sing 360 degree Feedback as a part of

cultural change

Experience

Sameeksha Gurav 90
Sandeep Banerjee 86

Annual turnover --- 20,000 Crores

1,00,000 employees
Present in 19 countries
19 business segments
Financial services, software, telecom, power generation
Fertilizers, aluminium, fibre, etc.

360 degree feedback as cultural

change
By understanding organisations
emerging business needs in which
how HR strategy fits in and how
360 degree feedback fit in as a
part of HR intervention

Historical Context
Promoter driven Organisation
Long serving Employees
Kinship Employment
Production Driven
Commodity business No
differentiation
Low Competition
High Profit
Fragmented Business Structure- no
unified command and control

Cultural elements
Elements
Loyalty
Respect
Hierarchy Orientation
Care
Empire Building
Top Down
Cost Focus

Implications
- Personal power
- Silence/Tolerance
- Slow response
- Forgiveness
- Turf Protection
- Low Empowerment
- Limited Innovation

Need For Change

Changing Economic conditions

Need to become customer Focused

Need for Innovation
Need for speed in decision making
Need to become Cost focus
Need to become Value oriented

Cultural needs

Seamlessness

Knowledge Sharing

Empowerment
Tolerance Of Dissent
Encouraging Ideas

Emotional Involvement Of People At All Levels

Learning/Development

HR Initiatives For Cultural Ethos

Policy Initiatives
Development Initiatives
Recognition Initiatives
Restructuring Initiatives
Diagnostic initiatives
Communication Initiatives

360 Degree Feedback

Approach

 Creating Awareness
About the feedback instruments
About its use as a development tool.

Approach

 Modelling at CHRD

rted from HR department then other departments.

cussions about positives and negatives of each person.

at department could collectively do to improve.

ation of climate that multisource feedback useful in self-development.

ation of literature for awareness among seniors.

Approach

 Voluntarism
Danger of compulsion
Asked for voluntary nominations to VPs

Voluntarism is a very important

facilitating tool for any change
management process.
Approach

areful segmentation and appropriate Linkages

- Linkages with other organisational policies
-Retirement policy
-Opportunity of being part of developmental exercise
-To seniors and successors for top positions

Approach

 Customization

- Choice of significant other superiors,

peers, subordinates and external partners
- Purpose to being openness, transparency
and comfort
- Feeling of trust and acceptance on the
outcome of the feedback process.

Approach

Workshops conducted by T.V. Rao and Uday Pareek

For feedback and counselling.

Impact

 Message
Presence of chairman in two-day workshops
Personal letter to senior managers and particular businesses
Even chairman found it Useful
Word of mouth publicity

Impac

 Development
Help from consultants
To identify strengths and areas for improvement

Impact

 Clarity of goal
Includes Chaiman, directors and profit centre heads
Role clarity between three senior most roles.

Impact

 New Initiatives
New problems noticed and solved.
Issue for delegation and Empowerment
- Task force was formed post workshop

Impact

 Communication:
Word of mouth publicity
Positive experiences shared

Impact

 Creative Dissatisfaction
& More Openness

Open and improvement oriented cultural transformation

Impact

Lessons Learnt

Voluntarism as a effective medium to bring change

Creating integrity in the system

Feedback to be dealt with sensitivity.

Climate setting for multi-rater feedback process.

Cascading- introduction in more levels

Willingness to experiment with caution and clarity

uture of 360 Degree Feedback

Flexibility of feedback
Choice of areas to be assessed
More structured follow up mechanism
More computerized connectivity

Dream to reach the level where

every
senior
manager
feels
comfortable in getting together his
significant others in a room and
receive feedback fro improvement.

Roles, Styles, Delegation and Qualities

RSDQ model

ROLES:Every manager in order to be effective has to

perform both transformation roles (leadership roles) and
transactional roles
STYLES:While effective managers recognize all the
leadership roles and perform them well, it is not only the
roles or activities that determine the effectiveness but also
the way in which
they are played.
Benevolent
Developmental
Critical Democratic
DELEGATION
QUALITIES:The model envisages that managers should
exhibit qualities of leaders and world-class managers

Highlights from interview of Dr. Santrupt B Misra, for NHRD

we consider employees as a Group resource

E-360 degree instrument Pratibimb
-This is an online 360-degree feedback tool to
heighten self awareness.
Managers receive feedback on group values, global
leadership competency and career stage
competency.

Values
Integrity
Commitment

Passion
Seamlessness
Speed
Being employer of choice

Keep Thinking..