Interviewer: Is it right that you've moved on from top-down ____ appraisals to what you call 360-degree appraisals? Manager: No, we still have the more traditional top-down appraisals, but we're introducing 360-degree appraisals as well because they have different functions ... Interviewer: In what way? Manager: You have to think of 360 degree as a development ____ basically ... a trigger for change ... rather than a way of deciding if anyone deserves a ____. Interviewer: So how does it work? Manager: Well, in 360 degree, instead of just your boss appraising you, you have several different people giving feedback ... So ... we ____ a feedback form to everyone you come into contact with - your manager, your colleagues, people on your team, your customers, contractors, suppliers - obviously it depends on the type of job and the organization, but we try to involve as many different people as possible ... and with this kind of ____ rating, you end up ____ a more complete picture of how someone is doing in their job. Interviewer: And what do you ask them? Manager: We use a feedback form, with a scoring or ____ judgement system, asking them to comment on various different assessment ____ — job skills, abilities, attitudes, behaviour. Then you assess yourself using the same form to see how the two compare.... There are two important considerations with 360-degree appraisal. First, it has to be completely ____ ... that way you get much more honest answers from people. And secondly, you need to make sure suitable ____ is available when you go through the feedback results. Interviewer: So, at the moment, you don’t actually use it for appraising, performance? Manager: No, it works better as a development tool. We use it as part of our overall ____ management, a way of bringing about change, rather than assessing performance. Interviewer: Right. And does it really help change? Manager: Yes ... I had a new member on one of my teams recently ... I thought he was very communicative, very open, always said what he thought and I liked that. But when we did a 360-degree appraisal, the staff feedback was all negative, and he came ____ as domineering and forceful. As a result of this, he did change his behaviour ... and became more accepted by the team. And that’s what I mean about it being different from top-down appraisals — in that example, a top-down appraisal from me would have told him to carry ____ speaking his mind ... but it was the 360-degree feedback that made us aware ____ the need for change.

Business result Unit 14 Appraisals_text

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