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INDIAN INSTITUTE OF MANAGEMENT

AHMEDABAD y INDIA
Research and Publications

Impact of 360 Degree Feedback:

A follow-up Study of four Organizations

T. V. Rao
Nandini Chawla

W.P. No.2008-06-02
June 2008

The main objective of the working paper series of the IIMA is to help faculty members,
research staff and doctoral students to speedily share their research findings with professional
colleagues and test their research findings at the pre-publication stage. IIMA is committed to
maintain academic freedom. The opinion(s), view(s) and conclusion(s) expressed in the
working paper are those of the authors and not that of IIMA.

INDIAN INSTITUTE OF MANAGEMENT

AHMEDABAD-380 015
INDIA
IIMA y INDIA
Research and Publications

IMPACT OF 360 DEGREE FEEDBACK:

A FOLLOW-UP STUDY OF FOUR ORGANIZATIONS1

T. V. Rao
Nandini Chawla

EXECUTIVE SUMMARY

A large number of organizations have been using 360 degree feedback in India as
leadership development intervention. This paper is based on the feedback of 43
participants from four companies where the 360 Degree Feedback program was initiated.
The study was done using a questionnaire method. The results indicated that there has
been an overall positive impact reported of 360 Degree intervention on ones professional
life after 360DF. More than 60% of the participants report that they visited 360DF data
every quarter. 24 participants reported that about 50% of their action plans prepared at
the end of the 360 intervention were implemented. At least 30% of the action plans were
achieved by 6 of the participants and 2 participants reported achievement of all their
action plans. The participants also reported that the RSDQ model based 360DF tool
provided detailed insight covering various parameters of one’s role. The participants also
recommend that with more periodic follow up and review sessions (every quarter)
anchored by internal HR and more focus and seriousness among the participants to work
on the action plans will result in using 360 DF for change and growth

1
The data reported here were gathered by the authors as a part of the 360 degree feedback based Leadership
Development programs of TVRLS at Bangalore. The assistance given by Ms. Tejal Rathore is
acknowledged.
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Introduction

360 Degree feedback (360 DF) has emerged as one of the most used interventions of
recent years for leadership development (see for the number of organizations conducting
360 Degree feedback based interventions Rao, Vijayalakshmi and Rao, 2000; Rao,
Mahapatra, Rao and Chawla , 2002; Rao and Chawla, 2005; Vohra and Singh, 2005 etc.).
360-degree feedback has been linked to several positive outcomes like improved
performance, better interpersonal communication, smoother work relationships, etc. (Rai
and Singh, 2005). In a recent study of the mediating effects of 360 Degree feedback
Himanshu Rai and Manjari Singh (2005) empirically examined the mediating effects in
the relationship between 360-degree feedback and employee performance with a sample
of executives (N=198) working in four organisations in Western India. The results
showed that interpersonal communication and quality of working life had a complete
mediating effect. Leader member exchange quality and perceived organisational support
were found to have a partial but significant mediating effect.

Studies in general on the use of 360 Degree feedback are limited. Raju Rao (see in Rao,
Vijayalakshmi and Rao, 2000) reports a follow up study of 32 candidates who underwent
360 degree feedback a few months after the feedback. The survey using interviews
largely as a method revealed that the participants were still implementing their action
plans, some of them shared with their juniors and seniors their data and are busy
validating the same. In another study reported by the same author where a questionnaire
was survey was used to follow up (number of candidates not mentioned) a number of
changes were reported by the respondents including articulating vision, enhancing
internal customer orientation, change in leadership styles etc. However this study did not
offer any conclusive evidence of changes.

In another study reported by Rao and Annapurna (2005) 18 participants were assessed on
the same tool one year after the first assessment. The comparison of the two assessments
indicated a number of changes as assessed by the participants. For example:
Eight of the 18 participations (45%) showed improvements in all areas of the RSDQ
MODEL BASED questionnaire. Vision, customer focus, encouragement of juniors,

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communication, motivation and increased activity level and marketing activities etc. are
some of the frequently observed changes as reported by their juniors, colleagues and
bosses after the 360 DF. The changes observed were both positive and negative though
they were more in the direction of positive changes. Leadership style changes were also
observed though in a few respondents.

The present study was undertaken as an in-depth study of various activities undertaken by
the respondents after an initial exposure to the 360 DF. The survey was conducted as a
part of the follow up workshop of the respondents who had undergone the 360 Degree
feedback.
They were sent a questionnaire and the analysis is based on the responses received.

Methodology

RSDQ Model of 360-Degree Feedback

Based on the work done at IIM in mid eighties and subsequent work in 360 Degree
feedback RSDQ a research based consulting firm with which the authors have been
associated developed a model for Top and Senior Management in terms of managerial
and leadership competencies needed, which is termed as the RSDQ model (Roles, Styles,
Delegation and Qualities). This model of leadership and managerial effectiveness views
effective management and leadership as a combination of four sets of variables. These
are: Roles performed the style of leadership, delegation and qualities.

