360 Preformance Appraisal Form Format

Appraisals Format Name of the OrganisationPeriod of Appraisal: From To: Name of the EmployeeEmpl. Code No. Department/Section: I. First Level Appraisal (Self Appraisal) (To be completed by employee concerned) Rating: Excellent05 – 4. 5 Good4. 5 – 3. 5 Poor3. 0 – 0 1. Role Model: How far you are a Role Model to your Sub-ordinates? (Speak the Truth) PunctualityTotal/Partial (Reasons thereof) Personal Cleanliness“ House-keeping“ Sharing Knowledge/Teaching/Training“ Participative Approach “ Un-biased Relationship “

Confidence in your sub-ordinates“ Time Management“ Stress Control“ 2. Management Support: (Pl tick)Total/Partial (Reasons thereof) What Supports that you got to perform well? Man-power/Systems/Enjoy-working/Delegation/Confidence/Motivation/ Leadership/Communication/Training Can you quantify in %ge/any numerical value on Your Value Addition to the Organisation/Department Goals? If so supply the numerical value. (must match with evidences) What prevented you that you could not perform well or at times? (To what extent) 3. Suggestions:

For Self:Training Needs (Identified by self) Department’s Procedures/Systems/ From Management: (Be specific and give evidential support) Man-power/Systems/Automation/Mechanisation/Training/ Knowledge Aids/Welfare/Assertiveness for next higher position/ Change in Job Description/Designation/Role Clarify/Addl. Responsibility & Authority Signature: Dated: II Second Level of 360 Degree Appraisal (To be apprised by Sub-ordinates): Excellent05 – 4. 5 Have fullest Satisfaction and understanding Good4. – 3. 5 Better but needs improvement (Be specific) Poor3. 0 – 0 Strained Relations (Be specific) Evidences for negative rating need not explained here, but it can be sorted out At the time of Performance counseling by the Superiors. S. No. TraitsRating 1. Approach towards sub-ordinates 2. Sharing Knowledge 3. Participative Approach 4. Confidence Posed on them 5. Communication (understood/reached well) 6. Taking concern on sub-ordinates 7. Un-biased Approach 8. Role Model 9. Time Planning 10. Listening Skill 1. Rigid/Flexible 12. Good Team Leader (how far) You can add as per your requirement according to the role played by the appraisee Total Ratings: Remove Negative (-) values separately (to be done by HR Department) for discussions and counseling. Signature: (If necessary, otherwise, no need) Data collected from the sub-ordinate level is very important, but, at the same time, it cannot be taken as totally true unless it is properly supported by data/incidents, because of the maturity level. III Level of Appraisal: By lateral level HODs/Functional Heads wherever the appraisee has cross- functional co-ordination in executing the work/Project) The rating can be decided by the individual cross-functional HODs or a group of Appraisers depending upon the Management’s decision: Name & Designations of Appraisers (Select the Appraisers to whom the Appraisee has contacts or co-ordinates almost frequently. For example, Production Chief with QC Chief and Materials Chief, or HR Manager with all HODs, Materials Chief with Production/maintenance/QC/Accounts like that.

Rare Coordination need not be taken into consideration. For example, HR with Finance Manager or Company Secretary. For this HR must do ground work in deciding the Group of Appraisers. Ratings: Definition as given in II Level appraisals. Rating: Excellent05 – 4. 5 Good4. 5 – 3. 5 Poor3. 0 – 0 S. No. Name of the TraitsRating 1. Communication Skill(Be specific on requirements) 2. Co-ordination Skill 3. Sharing Concern (Listening Skill) 4. Knowledge of Other Department’s Work systems 5. Team Leader 6. Presentation Skill 7. Time Planning 8. Housekeeping 9.

Taking concern on Organisation Dev. 10. Sharing Knowledge Total Take out the negative Ratings for Counseling. Support with Evidences at the time of Counseling. Signature: (Appraiser) Pl Note: While Rating, the Appraiser must keep in mind as to how the appraisee’s functions affected the performance of other Departments both positive or negative. Purpose of Ratings is to focus towards the Quality/Systems/Procedures/Employee Inter-personal Relations 4. Fourth Level of Appraisal (if required) This is the appraisal to be done by outside Agencies such as Customers, Vendors, Dealers, Govt.

Agencies where the concerned employee has more contacts on behalf of the Organisation. Traits can be selected such as Culture, Communication, Co-ordination, Leadership Qualities, Time Planning, Punctuality, Satisfaction, Stress Control and so on. The Appraisal form can be supplied to the individuals in a simple and objective type where all required traits are incorporated. Better let it be Yes or No Question Type. Sample Cusomer/Vendor can be selected instead of sending the forms to all the contacts. Rating can be linked at the final stage of 360 Degree Appraisal appropriately. . FIFTH LEVEL OF APPRAISAL (By the Superior(s) While Giving Ratings, all above 3 or 4 levels of Ratings must be submitted to him before he gives his Ratings. Traits can be selected accordingly which are based more on data. (quantified). Ratings must be defined in relation to targeted data and achieved data. S. No. TraitsRating 1. Personality (from the view point of Attitude) 2. Communication (from the view point of Presentation) 3. Time Planning 4. Value Addition 5. Housekeeping (if needed) 6. Team member (Leadership Qualities) 7. Organisation/Corporate Culture Practices 8.

Systems & Procedures 9. Continuous Improvement 10. Fit-in “Quality policy” 11. Potential 12. Scope for higher level You add/delete Traits as per your organization requirements. Total 5. FINAL LEVEL OF APPRAISAL (Quantification of Ratings) (To be done by Appraisal Committee represented by Senior Level Members) Counseling to be done before final and authentic ratings are incorporated Add: Ratings: Level I, Level II, Level III, Level and Level IV. Decide the Traits Accordingly and fit-in the Ratings obtained from above accordingly. Apply weightage accordingly at different levels.

For example, Rating given on Communication at level 2 is 4 and at level 4 is 3, Then derive a formula on weightage, because these 2 levels are Not identical in the sense of Maturity and Knowledge. Accordingly, Care must be taken by the HR manager in deciding the weightage. Final Ratings obtained from all levels must be linked with the Ratings decided for Rewards such as increment, merit award, promotions, Training, etc. Pl Note: All Strengths and Weaknesses must be informed to the appraisee either thro Counseling or writing.

Suggest ways for Improvement. We have given a sample format and start-up for designing your own 360 Degree Appraisals. Initially make the forms so simple and easily Understandable. In course of time, do the improvement by experiences. It is good to implement 360 Degree Appraisals, but only with the interest and involvement of HR Managers, this system can get a success and survival , otherwise, in many organizations, it got failed because of lack of involvement shown by Line Managers.