The Power of 360 Degree

Feedback
Seminar of Mumbai HRD Network
August 11, 2006
 Session Plan

 360 DF – Our Approach

 How is it different from the west and what
advantages it has
 Our Experiences
 Individualbenefits
 Organizational benefits

 World-wide Experiences
 Dos and Don’ts: Recommendations

TVRLS
 The Johari Window

K OPEN SELF BLIND SELF

HIDDEN SELF UNDISCOVERE

U D
SELF
Others

Known Unknown
Self
TVRLS
 Why 360 degree feedback…
 People often tell you what you would like
to hear not what they really feel
 This is more pronounced as you move
higher up “The higher you go the
lonelier it gets”
 Time spent on giving feedback to
individuals on their strengths and areas
of improvements is minimum and nil in
some cases
 Feedback if any is restricted (Boss to
Employee and one way.)
TVRLS
 Why 360 degree feedback…
 A more objective feedback/true
feelings/perceptions are very important
 360 captures the chemistry one is generating at
the work place.

IT IS AN EFFECTIVE WAY TO ENHANCE ONES

MANAGERIAL AND LEADERHSIP
EFFECTIVENESS

TVRLS
 What is 360 Degree Feedback
Feedback Using a specially Anonymously
collected from designed tool

“Boss”
Internal
Customers

Peers Self

External Team
Customers TVRLS Members
Our 360 - Implementation Methodology

TVRLS assists Participants

in design of identify their
Questionnaire respondents

Questionnaires
distributed to all
assessors

TVRLS
 Feedback given in
workshop
Used to prepare
Action plans for
improvements

TVRLS analyzes data Filled out Questionnaires

to prepare feedback questionnaires mailed distributed to all
profiles directly to TVRLS assessors

TVRLS
 Evolution of TVRLS Approach

 Early Influences
 Changing Teacher Behavior - ICMR
 Lab. in Entrepreneurial Motivation at IIMA
 SAFI Conceptualized at IIMA tried in BEML
 Feedback on Tools continued- FIRO, SRI, IA,
IPT, Work values, Leadership Styles
 Work with McClelland- Psychosocial Maturity
leading to Leadership styles questionnaire
 ISABS - T-group experiences
TVRLS
 Evolution of TVRLS Approach

 First Use of Methodology

 Conceptualization at IIMA 1985
 Program on Leadership Styles and
Organizational effectiveness
 Three day workshop, registration three
months in advance, Participation surprises
 First Participants: Mr. Chugh. M. K. Agarwal,
Mr. Sinha, Mr. Harsh Mariwalla, Hrishikesh
Mafatlal etc
 PN Khandwalla’s Book
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 In-house Programs 1990-1995

 Discontinued at IIMA
 Logistic Issues
 Continued as an in-house program
 Tranpeck, Excel Industries, Mafatlal group
 Combined with Organizatioanl Climate
surveys
 Shared action Plans with experimentation

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 RSDQ Model

 First heard the term in 1995 Singapore

Conference
 Started new programs in 1996 with RSDQ model
 Roles
 Style
 Delegation
 Qualities
 Aditya Birla Group and Santrupt, ILFS early
starters
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 Benefits to Self

 Discover which of your competencies

(Comp +s and -s) are noticed by others
 Discover new competencies experienced
by others and bring them out more (Comp
+s) or eliminate (Comp –s)
 Plan for Undiscovered new Potential
 Comps valued by your organization
 Comps needed in changing world

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 CEO Strengths- Comp +s
 Self Assessment
 Detail oriented
 Fast/quick/accurate
analysis and decision
making if data available
 Good relations with people
 Hands on management
 Shows empathy/respect for
others
 Systematic and Organized
 Plans well
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 Others Assessment
 Clear Vision
 Analytical skills
 Communication
skill/Listening skills
 Flexible nature
 Clarity of thought
 Innovativeness
 Fully involved in all matters
 IT and Number savvy
 Motivates people
 CEO Comp -s
 Self Assessment
 Delays action if complete
data not available
 Feel and look very tense all
the time
 A Little risk averse
 Too patient and
understanding sometimes
 Communication unclear at
times
 Unable to effectively tackle
and bring difficult people in
line
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 Others Assessment
 Does not Delegation
 Decision making- slow and
at times changes decisions
 Subordinate development
 Does not trust subordinates
 Over worked
 Gets carried away by a few
people
 Takes decision without
adequate consultation or
even involvement of
concerned persons
 Organizational Benefits

 Leadership Development (Example; Zenger’s

study)
 Results
 Interpersonaland team Competence
 Innovativeness
 Initiative

 Performance Improvements
 Heightened Sensitivity to Colleagues
 Development of Juniors

