‪ ،‬وٕاﻧﻤﺎ ﻛﻠﻤﺎ ارﺗﻘﻰ‬
‫اﻟﻌﺎﻣﻠﻮن ااﻟٔﻛﻔﺎء ﺣﻤﻠﻮا ﻋﻦ ﻣﺪ ﺮﯾﻬﻢ ﻣﺴﺆوﻟﯿﺎت ٔاﻛ ﺮ‪.‬‬
‫وﻣﻦ ا ٔاﻟﻣﻮر اﻟﺘﻲ ﯾﺠﺐ ﻣﺮا ﺎﺗﻬﺎ ﺣﻔﻆ ﺳﺮﯾﺔ إﺟﺎﺎﺑت زﻣﻼء اﻟﻌﻤﻞ ﻟﺘﺠﻨﺐ اﻟﻌﺪاوات‪ .‬ﻛﻤﺎ ٔان ﻣﻌﺮﻓﺔ زﻣﻼء اﻟﻌﻤﻞ‬
‫اﻟﻤﺸﺎرﻛ ﻦ ﻓﻲ اﻟﺘﻘ ﯿﻢ ﺑﻄﺒﯿﻌﺔ اﻟﻮﻇﯿﻔﺔ اﻟﺘﻲ ﯾﻘﻮم ﺑﻬﺎ اﻟﻤﻮﻇﻒ ﻣﻄﻠﻮﺑﺔ ﻟﻀﻤﺎن دﻗﺔ اﻟﺘﻘ ﯿﻢ وﺣ ﺎدﺗﯿﻪ‪ ،‬وﯾﻔﻀﻞ ٔان‬
‫ﻜﻮن اﻟﺰﻣﻼء ﻣﻤﻦ ﯾﻌﻤﻠﻮن ﻓﻲ ﻓﺮﯾﻖ وا ﺪ ﻟﯿﻜﻮﻧﻮا ٔاﻗﺮب إﻟﻰ ﻣﻼﺣﻈﺔ ا ٔاﻟداء‪.‬‬
‫‪ 3‬ـ ﺗﻘ ﯿﻢ اﻟﻤﺮؤوﺳ ﻦ‬
‫ﻣﺎ ﯾﻤ ﺰ ﺮ ﻣﺞ ﺗﻘ ﯿﻢ اﻟﻤﻮﻇﻔ ﻦ اﻟﻤﺬﻛﻮر ٔاﯾﻀﺎ ٔاﻧﻪ ﯾﺤﺮص ﻠﻰ ﻣﺸﺎرﻛﺔ اﻟﻤﺮؤوﺳ ﻦ‪ .‬وﻣﺸﺎرﻛﺔ اﻟﻤﺮؤوﺳ ﻦ ﻓﻲ‬
‫اﻟﺘﻘ ﯿﻢ اﻟﺴ ﻨﻮي ﻣﻬﻤﺔ ٔاﻟﻧﻬﺎ ﺴﺎ ﺪ ﻓﻲ اﻟﻜﺸﻒ ﻋﻦ ﺴ ﺐ ﻣﻦ ﻫﻢ ﻓﻮﻗﻬﻢ ﻓﻲ اﻟﺴﻠﻢ اﻟﻮﻇﯿﻔﻲ‪.‬‬
‫‪ 4‬ـ ﺗﻘ ﯿﻢ اﻟﻌﻤﻼء‬
‫اﻟﻌﻤﻼء ﯾﺨﺘﻠﻔﻮن ﻓﻲ ﺗﻘ ﯿﻤﻬﻢ ﻋﻦ ﺎﺑﻗﻲ اﻟﻤﺸﺎرﻛ ﻦ ﻓﻲ ٔاﻧﻬﻢ ﻻ ﯾﻄﻠﺐ ﻣ ﻬﻢ ﺗﻘ ﯿﻢ ﺷﺨﺺ ﻣ ﺪد‪ ،‬وٕاﻧﻤﺎ ﯾﻘ ﻤﻮن‬
‫ا ٔاﻟداء اﻻٕﺟﻤﺎﻟﻲ ﻻٕدارة ﻣﺎ ٔاو ﻗﺴﻢ ﻣﻌ ﻦ ٔاو اﻟﻤﺆﺳﺴﺔ ﻛﻜﻞ‪ .‬وﺎﺑﺳﺘ ﺪام ﻣﺆﺷﺮ اﻟﻤﺘﻮﺳﻂ اﻟﺤﺴﺎﺑ ﻲ وﻣﺆﺷﺮات‬
‫إﺣﺼﺎﺋﯿﺔ ٔاﺧﺮى ﯾﻤﻜﻦ اﻟﺨﺮوج ﺑﻤﻌﺪﻻت إﺣﺼﺎﺋﯿﺔ ﻣ ﻄﻘ ﺔ ﻟﻘ ﺎس ر ٔاي اﻟﻌﻤﻼء ٔاو اﻟﻤﺮاﺟﻌ ﻦ ﻓﻲ اﻟﻤﺆﺳﺴﺔ‪.‬‬