Roles: There are a number of roles, which have to be played by every manager in order to
be effective as managers. These are both transformation roles (leadership roles) and
transactional roles (managerial). Some of these are: Vision and values, strategic
orientation, Inspiring, developing and empowering employees, Customer focus, internal
customer orientation, community orientation, communication, Innovation and learning,
Result orientation, Technology and systems management, Leadership, team work and
boss, Decision making and delegation etc. Each of these roles had both transactional and
transformational activities. For example, “articulating vision and values for the

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organization” is a transformational activity; “monitoring to ensure that the values are

followed” is transactional activity.

Styles: It is not only the roles or activities that determine the effectiveness but also the
way in which they are played. The model envisages that managers could be insensitive to
the style with which they carry out these activities. Rao (1986) has classified the
leadership styles, on the basis of the earlier research at the Indian Institute of
Management, into the following:

(i) Benevolent or Paternalistic leadership style in which the top level manager plays the
role of a parent. (S)he believes that all employees should be constantly guided treated
with affection like parents would treat their children, is relationship oriented, assigns
tasks on the basis of her/his own likes and dislikes, constantly guides them and protects
them, understands their needs, salvages the situations of crisis by active involvement of
herself/himself, distributes rewards to those who are loyal and obedient, shares
information with those who are close to her/him, etc.
(ii) Critical leadership style is characterized as closer to Theory X belief pattern where
the manager believes that employees should be closely and constantly supervised,
directed and reminded of their duties and responsibilities, is short term goal oriented,
cannot tolerate mistakes or conflicts among employees, personal power dominated, keeps
all information to himself, works strictly according to norms and rules and regulations
and is highly discipline oriented.
(iii) Developmental leadership style is characterized as an empowering style. The top
manager believes in developing the competencies of her/his staff, treats them as mature
adults, leaves them on their own most of the times, is long term goal oriented, shares
information with all to build their competencies, facilitates the resolution of conflicts and
mistakes by the employees themselves with minimal involvement from her/his side.
Developmental style by nature seems to be the most desired organization building style.
However some individuals and some situations require at times benevolent and critical
styles. Some managers are not aware of the predominant style they tend to use and the
effects their style is producing on their employees.

Delegation: Most senior managers seem to have difficulties delegating, especially those
effective managers who get promotions fast in their career. In view of these experiences,
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delegation has been isolated as an important variable of leadership. Delegation releases

time to perform higher-level tasks thereby enhancing their leadership qualities and
managerial effectiveness.

Qualities: The model envisages that managers should exhibit qualities of leaders and
world-class managers (e.g. proaction, listening, communication, positive approach,
participative nature, quality orientation etc.). Such qualities not only affect effectiveness
with which top-level managers perform various roles but also have an impact on the
leadership style and hence are very critical.

The 360 Degree feedback based on this model is being extensively used by Indian
corporate sector. In four of the organizations the 360 Degree feedback using the RSDQ
model was provided. The feedback was collected anonymously and was given to each of
the participants from the four organizations. The feedback was given in a workshop
followed by individual coaching by the authors of this paper. The feedback session ended
with action plan prepared by the participants for leveraging their strengths as well as
working on other priority area emerging from the feedback. Under normal circumstances
it I assumed that the individual participant will work on the feedback and demonstrate
changes. Whether the participant has shown behaviour changes or not can be ascertained
by contacting the same assessors after a few months to a year and get them assessed.
However a limitation in 360 methodologies is to get anonymous assessments. As a result,
while the same assessor can be contacted the assessment can be compared at the
aggregate levels only (see the study by Rao and Annapurna, 2005) using this
methodology. However some times all changes may be observable by observers. For
example changes in emotional stability may be more noticeable by the individual than
always by the outside observers. While the external observable changes are critical for
any leadership development conclusions to be drawn self-reported changes cannot be
underplayed. This is for the following reasons:
1. After the 360 degree feedback those who assessed the candidate may develop
higher expectations from the candidate and may use higher standards of
judgement. It is quite common for assessors to say he has not changed even after
the 360 DF while the candidates may report that they have changed substantially.

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2. The number of variables on which the assessor assessed an individual may be of

varying degree of significance to the assessors and hence he may not be sensitive
to observe minor changes or incremental changes exhibited by the recipient of the
360 DF.
3. A number of efforts may be made by the recipient and he may not keep
announcing all the efforts he has made o is making and hence the impact may not
be fully captured by external assessors.
4. The process changes and attempts made are best known to the individual.
In the light of these arguments the self assessment of change after 360 degree
feedback interventions maybe considered of value for understanding and studying the
change process.
This report concentrates on studying the impact of 360 Degree Feedback on leadership
development in terms of self reported changes and attempts. It aims at understanding and
comparing the likely changes participants have observed after having gone through
360Degree Feedback process. The questionnaire (see Appendix at the end) dealt with
three major dimensions i.e. individual impact, organizational impact and RSDQ model
based methodology.

The survey is based on 43 candidates who underwent the 360 Degree feedback
Intervention from four organizations. All the members are members of the top
management team and were heading various functions. The questionnaire was sent to
them to assess the impact of the 360 degree feedback interventions one year after the
intervention was made.

