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Category: Performance-monitoring system

  • Performance-monitoring system: 360 Degree Feedback 3

    In the last byte, we looked at how the various inputs from stakeholders in a 360 degree feedback could give a comprehensive view of the individual’s performance. In today’s byte we look at how we can improve the effectiveness of the 360 degree feedback.

    We can look at the improvements in 2 broad categories:

    1. Addition of a Systemic Coaching component into the 360-degree feedback
    2. Separation of the performance feedback component from management development component.
    By focusing on enhanced self-awareness and behavioral management, the feedback – coaching model can enhance performance overall, as well as satisfaction and commitment and reduce the turnover of people.

    On the separation aspect, feedback component should emphasize quantitative feedback and performance measures, while the management development component should emphasize qualitative feedback and competencies for development.

  • Performance-monitoring system: 360 Degree Feedback 2

    In the last byte, we began our discussion on the 360 degree feedback, in today’s byte, we continue the discussion.

    By incorporating the inputs of all the stakeholders, we get a well-rounded view of the performance. This improves the accuracy of performance appraisal as it is based on multiple sources of information.

    It is extremely possible that an individual might be presenting a very positive, compliant and deferential performance to the superior. He/She might be completely indifferent to the peers and could be seen as demanding, abusive and cruel by the followers! Thus a 360 degree feedback could give a lot of information that otherwise doesn’t surface!

    Thus we could define 360 degree feedback as a process of self-evaluation and evaluation by a manager, peers, direct reports, and possibly customers!

    In the next byte, we look at how we can enhance the effectiveness of 360 degree feedback.

  • Performance-monitoring system: 360 Degree Feedback

    In the last byte we looked at how one would require providing feedback as part of the performance appraisal process. In today’s byte, we look in detail about 360 degree feedback.

    If we look at our work, we find that we engage with various people at different level. Each of the interactions expects a certain standard of behavior, and 360 degree feedback helps get this. The various stakeholders we interact could be classified into:
    1. Superiors
    2. Peers
    3. Followers
    4. Customers.

    The following diagram could help understand the reason we call it a 360 degree feedback

  • Performance-monitoring system 2

    In the last byte, we looked at some of the challenges one would face in monitoring performance. In today’s byte, we look at the feedback aspect in a bit more detail.

    One common challenge every individuals face is to discuss about their areas of improvements with someone else. This scenario is generally forced by the performance management in the form of feedback sessions. The challenge of feedback is one of the most stressful events for supervisors and employees – no doubt.

    To make the feedback session better, both the employee and the supervisor would require trying and making the session a constructive learning focused experience. The implications of these discussions are extremely long term and hence should be executed extremely well. It would definitely be useful to note the following when providing feedback (from the supervisor’s angle):

    1. Refer to specific details – this enhances acceptance
    2. Focus on changeable behavior than the individual personality attributes
    3. Plan for the session
    4. Start with Positives of the employee
    5. Do more of listening and help the employee come out with areas of improvement
    It is important to remember here that – the supervisor would need to balance the aspect of exploration, learning etc when providing specific feedback!

  • Performance-monitoring system

    In the last byte, we looked at the source of the three categories of problems. In this byte, we move on understand what performance monitoring system would keep note of.

    Performance-monitoring systems are varied in numbers. One category is that of result-oriented methods. Examples of these include the goal setting and MBO methods. There are some other methods that use modern technology for the purpose.

    While using modern technology – the accuracy of the measurement might increase; there are a host of questions on principles and morals that could arise when performance is being measured. An example could be – should the individual being measured really know that he/she is being measured?

    The Goal-setting and MBO methods are result oriented, but shift the emphasis to being subjective, judgmental on the results. The goals once set at the beginning and these form the bench mark on which the evaluation is done. The lop side here is that, in case a new opportunity arises to improve performance, these tend to be missed.

    In the next byte, we look at moving on to understanding the feedback aspect of performance measurement in greater detail.