‫* ﻣﻦ ٔاﻫﻢ ا ٔاﻟﺳﺒﺎب اﻟﺪاﻋﯿﺔ ﻻﺳﺘ ﺪام ﻫﺬا اﻟﻨﻮع ﻣﻦ اﻟﺘﻘ ﯿﻢ ‪­:‬‬
‫‪­1‬ﺗﺤﻮل اﻟﻤﻨﻈﻤﺎت ﻣﻦ اﻟﺘﻨﻈﯿﻢ اﻟﻬﺮﻣﻲ اﻟﻰ اﻟﺘﻨﻈﯿﻢ ا ٔاﻟﻓﻘﻲ ﺣ ﺚ ٔاﺻﺒﺤﺖ اﻻﺗﺼﺎﻻت ﻓﻲ اﺗ ﺎﻫ ﻦ ﺑﺪ ًﻻ ﻣﻦ اﺗ ﺎﻩ‬
‫وا ﺪ ‪ ،‬ﺣ ﺚ ﯾﻤﻜﻦ ﺑﺬﻟﻚ اﺳﺘﻘﺼﺎء ٔاراء اﻟﻤﺮؤوﺳ ﻦ واﻟﺰﻣﻼء‪.‬‬
‫‪ ­2‬ا ﺴﺎع ﻧﻄﺎق اﻻٕدارات و ﺪد اﻟﻤﻮﻇﻔ ﻦ اﻟﻌﺎﻣﻠ ﻦ ﺗﺤﺖ ﻟﻮاﺋﻬﺎ ﺎﺑﻟ ﺴﺒﺔ ﻟﻠﺘﻨﻈﯿﻤﺎت اﻟﻘﺪﯾﻤﺔ ﻛﺎن ﻣﺪ ﺮ اﻟﻘﺴﻢ‬
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‫‪ ‬‬
‫ﺸﺮف ﺎﻟﺒﺎ ﻠﻰ ﺪد ﻣ ﺪود ﻣﻦ اﻟﻤﻮﻇﻔ ﻦ )ﯾ ﺮاوح ﺑ ﻦ ‪ (8­3‬وﻛﺎﻧﺖ اﻻٕدارة ﻣﻜ ﻈﺔ ﺎﺑﻟﻤﺪ ﺮﻦ اﻟﺬي ﻗﺪ ﻜﻮن‬
‫اﻟﻮا ﺪ ﻣ ﻬﻢ ﻣﺸﺮﻓﺎ ﻠﻰ ‪ 5‬ﻣﻮﻇﻔ ﻦ‪ٔ .‬اﻣﺎ ااﻟٓن ﻓﻘﺪ ا ﺴﻊ ﻧﻄﺎق اﻻٕﺷﺮاف ﺣ ﻰ ٔاﺻﺒﺢ ﻣﻦ اﻟﻤﻤﻜﻦ ٔان ﺸﺮف‬
‫اﻟﻤﺪ ﺮ اﻟﻮا ﺪ ﻠﻰ ٔاﻛ ﺮ ﻣﻦ ‪ 50‬ﻣﻮﻇﻔﺎ وﻫﺬا ﻣﺎ ﯾ ﺪث ﻓﻲ اﻟﻤﻨﻈﻤﺎت اﻟﻜ ﺮة ﺎﻟﺒﺎ‪ .‬وﻫﺬا ﯾﺘﻮاﻓﻖ ﺗﻤﺎﻣﺎ ﻣﻊ ﺗﺤﻮل‬
‫اﻟﻤﻨﻈﻤﺎت إﻟﻰ اﻟﺘﻨﻈﯿﻢ ا ٔاﻟﻓﻘﻲ‪ .‬ﻫﺬا اﻟﻌﺪد اﻟﻜ ﺮ ﻣﻦ اﻟﻤﻮﻇﻔ ﻦ ﺗﺤﺖ رﺋﺎﺳﺔ اﻟﻤﺪ ﺮ ﻗﺪ ﻻ ﯾ ﺢ ﻟﻪ اﻟﻔﺮﺻﺔ ﻟﻤﻌﺮﻓﺔ‬