The impact report is presented in four sections: Individual impact, Organizational Impact
Reactions to methodology, recommendations for making the intervention more effective
and conclusions

Under Individual concerns the questions focussed on the following areas:

` The extent to which one thinks ‘Leadership development’ can be achieved
through 360DF
` The number of times one visited ones 360 Degree Feedback data
` Impact of 360 Degree Feedback on professional and personal life

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` How successful has one been in implementing the action plan

` Top three areas where the individual has seen a change
` Top three areas where the individual has not seen an improvement
` The hurdles that one faced in implementing 360 Degree Feedback action plan

Under organisational concerns the questions focussed on the following areas:

` Positive and Negative changes at Organisational level after 360 Degree Feedback
implementation
` Some examples of people where significant changes have been observed after
360DF

Under RSDQ methodology category the questions focussed on the following areas:
` Positive points about RSDQ methodology of 360 Degree Feedback
` Areas of improvement for RSDQ 360 Degree Feedback methodology

The last question dealt with suggestions for making 360DF a continuous improvement
process.
This questionnaire was answered by 43 participants who attended the 360 degree
feedback workshop. This report compiles the data of four companies and gives you an
analysis on each area and suggests the steps that can be taken to make 360 Degree
Feedback more effective.

Impact at Individual level

1. TO WHAT EXTENT INDIVIDUALS THINK ‘LEADERSHIP

DEVELOPMENT’ HAS BEEN ACHIEVED THROUGH 360-DEGREE
FEEDBACK? (N=43)

The data collected gave the following results:

` 3 felt that 360 Degree Feedback had fully achieved its aim of leadership
development

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` 20 individuals felt that 75% of leadership development was achieved through 360
Degree Feedback
` 14 individuals felt that leadership development was achieved to an extent of 50%
through 360 Degree Feedback
` 2 individuals felt that leadership development was achieved to a limited extent i.e.
less than 50%
` 1 individual felt that leadership development was achieved to an extent of 25%
through 360 Degree Feedback
` 3 felt that no development was achieved

2. HOW OFTEN HAVE YOU VISITED YOUR 360 FEEDBACK DATA

AFTER THE FEEDBACK WORKSHOP?

Review of 360DF Data No: of individuals

Never visited 2
Once in every month 5
Once every quarter 18
Once in every 6 months 15
Once in a year 3

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3. WHAT HAS BEEN THE OVERALL IMPACT OF 360 DEGREE

FEEDBACK?
This question was further divided into two parts where the impact of 360 Degree
Feedback was seen not only at a professional level but also at a personal level. The
analysis of this question gave the following results:

A. Professional life:
• 39 out of 43 participants felt that there was certainly an improvement in a positive
way after having undergone the 360 Degree Feedback process.

B. Personal life:
Unlike professional life there were mixed reactions to the impact of 360 degree feedback
at a personal level.

• 30 individuals felt that 360degree feedback had made a positive impact in their
personal life.
• 13 individuals felt that there was no visible change in their personal life as an
impact of 360 degree feedback

4. HOW SUCCESSFUL HAVE YOU BEEN IN IMPLEMENTING THE

ACTION PLANS YOU SET FOR YOUR SELF AT THE END OF THE
WORKSHOP?

` (3) 7% of the participants accomplished 100% of the action plans

` (21) 49% of the participants accomplished almost 50% of the action plans
` (16) 37% of the participants accomplished some what less than 50% of the
action plans
` (2) 5% of the participants accomplished almost 25% of the action plans
` (1) 2% of the individuals felt that there has been no implementation of action.

5. TOP THREE CHANGES THAT YOU HAVE OBSERVED IN YOURSELF

AFTER THE 360-DEGREE FEEDBACK?

The common areas where participants observed a change after 360 degree feedback are:
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` A little more interactive

` Able to control my anger in difficult situation
` Appreciating and acknowledging other’s contribution
` Articulate the vision/culture of department with colleagues
` Avoid sarcasm
` Become a better listener, less reactive
` Better communication
` Better dealings with colleagues and improved impact on others
` Better Temper management
` Better understanding of fellow colleagues
` Broader vision
` Communication with Boss/ management has improved
` Communication with Team
` Composed behaviour
` Confidence and courage to capture new opportunities
` Conscious efforts to develop team members with ongoing feedback and support
` Conscious efforts to enhance networking skill
` Conscious of my own behaviour
` Considerable improvement in communication
` Critical behaviour has improved to a large extent
` Customer complaints are being attended even if they are proved false later.
` Dealing with external customer
` Delegation
` Developed a habit of taking frequent feedback from people informally
` Empowerment and Delegation has improved to some extent
` Empowerment to subordinates for decision making
` Enhanced listening ability and focus on developing people
` Focus approach to every aspect
` Focus on Self Development
` Greater delegation of authority and freedom for decision making
` Group Cohesion
` Have become more receptive to areas of improvement

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` Have changed leadership style by being more diplomatic in approach

` Have started challenging my peer group more
` Honesty as a policy in all areas of work.
` I am more supportive now than being a task master
` I have become quite sensitive when I talk to my subordinates
` I have transformed to be more empowering to my reportees
` I understood the feelings of people associated with me
` I’m able to delegate more effectively
` Improved in maintaining cool and composed nature
` Improved interaction at all levels: Leadership in cross-functional initiatives: proactive
grievance handling and better understanding of customer issues.
` Improved relationship with peers
` Improvement in cost consciousness
` Improvement in dealing with people especially subordinate & giving them enough
autonomy
` Improvement in listening to others & patience
` Improvement in self confidence levels
` Influencing /Promoting rationale decision making in the senior management team
` It facilitated me to understand and correct my weaknesses
` Knowledge sharing
` Learnt to relax ones own attitude towards ‘achievement orientation’, to accept that
some things will not be done and will be left undone in spite of oneself.
` Leveraging of my own strengths
` More empathy & listening
` More focussed development of repotees
` More involved in company’s goals
` More on value thinking /Cohesion
` More time and effort for coaching juniors
` More time with Team Members (Get togethers etc.)
` Motivate and challenge more
` Much better level of anger management
` Not to prejudge others
` Participative approach
` Positive Nature
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` Prioritising work to an extent

