360 Degree Feedback & Performance Management System

EDITORS T V Rao Gopal Mahapatra Raju Rao Nandini Chawla

LDI : Leadership Development Inventory (Anupama Babbar)

Hughes Software System started in 1992 Challenge : Managers tend to remain focused on growing technically, rather than as leaders LDI was launched in HSS when data from exit interviews and surveys started revealing a need for

reinforcing the managers to understand and then

play the role of both leader and manager.

Why LDI?
LDI is a 360 degree inventory

LDI was a means of translating the HSS Way into day

to day behaviors To reduce the high Work/ Technical focus to identifying areas of Personal Growth as managers /leaders LDI had the capacity for helping people see a need for personal change.

Features of LDI
Derived from the HSS Way Developmental Relevant Coverage Cyclic Linkages

Credibility

LDI Works
Each incumbent receives LDI Docket from HR The LDI booklets are distributed to various respondents All filled in booklets are collected and placed in boxes for collection These forms are passed on to an outside agency A 30 page report is sent back to the incumbent personally along with comparisons of previous years and an LDI index

Impact of LDI on HSS

Managers understood their roles as Leaders Brought in high level of top-down accountability Improved efficacy at both the individual and organizational level Constructive feedback and Credibility Support

360 Degree Feedback Process The Novell Experience (R Anish)

Key objective was to strengthen and develop the First Level Management at Novell. Novell had an existing Open Feedback system within work groups which Created a sense of openness within the group Quality of feedback is dependant on the level of trust & confidence within the team

Issues Faced
Who within the organization would have access to

this feedback?
Ans: The participant himself /herself

Whether the 360 Degree Feedback process should be linked with Performance evaluation and review mechanism?
Ans: It was to be a developmental initiative with no connection to performance evaluation and C&B process

The 360 Degree Feedback Process

Had 84statements spread over 10 categories (including personal characteristics) Five categories of respondents( including self) Rating was from 1 to 4

1: Does this activity/task/function inadequately or not at all

4: Does this activity/task/function in a proficient manner All participants were given a one day workshop facilitated by an external consultant

Changes Initiated in The Process

Participants were asked to analyze the scores generated by the external consultant and identify 8 10 specific areas of improvement This report will be

Reviewed by a team &

By the Divisional Head to form action plans This is further reviewed by the two forums One - on One Process Internal HR, to initiate change in the desired direction

360 Degree Feedback at Bharati Enterprises (G K Agarwal & R Ramesh)

Indias leading telecom conglomerate 360 degree feedback was introduced as an instrument for Management Development This was introduced when the group was faced with massive expansion The process was to start with CEOs and then move to the next level

CEOs
CEOs influence others through their leadership style

and personality
Starting from CEOs establishes commitment,

involvement and credibility before extending to the

next levels All CEOs were readily appreciative of the

intervention and volunteered to participate in the program

PHASE - I
RSDQ model of TVRLS developed by T V Rao was used for

administering the program

After profiling a one day workshop was conducted by T V Rao This was followed by a one on one counseling sessions for those interested Each participant found the process rewarding and an eye opener

PHASE - II
Based on recommendations of the CEOs the program was extended to their direct reportees or key member of the management team Recommendations included
Customization of feedback instrument to suit Bharatis requirements Expanding assessor base to include customers and external associates Holding communication workshops across group companies in different locations

Results
Each participant was advised to share their action

plan with their reporting officers and corporate HR

Corporate HR had separate interaction with each

participant to develop clearly spelt out goals &

actions It proved to be an effective tool for professional and self development

360 Degree Feedback & Talent Management at Dr.Reddys Laboratories (S G Iyengar)

A 360 degree feedback process was initiated for top 50 executives using the RSDQ Model developed by T

V Rao

Objectives
Understand the strengths and areas needing

improvement in terms of leadership role, style and

personal qualities Understand the impact a person has on others in the organization due to the style of functioning Understand the Actions and behaviors valued by colleagues and subordinates

Process
Initiated with a one day workshop by T V Rao Followed by distribution of360 degree feedback

questionnaires developed by TVRLS Participants were to send these to 10-15 respondents

which included Colleagues, Boss/ reporting officer,

Subordinate, others The feedback was extensively analyzed by TVRLS Followed by One-on-One counseling for each participant

Results
The exercise
Sharpened the understanding of their personal strengths and their weaknesses Helped to bring about more open communication ad

collaboration among the top 50

Paved way for a formal coaching intervention in the organization

Followed by the Individual Development Plan where

data from 360 Degree Feedback process was used