Скачать или смотреть Online 360 Degree Survey and Performance Evaluation360 F2F Evaluation

The sources detail two complementary processes used in people management: Online 360 Feedback, which uses a specific methodology to gauge perceptions, and a system for Performance Appraisal that focuses on aligning individual contributions with business results.
360-Degree Feedback
The approach described utilizes the Online 360 Feedback system, which is fueled by the classic Repertory Grid method based on Kelly's theory.
• Mechanism: This method gathers feedback from multiple perspectives to provide individuals with a comprehensive understanding of their impact on business results and collaboration.
• Appraisal: It uses a simple yet impactful binary appraisal system (yes-no).
• Criteria: Evaluation criteria are personalized and based on either company values, critical competencies specific to the position, or the expected contribution aligned with business impact.
• Output: The survey results are instantly processed and immediately transformed into visually captivating spider diagrams.
• Function: Using the Repertory Grid method can uncover the influence employees attribute to others (such as colleagues, managers, and business leaders). When perceptions are turned into hard data, this defines intervention points and levels. A panoramic 360-degree view can highlight the disconnect between collective expectations and an individual's perception of their own impact.
Performance Evaluation (Appraisal)
The sources describe a methodology for performance management intended to replace traditional, often subjective, competency-based annual performance appraisal systems.
Objectives and Structure:
• Mutual Understanding: The primary objective of performance evaluation is to establish mutual understanding of the role. This involves aligning expectations between the leader and the team member based on the job description, ensuring both parties acknowledge and commit to fulfilling their organizational responsibilities.
• Business Alignment: The core methodology focuses on aligning job positions, internal communication, and performance management with the profit-producing processes unique to each business model. This is achieved by linking the daily activities of each position to the process of producing financial results from market demand.
• Data-Driven Insights: The system establishes a heatmap of chains of position-related performances derived from high-level business Key Performance Indicators (KPIs). This provides actionable data to enable informed decision-making, level individual and group performance, and support talent development strategies.
• Role Definition: Job descriptions are upgraded to business portfolios for each position, which links the tasks to the pillars of the business management framework and the personal business contribution simultaneously.
Process and Tools:
• Continuous Feedback: The management toolset uses a system of cascaded platforms of communication. The system relies on regular Face-to-Face (F2F) forms structured hierarchically, which serve as practical guidelines for managers.
• Managerial Focus: The manager's role is to manage the process, ensuring employees focus on tasks relevant to their positions, thus helping the results follow naturally. Managers are prepared to deliver timely feedback and engage in coaching conversations to proactively address performance gaps.
• Decision-Making as Criterion: Performance is evaluated based on whether the employee makes the decision to take the necessary actions and intervene when their unique business impact is required. This emphasis on personal decisions in performance evaluation expresses both individual empowerment and the employee's role within the community.
• Outcome: The evaluation culminates in a collaborative action plan where the manager shares equal responsibility in identifying areas of improvement and charting a path forward.
In essence, performance evaluation under this system works by creating a clear, measurable link between an employee’s daily actions and the company’s financial success, moving the focus from generalized competencies to specific, quantifiable business contributions and behavioral decisions. This transition is like moving from grading a student based on their general "intelligence" (competency model) to grading them based on how effectively they use specific data pathways to complete a required business task (data-driven performance).