` Receptivity to Feedback
` Result oriented approach
` Significant improvement in listening and patience
` Started guiding and supporting the people more and making them understand so that
they do not commit the same mistakes in the future
` Started listening to individuals (though one knows that they have to go a long way in
reaching ones expectations)
` Strategic thinking
` Systematic approach to problem solving
` Systematic objective setting for my team and department
` Systems savvy
` There is a sense of direction in the plans and strategies
` Thinking out of box
` Transparency
` Try to develop people and cerate a comfortable environment to perform
` Work and time efficiency improved.
` Worked towards improvement of my health

6. WHAT ARE THE THREE AREAS WHERE YOU HAVE NOT BEEN ABLE
TO IMPROVE UPON AND SEE THE CHANGES THAT YOU EXPECTED
OR DESIRED?

The common areas where participants have not been able to observe change after 360 degree
feedback are:

` Accountability
` Adhering to deadlines
` Art of Influencing skills
` Art of public speaking
` At times, tend to force / emphasis my point of view
` Being diplomatic

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` Better Delegation
` Better time management
` Better understanding of business and ground realities through field visits
` Cannot compromise on things which I could not influence
` Complacency – New learning are limited
` Conflict management: cannot accept failures as well as judging others by my own
benchmark
` Conflict management: desire to achieve more effectiveness
` Controlling my temper (specially when things don’t happen as per my plan)
` Could not take the initiative to all levels of the organization
` Creating development opportunities
` Encourage team members to take more independent decisions
` Enhance networking with peers/colleagues
` Ensuring a peaceful, composed & appealing body language while discussing issues with
others and even during conflicts. This is true especially when someone is
criticizing/commenting on issues pertaining to ones own area of responsibility.
` Focus more upon developing on the leadership style
` Generally trusts everyone- still do
` Giving focused direction
` Giving up more commitments
` Grade change
` Highlighting the good work
` Impact / convince the boss to the desired level.
` Improve team building
` Improved communication
` Improvement in presentation skills
` Improvement on IT/Computer skills
` Improving Technical Knowledge for self
` Impulsiveness
` Inadequacy of power to take decisions
` Irritable nature
` Liaison with top management and better communication
` Monitoring development of desired organizational culture
` More openness and frank discussion from junior colleagues
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` Motivating subordinates to achieve the best under uncertain conditions

` Motivation levels of others
` Need to deal with subordinates more politely when not required to be stern
` Need to improve more in persuading individuals (outside my department) in helping them
understand the realities under which we are operating and to get them to focus on what is
required for the company rather than focussing on what is told by higher-ups.
` Not able to motivate all my reports to implement the agreed development plan
` Not able to take regular feedback to my team
` Not been able to solve people’s issues upto the desired level
` Not getting the support of immediate bosses
` Position
` Positive influencing for effective deployment of strategic systems under change
management
` Promoting practice of organizational values
` Providing feedback and listening to problems
` Rapport with immediate senior
` Relationship with subordinates and peers where hierarchical differentiation is absent
` Relationships
` Rigid actions at times
` Seeking proactive corporation from peer’s upto my satisfaction
` Spending time with team members
` Team work & team development
` The actions set out were not achieved to satisfactory level as this requires regularity
(which is missing due to lack of introspection)
` Thoughts faster than speech
` To bring about a higher level of ownership and commitment
` To further enhance delegation
` To further improve on critical behaviour
` To further work on being calm and cool
` To obtain computer knowledge
` Too protective in dealing with subordinates
` Unfortunately, as time elapses after the workshop, we tend to get back to our normal
mode.
` Using PMS more effectively than expected
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` Work life balance – time management (to nurture good things in me)

7. WHAT ARE THE BIGGEST HURDLES YOU FACED IN

IMPLEMENTING YOUR 360-DEGREE FEEDBACK ACTION PLAN?

The three main hurdles in implementing the action plan perceived are given as below:
` Absence of delegation of responsibilities with accountability at organizational
level.
` Attitude of people in key positions
` Change of mindset
` Clutter in mind about too many issues
` Colleagues and peers opinion of me- communication issue
` Colleagues/peers, subordinates do not come out in open about what has been
written as feedback. Most of them do not accept that it has been written so in the
feedback form.
` Compartmentalization which gives rise to politics and plotting one against other.
` Conscious efforts in implementing action plan needs to be religiously made which
more often than not does not happen
` Continued mounting work pressures and no immediate supporting resource made
available in the office.
` Day-to-day administrative work load and crisis management
` Difficulty in transition from benevolent to development category
` Dominant individual styles affecting the business processes
` Empowering people
` Even though individual development plans were set up, implementation and follow up
has not been up to the mark
` Getting caught up in the daily grind of work. Unable to effectively implement the
plan
` Have implemented the action plans wherever it is possible. The change has to be
initiated in some levels where my role becomes difficult
` Implementation at superiors level was difficult
` Individual apathy to OD initiative and the attitude that ‘its just a fad’ will just pass
off is the attitude with some colleagues
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` It is a total shift of approach of the current assessment system, so it is slightly

