360 Degree Feedback - Case Study Example

? Question 360 degree feedback is a strategic initiative. Just like an organization goes for reorganization, business process reengineering or a radical change, 360 degree feedback also requires careful planning and judicious implementation process. This is so because unlike traditional review process, 360 degree feedback involves the ratings and comments of not only immediate supervisors and bosses, but also peers, colleagues, subordinates and even some outsiders. Thus, the person getting rated might feel uncomfortable or not ready to accept feedback from so many people or employees falling below him in the hierarchy level. Thus, 360 degree feedback first needs to be aligned with that of the corporate strategy and specific objective needs to be specified for its implementation. Whatever has been specified above is missing from Landon’s initiative of 360 degree feedback. Sam Glass, who is one of the supervisors and person responsible for looking after 360 degree feedback process is himself unsure of the fact that whether it is used as a performance appraisal tool or for chalking out future compensation plan. Following it, it cannot be denied that even more unawareness will be spread amongst the employees of Landon regarding the purpose and benefits of 360 degree feedback process. As already mentioned by Alex in the opening paragraphs, this tool was suggested by the Vice-President of Avant-Garde’s Consumer Products Division. Thus, no evidence of this tool being aligned to corporate strategy or specific objectives charted out is visible. The rigidity and non-accepting attitude of Alex towards this process and its use also seems non-conforming to the standards of 360 degree feedback implementation whereby the entire process, its use, purpose, benefits for employees and organization and related implication should be communicated well to the staff and employees of the organization. When a product manager is unaware of the intricacies of this process, what can be said about knowledge level of staff of Landon regarding this process. All in all, current position of 360 degree feedback process shows that it is more of a pushed of thing than actually designed and implemented strategic initiative. Numerous modifications and changes are required in the way Landon is proceeding with its 360 degree feedback process. First and foremost, it needs to state in clear terms what actually it wants to achieve with this tool- just evaluating the performance of its employees or devising compensation, training and development plans based on feedbacks received. One thing important to note here is this tool cannot be used for a single problem employee. Also, it should not be used at times when the organization or one of its departments are going a change or revamping in any way. This might be one of the reasons why Alex is uncomfortable with this system of feedback because he was made responsible to restructure the marketing of two product lines. Definitely he might have used some measures or actions which brought out his tough, uncaring and ambitious personality traits which get accounted for in the feedback and can face repercussion for those temporary actions and behavior. Secondly, organization wide communication has to be undertaken by Landon to ensure that each and every member of the organization knows and understand well the concept. Employees cannot connect with this form of rating unless and until they perceive security and benefits for them. Raters should be chosen keeping in mind the surrounding network of the person being rated. Regular query handling session should also be incorporated by Landon to make sure that employees are positive towards this concept and do not feel that organization is using this tool as a means to kick them off their jobs. Question 2 360 degree feedback is a tool to modify behaviors of employees and align them with that of the corporate mission and strategy. The 360 degree feedback tool comprises of data and comments from senior level managers, immediate supervisors, peers, colleagues, subordinates and even some outsiders. In such a case, one category of judgment and providing feedback for is the behavior and routine actions of the employee being rated which is commented upon by all categories of raters. Decision making and other actions are observed and judged only by supervisors and authority people, but behavioral patterns are something which find place in the comments and feedback of all the raters. In the case of Alex, his 360 degree feedback report contains more of behavior based comments than leadership, management, motivation and such other business oriented details. Though he is touted as a person who is very committed, works up to the minutest detail, agile and always ready to learn, the comments implicitly highlight his shortcomings as a motivator, leader and person who can manage a team well. The feedback generally relate to his personal strengths and how he manages himself. However, what he asked for as the leader of product division and what he actually is doing seem contradictory to each other. Being the product manager, he is entrusted with the task of making people under him understand the details of work, getting some sort of autonomy in exercising their decisions, freedom and initiative to act on their own and most importantly, delegating work to his team members. However, his subordinates are sick of the fact that Alex does everything alone and is so much of workaholic that he does not even care about personal feelings and commitments of others. He holds pride of himself for being too knowledgeable and because of this, does not give his team members their share of appreciation and acknowledge their contribution. Alex is in the habit of blurring his work-life balance but he is too fast paced that he refuses to understand that every person is not the same when matter of work and life comes up. For him, a person who cannot spare his personal hours for some deadline lacks commitment. As such, he in a sense cannot get the psyche of his team members and tries to finish the task himself if any such condition arises. This is not the characteristic of a leader or motivator. A motivator knows about the traits and working patterns of his subordinates and tries to coordinate them all on the basis of what they want to do and how. Alex is doing just the reverse where he wants to control people and dictate them his terms and conditions to work where he is not concerned even about other people’s personal commitments, comfort level and work timings. Question 3 The way Alex has responded to the overall process of 360 degree feedback clearly highlights shortcomings in the process and the manner in which Sam Glass is handling it. This kind of attitude shown by Alex does not ensure that this method can proceed any further for better. As such, it needs modifications. Alex is a person who is very ambitious, open to learning, daring and ready to accomplish any objective, irrespective of any timings, hurdles or cooperation from team members. He is not into the habit of getting commented upon by his subordinates because he feels he is doing great in whatever he does. ‘He governs the activities of others and not others govern him’ is his mindset. This philosophy of Alex has stopped him from accepting the actual purpose and meaning of 360 degree feedback tool. He is not ready to accept the difference between his self portrayed image and real self which is observed and rated by others. Lack of proper knowledge and awareness of the implementation of this tool has worsened the situation for him and Sam Glass. In an effort to better things out, Glass first needs to clear his own concepts regarding overall 360 degree feedback process because he will be acting as a mentor, coach and counselor to Alex in making him realize, understand, accept and recognize the comments of people he has received. Because of his unawareness of the use of this tool and not being in the habit to get rated by peers and subordinates, he has become more of de-motivated than actually feeling optimistic about it. As mentioned by Sam Glass, Alex thinks that “feedback will be less than honest or tainted in some way.” (Greiner & Collins 3) To make things move forward, Glass has to first take Alex into his confidence that this tool has nothing to do with any of the negatives or fears employees are afraid of. He has to be explained of what the organization is planning to achieve from 360 degree feedback and most importantly, Alex has to be made realize that he has more responsibilities to undertake and fulfill as an efficient leader and motivator. He lacks the qualities of a proper manager who delegates, has trust in his team members and knows how to get things done. On the contrary, he wants to do everything alone and get personal credit for it. Such a psyche has to be done away with only through proper mentoring and counseling of Alex. Secondly, Alex has to be relieved of some of his duties of product marketing so that he can invest some time with Glass on discussing about his feedback report, what others feel and think of them and why do they feel this way. A complete personal assessment of Alex has to be undertaken with Glass assuming the prime responsibility of a mentor who will try to keep everything on track and do not let pessimism or negativity creep into Alex’s mind regarding any of the raters, his own behavior, traits or even the process. With such things in place, Alex would be in a better position to accept the incorporation of 360 degree feedback tool at Landon. Also, he might be thinking that he is the sole target of this process to highlight his shortcomings and short-tempered behavior. This mindset should be removed by talking to him and clarifying his doubts. Work Cited Greiner, Larry. E & Elizabeth, Collins. A day in the life of Alex Sander: Driving in the fast lane at Landon Care Products. Harvard Business Publishing, 2008. Read More