You can lord over your boss!

NEW DELHI: It’s the ultimate reality check for the bosses. The traditional concept of employee assessment — a one-way street where managers evaluate their subordinates — is being shaken and stirred. India Inc is increasingly opting for a 360-degree feedback tool, which allows a multi-tier assessment of an executive, not just from his boss but also from his peer group and juniors.

Maruti, Wipro, Raymond, Godrej and HCL, among many others, have already adopted this system. Companies use the feedback system to map competency level of their managers under different heads like leadership, managing relationships and conflict management etc. In most cases, it is internal, but some companies also incorporate clients who are in direct contact with a manager to get a feedback on him.

The use of 360-degree feedback is not new in India. Some prominent companies started implementing it in the mid-1990s. With the corporate sector waking up to the need to develop a class of potential leaders within the organisation, the all-encompassing feedback tool is increasingly finding takers in India. The tool is also penetrating the lower rungs.

Says SHL India managing director YVL Pandit: “It is like showing a mirror to an executive, which has both positive and critical sides. Even as the assessment system can be used for employees at all levels, companies usually use it as a development tool for their senior management.” SHL develops employee assessment tools. HCL Infosystems is currently using the feedback method for senior managers and is planning to bring all managers under it this year. “We use it as a tool to make our managers aware of their competency levels and highlight areas that need improvement,” says HCL Infosystems VP (HR) Vivek Punekar.

Maruti Udyog (MUL) implemented the 360-degree approach in association with consultancy firm Ernst & Young. According to MUL chief general manager (HR) SY Siddiqui: “The critical areas for implementation of this tool is to assure respondents that their responses will remain confidential, and convincing the person receiving feedback that this is only a development tool.”

Mr Siddiqui, however, adds that it gives a great sense of empowerment to junior employees.

While feedback is primarily being used as an input for leadership development programmes, it may not be the endgame. Subordinates can partly influence their superiors’ increment and have a say in his promotion as well.

Asim Handa, country manager of recruitment firm Futurestep, says: “The HR tool has two elements. It is used both as a development tool as well as an input for appraisal, which later decide increment.” He cites the case of his own parent company, global executive search firm Korn/Ferry, where the 360-degree assessment is used during appraisals to decide increments.

As the human resources head of a large consumer goods company put it on conditions of anonymity: “Like all other companies, we are using 360-degree assessment system as a development tool for managers. This is the first step. In future, we would extend it to appraisal, which would reflect on increments and promotions.”