360 Degree Feedback &

Performance Management System

EDITORST V Rao

Gopal MahapatraRaju 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)

• India’s 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 CEO’s and then move

to the next level

CEO’s

• CEO’s influence others through their leadership style

and personality

• Starting from CEO’s establishes commitment,

involvement and credibility before extending to the

next levels

• All CEO’s 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 CEO’s the program was extended to their direct reportees or key member of the management team

• Recommendations included– Customization of feedback instrument to suit Bharati’s

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.Reddy’s 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