difficult to implement in totality and achieve significant result in short time.
However, it is not difficult to implement if the mind set is changed
` Lack of commitment from self
` Lack of commitment to organizational vision and mission: Myopic vision of the
functions on the operational issues rather than the organizational perspective of
growth
` Lack of commitment to review business processes and functional performance
` Lack of consistency
` Lack of decision making at top level: policy support
` Lack of freedom to operate
` Lack of open and transparent operational support: cross functional
` Lack of transparency in decision making
` My role
` Not succeeded in involving all the colleagues (majority is involved)
` Nothing specific
` Openness with peers – did not find Senior persons were open and frank sometimes
` Operational environment
` Organization values- Wide gaps in practice
` Past perception
` Policies, procedures and systems are framed and documented but hardly followed
in practice
` Process ownership and accountability does not exist in many areas
` Resistance to change: Natural barrier
` Self awareness
` Self discipline
` Self Motivation
` The biggest hurdle was the organization’s lack of interest in keeping the feed back
plan as a discussion document.
` The culture and the leadership are the key hurdles. Leadership is not encouraged
and often people act out of their own insecurities. Often leadership does not
practices what is preached. The culture promotes flattery not competency. Hence
360 will have restricted impact.
` The fixed mindset/biases of people to change
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` Time gap in 1st and 2nd round. You do not know changes that have happened. You
think you have changed but is it true
` Time Management
` Time to look back at the details of my feedback and follow the theoretical aspect
of it
` Very little after a frank and open discussion
` Work Pressure
` Work pressure of new function

Impact at Organizational Level

8. HAVE YOU FELT ANY SIGNIFICANT CHANGES TAKING PLACE AT

THE ORGANIZATIONAL LEVEL AFTER THE 360 DEGREE
FEEDBACK IMPLEMENTATION?

Positive Changes Negative Changes

„ A level of consciousness in the „ A few people seemed have gone to a
behavioral quality of the senior shell for the first few months
management „ Attributing feedback to individuals /
„ Acceptance for the need to change groups
„ An undercurrent of proactive change „ Attrition continues to grow. People
management need to change more as good leaders.
„ Assigned additional project „ Changes only short lived
responsibility „ Few became suspicious of peers
„ Become more open because of the comments they
„ Better networking received
„ Better understanding „ Fissures in normal functioning &

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Positive Changes Negative Changes

„ Change in environment coordination owing to self
„ Change in style of operation helped defensiveness leading to process &
the teams system deviations
„ Changed their behaviours for some „ Grouping of people who participated
time in this program – superiority complex
„ Changes could be seen in some key „ High attrition in the new project
staff members undertaken
„ Definitely there is a change or effort „ Implementation not effective as daily
to improve the process work gets preference and priority
„ Greater level of communication „ Independent of 360 the culture of
„ Healthy interactions with teams buttering and reaping the benefits still
„ Improved discipline continues.
„ Improved motivation & Team work „ No negative changes
„ Improvement in verbal „ Nothing much to be spoken
communication „ Noting specific
„ Initial perceptible improvement in „ Overlooked in deciding group heads
cross-functional synergy „ Pace of change, rather slow
„ Isolated pockets of individual „ Reward for performance was lacking-
improvement of a function or a part major errors of people were let off
of it, with an effort to positively with minor punishment
influence the organizational prospects „ Some of the people have taken the
and synchrony feedback very personally
„ Leadership style is talked „ Some people try to settle scores
„ Leveraging the people potential through 360 degree feedback tool
„ Listening
„ Managers are more conscious
„ More emphasis on innovation
„ More people driven culture
„ Non receptiveness
„ Not many
„ Not so much to talk about
„ Nothing much to be spoken

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Positive Changes Negative Changes

„ Organization HR has started changing
to people oriented activities for good.
Individual changes not observed
keenly
„ People are conscious of their 360
feedback and making visible effort to
work on those and the same are
reflecting in various forms
„ People have generally taken the
feedback received through the
program seriously
„ People tend to be co-operative
„ Periodic self assessment and action
plans
„ Project teams grouped into larger
groups
„ Senior management team is
proactively looking at self
development
„ Sharing of expectation
„ Significant improvement in man
management
„ Some got the jolt out of the blue and
it was an eye opener for them
„ Some people have changed for the
better
„ Transparency & willingness to take
other’s point of view
„ Very little in some functions and
tremendous change in some functions
„ Yes people are more open to ideas
and criticism

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Positive Changes Negative Changes

„ Yes there is a positive change
„ Yes. The management styles became
more professional.
„ Yes; Managers and peers also
understand others at same level or
improved level.

