360 DEGREE FEEDBACK PERFORMANCE MANAGEMENT SYSTEM
Case Objectives: The Rob Parson at Morgan Stanley case series
• Recognize how performance appraisal can support larger organizational goals and organizational
change.
• weigh the relative importance of “fit” versus performance.
• develop awareness of the use and implementation of 360° performance evaluation processes.
• recognizes how performance appraisal can provide the opportunity for employees to become
involved in a career development process.
• see that performance appraisal can be a tool for supporting larger organizational goals in addition
to individual employee development.
• understand the effects of bias and interpersonal affect on the evaluation process.
• gain practice in conducting a sensitive performance evaluation and consider the role of mentoring
and coaching.
The choice of a system depends both on what the organizational goals are and what other kinds of
practices and policies are in place.
• The change in the system must be accompanied by changes in behavior by professionals
throughout the system. Company must use the system effectively. This will require training for
coaching and mentoring.
• For the performance appraisal system to have meaning, it must lead to visible changes in who is
promoted and who is rewarded.
• It is also important that managers recognize that the performance evaluation system is an
important tool for communicating and emphasizing values.
• In the case of Morgan Stanley, changing the performance evaluation process—and explicitly
adding leadership, management and teamwork to the evaluation criteria—was a tangible and visible
signal that additional values were important to the firm.
Multi-rater Appraisal & Feedback System
• Important potency identification & development tool.
• Hewit Survey- 12 % company in India are using it.
• Assessment by boss, subordinates, peers, internal & external customers
• Appraisal questionnaire especially designed to measure behaviors critical for performance.
Who/what is evaluated?
Are performance appraisals of individuals, teams, or projects?
Who performs the evaluation?
Who has input?
Case Objectives: The Rob Parson at Morgan Stanley case series
• Recognize how performance appraisal can support larger organizational goals and organizational
change.
• weigh the relative importance of “fit” versus performance.
• develop awareness of the use and implementation of 360° performance evaluation processes.
• recognizes how performance appraisal can provide the opportunity for employees to become
involved in a career development process.
• see that performance appraisal can be a tool for supporting larger organizational goals in addition
to individual employee development.
• understand the effects of bias and interpersonal affect on the evaluation process.
• gain practice in conducting a sensitive performance evaluation and consider the role of mentoring
and coaching.
The choice of a system depends both on what the organizational goals are and what other kinds of
practices and policies are in place.
• The change in the system must be accompanied by changes in behavior by professionals
throughout the system. Company must use the system effectively. This will require training for
coaching and mentoring.
• For the performance appraisal system to have meaning, it must lead to visible changes in who is
promoted and who is rewarded.
• It is also important that managers recognize that the performance evaluation system is an
important tool for communicating and emphasizing values.
• In the case of Morgan Stanley, changing the performance evaluation process—and explicitly
adding leadership, management and teamwork to the evaluation criteria—was a tangible and visible
signal that additional values were important to the firm.
Multi-rater Appraisal & Feedback System
• Important potency identification & development tool.
• Hewit Survey- 12 % company in India are using it.
• Assessment by boss, subordinates, peers, internal & external customers
• Appraisal questionnaire especially designed to measure behaviors critical for performance.
Who/what is evaluated?
Are performance appraisals of individuals, teams, or projects?
Who performs the evaluation?
Who has input?