‫ﻣﺴﺘﻮ ت ﻣﺮؤوﺳﯿﻪ ﺑﺪرﺟﺔ ﻜﻔﻲ ﻟﺘﻘ ﯿﻤﻪ وٕاﻋﻄﺎء ر ٔاﯾﻪ ﻓ ﻪ ﻣﻤﺎ ٔادي إﻟﻰ ﺿﺮورة إد ﺎل ٔاﻃﺮاف ٔاﺧﺮى ﻟﺘﻘ ﯿﻢ‬
‫ﻫﺬا اﻟﻤﻮﻇﻒ ﻣﻊ رﺋ ﺴﻪ ﻟﻜﻲ ﯾﺘﻢ ﺗﺤﻘ ﻖ اﻟﻌﺪل و ﺪم ﻇﻠﻢ ﻫﺬا اﻟﻤﻮﻇﻒ‪.‬‬
‫‪­3‬اﻟﺘﻄﻮر اﻟﺘﻜ ﻮﻟﻮﺟﻲ‬
‫ﻛﺜ ﺮا ﻣﺎ ﯾﻔ ﻘﺮ اﻟﻤﺪ ﺮ إﻟﻰ اﻟﻤﻌﺮﻓﺔ اﻟﻔ ﯿﺔ واﻟﺘﻘ ﯿﺔ اﻟﻼزﻣﺔ ﻟﺘﻘ ﯿﻢ اﻟﻤﻮﻇﻔ ﻦ‪ ،‬و ﺎﺻﺔ ﻓﻲ ا ٔاﻟﻋﻤﺎل اﻟﺘﻲ ﺗﺘﻄﻠﺐ ﻗﺪرا‬
‫ﻛﺒ ﺮا ﻣﻦ اﻟﻤﻌﺮﻓﺔ اﻟﺘﻜ ﻮﻟﻮﺟ ﺔ اﻟﺘﻲ ﻗﺪ ﻻ ﺗﺘﻮاﻓﺮ ﻟﻠﻤﺪ ﺮ وﺎﺑﻟﺘﺎﻟﻲ ﻻﺑﺪ ﻣﻦ ﺗﻘ ﯿﻢ اﻟﻤﻮﻇﻒ ﻟﺰﻣﻼﺋﻪ ﻟﻜﻲ ﯾﺘﺤﻘﻖ‬
‫اﻟﻌﺪل ﻓﻲ اﻟﺘﻘ ﯿﻢ ٔاﻟﻧﻬﻢ ﻫﻢ ٔادرى ﺑﻤﻬﺎرﺗﻪ ﻣﻦ اﻟﻨﺎﺣ ﺔ اﻟﺘﻜ ﻮﻟﻮﺟ ﺔ ‪.‬‬
‫‪­4‬اﻟ ﺎﺟﺔ ﻻﺳﺘﻄﻼع آراء اﻟﻌﻤﻼء‬
‫ﺗﻔﻀﻞ اﻟﺸﺮﻛﺎت ﻋﻤﻞ اﺳﺘﻘﺼﺎء ﻟﻘ ﺎس درﺟﺔ اﺳﺘ ﺎﺑﺔ اﻟﻌﻤﻼء اﻟٓﺧﺮ إﺻﺪاراﺗﻬﺎ ٔاو ﻋﻤﻞ اﺳﺘﻄﻼ ﺎت ﻟﻠﺴﻮق‬
‫ﻗ ﻞ إﺻﺪار ﻣ ﺘﺞ ‪ /‬ﺪﻣﺔ ﺟﺪﯾﺪة‪.‬‬
‫‪­5‬ﺗﺤﻘ ﻖ اﻟﻌﺪاﻟﺔ و ﻣ ﺢ اﻟﻤﻮﻇﻔ ﻦ اﻟﺤﻖ ﻓﻲ اﻟﻤﺸﺎرﻛﺔ ﻓﻲ اﻻٕدارة‬
‫ﻋﻨﺪ ﺗ ﺪﯾﺪ ا ٔاﻟﻓﺮاد اﻟﻤﺴﺘﺤﻘ ﻦ ﻟﻠﻤﻜﺎﻓآت ٔاو اﻟ ﺮﻗ ﺎت‪ ،‬ﻓﻤﻦ ا ٔاﻟﻓﻀﻞ اﻟﻘ ﺎم ﺎﺑﺳﺘﻔ ﺎء آراء اﻟﺰﻣﻼء واﻟﻌﻤﻼء ﺑﺪﻻ‬
‫ﻣﻦ اﻻﻛﺘﻔﺎء ﺑﺘﻘ ﯿﻢ اﻟﻤﺪ ﺮ ﻓﻘﻂ‪ .‬وﺑﻬﺬﻩ اﻟﻄﺮﯾﻘﺔ ﯾﺘﻢ ﻣ ﺢ اﻟﻤﻮﻇﻒ ﺣﻖ اﻟﻤﺸﺎرﻛﺔ ﻓﻲ ﻣﻜﺎﻓأة ا ٔاﻟداء اﻟﻔﻌﺎل‪.‬‬