9. PLEASE SHARE SOME EXAMPLES AND/OR INSTANCES OF PEOPLE

WHERE YOU FEEL THEY HAVE UNDERGONE SIGNIFICANT
CHANGES AFTER THEY RECEIVED THEIR 360 DEGREE FEEDBACK.
(YOU CAN AVOID TAKING ANY NAMES)

This question was answered by very few individuals and some of the examples are given
below:

ƒ 360 degree feedback has helped in developing a positive outlook and has also
made the individual more sensitive
ƒ A positive approach to 360 feedback and considered it as an eye opener
ƒ At least two of my colleagues have shown a positive development of
understanding the others point of view in the corporate management team.
ƒ Changes observed initially have been short lived in some of the cases
ƒ Communication from Top management by understanding individuals more.
ƒ Difficult to identify, meaning no significant changes
ƒ Discussions of the issues based on facts, accepting that issues exist. However,
limitations are on owning the responsibility for deviations, deployment of
corrective actions and facilitating the overlap activities still needs improvement
ƒ Enhance ability to understand other person’s view point
ƒ Enlightenment has improved in people. They have realized their stand vis-à-vis
the opinion of the people and are trying to improve to a great extent.

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ƒ Enriched understanding levels of people in the organization and team

requirements
ƒ Few people have started smiling and thanking others
ƒ Good performers of the 360DF continue in the organization, in spite of backlash
ƒ Have observed drastic change in at least two people, they have become more
positive
ƒ Have seen great improvement in listening skills in one of the employee after
getting his feedback
ƒ Improved performance and proactive approach of few colleagues
ƒ Improvement in sharing information
ƒ Managers and peers have shown good improvement in handling people.
ƒ More emphasis of feedback and appreciation of work are being propagated on all
levels. This is not just during Performance Appraisals but also on several other
occasions
ƒ My superior started listening more and giving importance to suggestions
ƒ No significant changes has taken place from the development angle of the
organization
ƒ One cannot expect too much from this kind of working environment and culture.
ƒ One person who was not delegating much earlier has given more freedom to his
subordinates after the feedback
ƒ One top level person who used to be into himself has been more open in sharing
his ideas
ƒ People have become less reactive, more collaborative and able to control their
temper
ƒ Positive changes in behavior style / reaction can be seen
ƒ Some have taken it very seriously and reacted
ƒ Some made conscious efforts to work on the pointed feedback and resulted in
improved team management/team work which led to better motivation
ƒ The 360 degree feedback has helped to become more communicative and constant
review of activities is observed
ƒ The organizational goals and vision are more visible.
ƒ The participant made a conscious effort to change his leadership style though he
was shocked by his feedback. He become more open other manger and was
always talking of team work
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ƒ There is an increased ability to assess the right requirements and take care of
several interests.
ƒ Visible change in the leadership style for the betterment of the branch is observed
(from benevolent to developmental leadership style)
ƒ Yes, some have become more sociable, approachable and have began to
understand subordinates better

RSDQ METHODOLOGY

10. WHAT DID YOU LIKE ABOUT RSDQ MODEL BASED METHODOLOGY
OF CONDUCTING 360-DEGREE FEEDBACK?

All 43 individuals appreciated RSDQ MODEL BASED’ methodology of 360 Degree

Feedback. Some of the aspects of the methodology which were increasingly appreciated
were:

` 360DF analysis has helped me to understand myself

Design of 360 DF
Data collection
Methodology used
Workshop related
Counselling
Action Plans

` A comprehensive questionnaire providing good insight

` Bringing to surface my weakness which I would not have been able to know or
admit

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` Confidentiality of the whole exercise, focused feedback session with inferences

from experiences and research & understanding of the organizational needs vis-à-
vis profile of individuals while handling individual feedback
` Excellent mechanism taking feedback from different sections
` Excellent, very simple yet powerful approach, interactive, quite exhaustive
format. Of course, competence of Dr. Rao is great
` Excellent. Covered the topic thoroughly and systematically through well charted /
relevant slides and with lot of real examples to substantiate all relevant points.
` Focus on self-learning as against theoretical approach.
` Frank feedback received.
` Frank opinion/conclusion (findings from feedback) about individuals
` Good, easy and relaxed
` I liked it because it has practical approach and not theoretical. It is easy to follow
and implement
` Informative, no talk of the company and not at all dull
` Initial communication and follow up sessions were very good
` It is more interactive and thought provoking
` It makes you think and guides you to bring about your own action plan
` It’s a very simple but effective tool to change oneself. In this methodology clearly
the ball in our court to take it forward. The mix of peer, subordinates and bosses
on feedback is a good one, clearly ensures consistency
` Its approach of confidentiality, assessment, feedback and follow up methods
` Its plain simplicity
` Methodology adopted is good
` Methodology of 3260 degree and making the participants to understand their
qualities is good and implementation and efforts to change the individual attitudes
for improvement have to be practiced.
` Not too taxing. It is informal
` Open and transparent
` Overall a robust system of feedback. Good quality of consolidations. Capturing
Organization y values (Customisation)
` Scientific as well as philosophical approach to make a change in the corporate
world. RSDQ MODEL BASED has a very high understanding of human
psychology and corporate environment. Recommendations are good
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` Simple and straight to the point

