360 Preformance Appraisal Form Format

Topics: Management, 360-degree feedback, Leadership Pages: 6 (1113 words) Published: May 5, 2013
360 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
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


II Second Level of 360 Degree Appraisal
(To be apprised by Sub-ordinates):

Excellent05 - 4.5 Have fullest Satisfaction and understanding Good4.5 – 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
11. 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.
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