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 Commonly Observed Changes

Delegation
Leadership styles- more developmental
Informality
More participative
More open and transparent
Reading and Listening
Communications have gone up
Investments on developing juniors gone up

TVRLS
 Organizations Covered: Lat Few
years
 Reserve Bank of India  Delhi Public School
 Godfrey Philips  CBSE Schools
 Amway India (two Groups)  BAIF and other NGOs
 Bosch Rexroth  Dr. Reddy’s Laboratories
 Alexandria Carbon Black (2nd Round)  NTPC
 Infosys Leadership Institute  ISB
 Satyam  Indo-Gulf
 Tata Interactive (2 Rounds)  Aditya Birla Group
 Tanishque  Alexandria Carbon Black
 Chinmaya Mission Schools  Interra Software
 Neterwala Group  National Stock Exchange
 Gati (Third round)  Bajaj Auto
 Astra Zenica  Hindalco
 Idea Cellular  Wockhardt
 Sri Lankan..  Bajaj Auto
 Indonesian..  Fortis Health Care

TVRLS
 Organizations Covered Earlier
 Bharati Enterprises  Novell Software
 Aditya Birla Group (several  GVFL
Rounds)  Kewalram Chanrai Group,
 Taj Group (Two rounds) Nigeria
 Titan (Two rounds)  Thai Carbon
 Dr. Reddy’s Laboratories (two  Gati
rounds)  Tata Cummins
 BHEL-GE  Wyeth
 Adani  Fulford
 Nestle  Tata tea
 BEL (7 batches)  Tata Coffee
 ATE Enterprises  TCI
 Etc.  Etc.

TVRLS
 What do Organizations Look for?

 Leadership Development
 Implementing their Leadership models--
reinforcing it
 Individual growth and development
 Competency building

TVRLS
 Rarely or never for…

 Performance appraisals
 Rewards and recognition
 Collecting data on employees
 Succession planning
 Career development

TVRLS
 Other Preferences and Objectives

 Organizational diagnosis tool

 Identify training and developmental needs
 Coach Assessees
 Use RSDQ models
 Develop tailor made tools
 Administer it externally
 HR is not yet ready to take it up

TVRLS
 Our Experiences
 Tailor made tools are essential
 First administration to use elaborate tools
 Initiation session for all Assessors helps
 Feedback workshop to prepare candidates to
receive feedback essential
 360 Club experience shows that mailed
feedback is useful (NTPC Feedback)
 Three day workshops are most useful for
renewal
 One day workshops are the next best
TVRLS
 Our Experiences
 Follow up is the weakest
 360 is a good OD tool
 organization-wide training needs can be identified
 organizational data not put to full use
 Follow up is the weakest
 Candidates are not actively taking charge of their
Development
 Dependence syndrome still persists highly in
Organizations
 Integrating with PMS and other HR practices is weak
 ROI remains individualized
 Scope for organizational ROI is immense

TVRLS
 World Scenario

 Published literature indicates that leading

multinational companies have overwhelmingly
adopted 360 DF (corporate leadership
Council, 2003)
 In 1994 only 22 of the most admired
companies used 360 DF by 1996 itself it has
become a universal
 British Telecom, FedEx, Shell, Xerox etc,
invest heavily on 360 DF to ensure that
company executives are evaluated against
same leadership vision
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 Varied uses of 360 DF

 Lepsinger and Lucia found the following

four types of uses
 Management and Organization development –
58%
 Performance Appraisal – 25%
 Support strategic Implementation and culture
– 20%
 Team development – 19%

TVRLS
 Varied uses of 360 DF

 Teams International study of 97 HR

Managers found that
 24% use for Performance appraisal
 33% Intend to use for compensation in near
future
 If it ahs to work for performance and
compensation
 Should be credible and fair as seen by the
participants
TVRLS
 Varied uses of 360 DF

 CCL, North Carolina requires that the client sign

a statement stipulating that the feedback will not
be used of determining pay, promotion, or
termination.
 Reasons
 Promotes generalizations as the tools are not
customized for each individual
 Decreases validity of rater response
 Undermines the trust in the process
 Renders assessment system invalid
TVRLS
 360 In Fortune 500

 Reasons for 360

 Shrinking talent pools
 Dearth for Leadership
 85% of Fortune 500 note inadequate number of
global leaders

TVRLS
 Negative Consequences

 Align inter-employee relations in flatter

organizations
 Negative consequences could result from
incorrectly developed assessment
programs
 Watson Wyatt’s Human Capital Index
associates 360 with 10% decrease in share
holder value

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 Negative Consequences

 Fiftypercent of companies that had

implemented 360 in 1997 have removed it
because of negative attitudes from employees
and inflated ratings (Academy of Management
Executive article)
 Published discourages the use of 360 as a
performance appraisal tool