` Systematic approach has been amply perceived by the team. RSDQ MODEL
BASED has aptly exhibited their professional skill in conducting the training for
the senior management group of Organization X India Limited.
` The methodology adopted by RSDQ MODEL BASED is satisfactory
` The methodology was on performance improvement of individuals, which is a
sure sign for the overall benefit to the organization.
` The overall methodology appears to be ok
` This is very realistic and handle professional requirements directly and personal
requisites indirectly
` RSDQ MODEL BASED helped the individuals to put a mirror in front of
themselves understand what they are and how they are seen by others and how
they can improve up on the areas required
` RSDQ MODEL BASED should set a three monthly feedback at the time of
launching the programme. One year is a long period, as the continuity and
momentum is lost in-between.
` Very professional
` Very simple and straight to the point and focused. And easy to implement: TV
Rao is the best in this area

11. AREAS OF IMPROVEMENT SUGGESTED IN THE RSDQ MODEL

BASED METHODOLOGY

` 360 Degree feedback can be introduced after 3 level immediately and to all
management personal stage by stage
` A very long gap as in the present case is to be avoided and review to be done at
least once in six months.
` Additional focus on changing Leaderships attitude and working style.
` Assign a HR person to periodically interact with the individual with a open mind
` Based on the 360DF report, the organization has to analyze and watch the
improvement of individuals in a time bound manner. If the change is not happening,
stringent actions have to be initiated to correct the individuals.
` Can be more personalized – more time per participant
` Can include some case studies (Real ones)
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` Conduct a feedback review once a quarter

` Conduct a review after the 360DF workshop
` Counselling needs improvement. Help each individual more
` Develop method or tools to harness the best of the individual potentials and
synchronize to achieve the organizational objectives. Individual accountability for the
processes needs an evaluation to assess the standard of professionalism in the
organization.
` Develop tailor made 360DF questionnaire to suit specific organizational needs.
` Everything is fine as far as RSDQ MODEL BASED is concerned.
` Feedback review half-yearly with the involvement of the functional head and HR co-
coordinator.
` Feedback/review once a quarter on an ongoing basis. Organizational commitment
and support to make the objective of this exercise achievable/ meaningful.
` Frequency of programs should improve
` Get guest faculty from other industries to share how they have used their feedback for
growth and development
` Having an online 360 DF exercise, which would be useful to roll it down across
levels/locations.
` Improve feedback mechanism. The key company contact for 360DF should have
regular interaction/feedback with RSDQ MODEL BASED once every quarter.
` In my view, if there is going to be no continuity of the programme, the whole purpose
is defeated as in today’s world very few have got the time and energy to do self-
evaluation.
` In the feedback form, the open ended questions please avoid putting numbers like
asking appraiser to put 5 strengths and weakness. Instead ask them to write most
relevant strengths and weaknesses. Sometimes people tend to make the numbers.
` Introduce an internal review mechanism to follow up on the usefulness 360 degree in
terms of measurable objectives.
` More frequent review mechanism at organisational level
` More time should be spent on coaching on an individual basis
` More time to be spent on the skills / counselling
` Needs more reviews and reminders on suggested improvements across
individuals/to improve team performance

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` Often a feedback on a particular manager requires to be seen in the context of the

overall Corporate response
` Online survey rather than sending paper form
` Periodic follow up will help more
` Please touch upon fewer issues, but take time to have them drilled so that the impact
stays
` Progress tracking on individual basis
` Selection of persons giving feedback about the participant need to be reviewed.
` Soft copy of the report to be provided
` The concept is good. However, generally feedback is obtained from colleagues
you are close to, as a result of which the feedback is biased in your favour and
does not give the desired result
` The feedback members to be further increased i.e. the respondent base and the
feedback assessment should capture the person’s psychology per se
` The methodology used is perfectly fine
` To have more professional sharing their experience after 360 DF
` RSDQ MODEL BASED can get case studies from the seed industry to make it more
relevant to our context.
` Visual aids and live cases

Making 360 Degree Feedback A Continuous Process

The common suggestions in order to make 360degree feedback a continuous process are
given as below.

` 360 degree feedback should be conducted in regular intervals to check the impact.
` 360 DF should be a continuous process, every change in job profile demands fresh
360DF. Include 360 DF for family members also
` Continuous contact with the participants on a regular basis

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` The faculty are the best available for this kind of activity. One wishes that we get an
opportunity to meet them again on a regular basis.
` Feedback review sessions should be conducted every quarter
` Implement a system of reminding the “leader” about the Action Plan they have laid
down for themselves, so that a conscious attempt can be made to perpetuate the
behaviour
` In consultation with the facilitator the company can make a self assessment tool for
every employee and make the same mandatory in terms of implementation yearly
` Invite guest speakers from other organizations to share their learning and views &
also to share how they have used their feedback for growth and development.
` It has to be a ongoing process and changes made as per the need
` Make people aware on what they can change and what they cannot.
` May be online feedback
` More focus to bring about change in the attitude of the Leadership as culture is always
top down. It is pointless if change cannot be brought about unless it is from the top.
` No suggestions. The ball is in our court to take on and act.
` Review once a year. Internal review once in 6 months
` Superiors also are involved or present as observers during the review. It should be
done on a regular basis and at all levels
` The 360 Degree Feedback review to be conducted by a live example who has used
this tool to develop and progress
` The whole concept of 360 DF is feedback and therefore need to plan a very regular
quarterly feedback at the time of launching the programme.
` We could do 360 DF at least with subordinates and peers more often
` Yearly feedback is ok. We should be interacting with Dr. Rao more often over e-mail

