Sagar Lotankar

314
Charmi Poraniya
324
Yogesh Kadam
311

Amey Vartak 340

Bhushan Dalvi
342

360 Degree Feedback

WHO ARE THE STAKEHOLDERS IN DOING 360-DEGREE ASSESSMENT?

Self appraisal It gives a chance to the employee to look at his/her strengths and
weaknesses, his achievements, and judge his own performance
Superiors appraisal - where the employees responsibilities and actual performance is
rated by the superior.
Subordinates appraisal Appraisal by direct reportees , where in they provide feedback
about their manager.
Peer appraisal Feedback by peer
Stakeholders Feedback by customers, stakeholders
How it Works
Goal setting initiated at the beginning of the year where in manager set goals for each
individuals.
Manager do quarterly review of each individual
And at the end of the year 360 degree feedback about employees performance is being
taken and as per that Rating to employee is being given

Ranking Method

 Attitude of employee towards his superiors, colleagues

and customers
1

Extremely poor

10

Excellent

Regularity in the job

1

Extremely poor

10
Excellent

How it Works
Goal for each individual is set at the beginning of the year and managers do
monitor performance for each of them regularly
Pre defined questionnaire is being set up and according to which manager gives
ranking to each individual

GRAPHIC RATING SCALE

Performance Trait

Excellent

Good

Average

Fair

Poor

Attitude

Knowledge of Work

Managerial Skills

Team Work

Honesty

Regularity

Accountability

Interpersonal relationships

Creativity

Discipline

Under this method, core traits of employee pertaining to his job are carefully defined like
Attitude, Knowledge of Work, Managerial Skills, Team Work, Honesty, Regularity,
Accountability, Interpersonal relationships, Creativity and Discipline etc. Theses traits are
allotted with with numerical scale to tabulate the scores gained by appraisee (employee) in
performance assessment relating to his job by appraiser (employer) and sum-up to
determine the best performer. Appraiser ticks rating of particular trait depending upon his
endeavor in his job. Score vary form employee to employee depending up on his
performance levels and endeavor in his job.
How it Works

PMS at J&J

 Over the past three years, Johnson & Johnson has undertaken a massive effort to transition from over 200
performance management systems globally, to one global system. In the successful launch of our
Performance & Development (P&D) approach, we discovered that a globally consistent way of doing things
successfully across the entire organization is possible. Approximately 71 percent of employees are being
assessed using the new approach, including 100 percent of employees at the management level and above;
the exceptions being those employees in manufacturing roles and covered by collective bargaining
agreements. Operational metrics and KPIs to assess the effectiveness and outcomes of the new approach
are under development.
The P&D approach at Johnson & Johnson has as its foundation conversations between manager and
employee that are frequent, meaningful and continuous. Each employee and manager is expected to engage
in clear and candid dialogue throughout the year within the 5 Conversations Framework, which consists of
the Performance and Development Planning, Mid-Year, Career Planning, Year-End Performance and
Compensation conversations. These meaningful, ongoing conversations should reinforce each other and
ultimately result in clarity of expectations, alignment across the organization and an appreciation of
employee contributions.
The P&D approach consists of two dimensions: Results and Leadership. The first dimension, Results, is based
on Management by Objectives framework for aligning employees goals and actions with the goals of their
company. The second dimension, Leadership, is based on the Leadership Imperatives, and reflect the key
behaviors that are critical to the future success of Johnson & Johnson. These two componentsResults and
Leadershipprovide the basis for annual performance evaluation of all employees. The evaluation on each
dimension is based on a four-point rating scale, with a strong link between performance and pay.
Performance is rated on a dual performance scale that independently assesses performance and leadership,
and is linked to the leadership imperatives. Performance is directly linked with merit and bonus increases at
Johnson & Johnson; andleadership is a critical factor in rewarding talent.

Management By Objectives

Goal Setting at the beginning of the year

Monthly review by manager and provide feedback

Quarterly review by manager and update the goal progress in portal

Based on performance through out the year manager gives rating to employee
and update the same in portal

Communicate employee and provide feedback about performance appraisal

Current Process

Constant
review and
feedback by
manager

Goal Setting in Q1

Recommended Process

Goal setting in Q4
for next year

Constant review
and feedback by
manager

Rating
decided and
given by
manager by
End of Q3

Performance
appraisal on
basis of
rating

Rating can be
decided and
given by
manager by End
of Q3

Performance
appraisal on basis
of rating