TVRLS
 Our Suggestions for Future
 Develop tailor made tools
 RSDQ models are well suited for India
 Use in-house teams to follow through
 Decentralize the administration of 360 Feedback
 Build in-house capabilities
 Build internal coaches
 Use this to build in-house coaching skills
 Use this as an OD intervention
 Combine 360 Feedback with Climate surveys and
integrate

TVRLS
 Where do we Go from Here?
 First round
 comprehensive tool
 Developmental
 No organizational sharing
 Second round
 Shorter and sharpened tool
 Share select data with seniors and HR
 Link formally to developmental plans
 Third round
 Institutionalize
 Keep changing the tool
 Keep collecting the data
 Use it for succession planning career planning and coaching

TVRLS
 Where do we go From here?
 Build in-house competencies to be coaches
 Build In-house competencies to administer and
manage 360 process
 Keep developing and sharpening the 360
Instruments
 Keep trying out new tools
 Make development Fun
 Use it with other HR interventions
 Follow up with training programmes
 Keep evaluating ROI for individuals as well as
the team and organization
TVRLS
 Where do we go from Here?
Process
 Start with the top
 Most useful for new comers
 Extend it to all supervisory categories
 Make it mandatory for every new comer and new joiner
in a new role to seek 360 Feedback within 5-6 months of
joining
 Don’t ever link it with Rewards or pay scales- it will finish
360
 Integrate into PMS at the discretion of the employee
 Suggest and not insist
 Eventually move to a web based or Intranet based
administration
TVRLS
 Where do we go from here? Tools

 Choose a most appropriate tool

 Develop in-house tools
 Make them shorter
 Use a variety
 Encourage exploring all dimensions of behavior
 Move from general to specific
 Encourage individuals to construct their own
 Open ended feedback is the most powerful and continue
to include
 Don’t ignore styles. They seem to make or mar
leadership impact

TVRLS
 Where do we go from Here? Follow
up
 Follow up is organizational responsibility
 HR or the CEO or a Task force should take the responsibility
 Insist on Insights and Development plans
 There is always a sharable part of the 360- get this
shared
 Make the outcomes of 360 a conversation point in the
company
 Help Assessees to initiate and have dialogues with
Juniors, Seniors and Internal customers
 Take the help of external facilitators if needed
 Share Organizational data
 Link with development Initiatives and specially training

TVRLS
 Where do we go from here?
Coaching
 Provide for coaching a few days after the
feedback
 Develop in-house coaches
 Plan for at least two sessions of coaching
after the first feedback and preferably
three the third one to close

TVRLS
 What can we expect out of 360?
Finally
 Intellectual Capital Building
 Leadership Building
 High energy levels
 More conversation points
 Enhanced process orientation
 Leadership sensitivity and Better leadership styles
 Eventually more employee retention
 High energies at work place and more challenges
perceived to be faced
 Better performance

TVRLS
 Impact of 360 needs an Eye to
Observe and sensitivity to
experience. They take time to get
reflected in the balance sheet but
they will get reflected as that is
how the Intellectual capital of a
firm gets built.
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TVRLS
 Leadership

 The essence of leadership cannot be

reduced to a series of personal attributes
nor confined to a set of particular roles or
activities. It is like the challenge of
describing a bowl in terms of the clay from
which it is made. The true picture must
include the hollow that is carved into the
clay- the unseen space that defines the
bowl’s shape and capacity
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 Parable of Leadership: HBR 92

 King Tsáo sent his son prince Tai to the temple

to study under great master Pan Ku.
The master asked the boy to go to the forest
and after a year describe all that he could hear
The Prince Tai returned he described:…

Master “I could hear the cuckoos sing, the

leaves rustle, the hummingbirds hum, the
crickets chirp, the grass blow, the bees buzz,
and the wind whisper and holler.”
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 Parable of Leadership

 When the prince finished the master asked him

to go back to the forest and listen to what more
he could hear.

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 Parable of Leadership

 For days and nights the prince sat alone in the

forest and heard no other sounds than what he
already heard. One morning when he sat
beneath the trees he started to discern the
sounds he unlike those he heard before. These
must be the sounds the master wanted me to
discern.

TVRLS
 Parable of Leadership

 He reported back to the Master, “ Master when I

listened very closely, I could hear the unheard.
The sound of the flowers opening, the sound of
the sun warming the earth, and the sound of the
grass drinking the morning due “

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 Parable of Leadership

 To hear the unheard is a necessary discipline to

be a good ruler. For only when the ruler has
learned to listen closely to the people’s hearts,
hearing their feelings un communicated, pains
unexpressed, and complaints not spoken, can he
hope to inspire the confidence in his people.
Understand when something is wrong and meet
the true needs of the citizens.

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Thank you

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