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Summary and Conclusions

THE SUMMARY FROM THE SURVEY IS GIVEN AS BELOW:

` 25 individuals felt that 360-degree feedback helped achieve leadership
development to a very large extent.
` 27 of the individuals visited their 360 degree feedback on a monthly or quarterly
basis
` There was almost a 100% positive response of the impact of 360 degree feedback
on their professional life while around 70% also felt that 360degree feedback had
a positive impact on their personal life as well
` Almost half of the action plans sets by the participants were achieved by 30 of the
individuals
` Top three changes that were seen at an organisational level in all the three
organizations are increased receptivity among employees, communication with
team, focus on self development, better understanding, increased communication
and emphasis on innovation, team/cross functional interactions, increased
communication as well as organization developing people oriented culture.
` Two areas where majority of the individuals have not been able to bring in a
change are spending time with juniors and better delegation.
` Work pressure and time management were the main hurdles in implementing the
action plans
` Barring a couple of the participants, all felt that they had achieved at least 50% of
the action plans set post 360DF.
` RSDQ MODEL BASED methodology was considered to be very open,
transparent, insightful and developmental & also simple and very professional in
maintaining the confidentiality.
` 360 degree feedback should be done every year and strong need felt for frequent
review mechanism to be conducted once in every quarter.

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References

M Singh, N Vohra Multi-faceted feedback for organisational heads for self and
organisational development: experiences International Journal of Training and
Development, 2005, September, 9(3)

Neharika Vohra, and Manjari Singh, Mental traps to avoid while interpreting feedback:
Insights from administering feedback to school Principals, Human Resources
Development Quarterly, 2005, 16(1), 139-147.

Rai, Himanshu and Singh, Manjari, Mediating Effects in the Relationship between 360-
Degree Feedback and Employee Performance, Ahmedabad: Indian Institute of
management, Working Papers, 2005 (W.P. No. 2005-04-06)

Rao, T. V, and Annapurna, J. An exploratory study of changes in the roles and

competencies of top-level managers due to 360-degree feedback, Ahmedabad:
Unpublished research Paper

Rao, T. V. and Chawla, Nandini 360 Degree feedback and Assessment and Development
Centres, New Delhi: Excel Publications, 2005

Rao, T. V. and Rao, Raju, 2003 The Power of 360 Degree Feedback, New Delhi: Sage
Response Books.

Rao, T. V. Mahapatra, G, Rao, Raju and Chawla, Nandini. 360 Degree feedback and
Performance management Systems, New Delhi: Excel Publications, 2002

Rao, T. V. Vijayalakshmi, M and Rao, Raju: 360 Degree feedback and performance
Management Systems, New Delhi: Excel Publications, 2000

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Appendix

QUESTIONNIARE FOR UNDERSTANDING THE IMPACT OF

360 DEGREE FEEDBACK IMPLEMENTATION AT
ORGANIZATION X, Y, Z

1. To what extent do you think ‘Leadership development’ through 360-degree

feedback has been achieved?
a. Fully achieved (almost 100%)
b. To a large extent (about 75%)
c. To some extent (around 50%)
d. To a limited extent (less than 50%)
e. To a very less extent (25%)
f. Not achieved at all (almost 0%)

Additional comments:

2. How often have you visited your 360 feedback data after the feedback
workshop?
a. Never visited
b. Once in every month
c. Once every quarter
d. Once in every 6 months
e. Once in a year

Additional comments:

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3. What has been the overall impact of 360 degree feedback

A. In your professional life

a. Improved in a positive way
b. Deteriorated i.e. negative impact
c. No impact/no visible change at all

B. In your personal life

a. Improved in a positive way

b. Deteriorated i.e. negative impact
c. No impact/no visible change at all

Additional comments:

4. How successful have you been in implementing the action plans you set
for your self at the end of the workshop?
a. Have not been able to work on it at all
b. Have accomplished around 30% of what I set out to do
c. Have accomplished almost 50% of what I have put down as action
plans
d. Have achieved what ever I have listed down in my action plan

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Additional comments:

5. Top three changes that you have observed in yourself after the 360-
degree feedback?

1.

2.

3.

6. What are the three areas where you have not been able to improve upon
and see the changes that you expected or desired?

1.

2.

3.

7. What are the biggest hurdles you faced in implementing your 360-degree
feedback action plan?

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8. Have you felt any significant changes taking place at the organizational
level after the 360 degree feedback implementation?

Positive Changes Negative Changes

9. Please share some examples and/or instances of people where you feel
they have undergone significant changes after they received their 360

degree feedback. (You can avoid taking any names)

10. What did you like about RSDQ MODEL BASED methodology of
conducting 360-degree feedback?

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11. Any areas of improvement suggested in the RSDQ MODEL BASED

methodology?

12. Your suggestions to make the 360 feedback journey a more powerful and
a continuous improvement process?

Some examples of suggestions from your side:

1. Conduct a feedback review once a quarter
2. Get guest faculty from other industries to share how they have used their
feedback for growth and development

Your suggestions:

THANK YOUR FOR YOUR TIME AND PATIENCE

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