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‫‪ ‬‬
What is 360 Degree Feedback?
inShare
What is 360 Degree Feedback?
360 Degree Feedback is a system or process in which employees receive
confidential, anonymous feedback from the people who work around them.
This typically includes the employee's manager, peers, and direct reports. A
mixture of about eight to twelve people fill out an anonymous online
feedback form that asks questions covering a broad range of workplace
competencies. The feedback forms include questions that are measured on a
rating scale and also ask raters to provide written comments. The person
receiving feedback also fills out a self-rating survey that includes the same
survey questions that others receive in their forms.

Managers and leaders within organizations use 360 feedback surveys to get
a better understanding of their strengths and weaknesses. The 360 feedback
system automatically tabulates the results and presents them in a format
that helps the feedback recipient create a development plan. Individual
responses are always combined with responses from other people in the
same rater category (e.g. peer, direct report) in order to preserve anonymity
and to give the employee a clear picture of his/her greatest overall strengths
and weaknesses.

360 Feedback can also be a useful development tool for people who are not
in a management role. Strictly speaking, a "non-manager" 360 assessment
is not measuring feedback from 360 degrees since there are no direct
reports, but the same principles still apply. 360 Feedback for non-managers
is useful to help people be more effective in their current roles, and also to
help them understand what areas they should focus on if they want to move
into a management role.

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How is 360 Degree Feedback Used?
Companies typically use a 360 feedback system in one of two ways:

1. 360 Feedback as a Development Tool to help employees recognize

strengths and weaknesses and become more effective

When done properly, 360 is highly effective as a development tool. The

feedback process gives people an opportunity to provide anonymous
feedback to a coworker that they might otherwise be uncomfortable giving.
Feedback recipients gain insight into how others perceive them and have an
opportunity to adjust behaviors and develop skills that will enable them to
excel at their jobs.

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2. 360 Feedback as a Performance Appraisal Tool to measure
employee performance

Using a 360 degree feedback system for Performance Appraisal is a common

practice, but not always a good idea. It is difficult to properly structure a 360
feedback process that creates an atmosphere of trust when you use 360
evaluations to measure performance. Moreover, 360 feedback focuses on
behaviors and competencies more than on basic skills, job requirements,
and performance objectives. These things are most appropriately addressed
by an employee and his/her manager as part of an annual review and
performance appraisal process. It is certainly possible and can be beneficial
to incorporate 360 feedback into a larger performance management process,
but only with clear communication on how the 360 feedback will be used.

What a 360 Feedback Survey Measures:

 360 feedback measures behaviors and competencies
 360 assessments provide feedback on how others perceive an employee
 360 feedback addresses skills such as listening, planning, and goal-
setting
 A 360 evaluation focuses on subjective areas such as teamwork,
character, and leadership effectiveness
What 360 Feedback Surveys do not assess:
 360 feedback is not a way to measure employee performance objectives
(MBOs)
 360 feedback is not a way to determine whether an employee is
meeting basic job requirements
 360 feedback is not focused on basic technical or job-specific skills
 360 feedback should not be used to measure strictly objective things
such as attendance, sales quotas, etc
 

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