Jessica Bowers XXXXXXXXXXSunday Nov 8 at 11:54am Assessment in business and organization has been organized into categories that can be identified by degrees, like the degrees of the circle and are...

Jessica Bowers

Assessment in business and organization has been organized into categories that can be identified by degrees, like the degrees of the circle and are delineated according to the people involved in the appraisal. 90 degree assessment only include the input from one perspective, usually the manager. 180 degree appraisals incorporate two perspectives and can be administered by the employee who evaluates themselves using an assessment tool and discusses the results with a manager, or by both the manager and the employee completing an assessment tool and comparing the results.180 degree assessment can highlight hidden strengths, potential blindspots and create awareness for the employee about their competencies in the workplace.

According to Hogan and Kaiser (2010), the Hogan Personality Inventory, the Myers-Briggs Inventory, Eysenk Personality Inventory and the California Personality Inventory are common tools used for 180-degree assessment in business, and would all be considered personality assessments. These are completed by the individual being assessed, but could also be completed by a member of management to create a comparative picture of the individual.

The US Patent and Trademark Office (USPTO) has developed a 180 leadership assessment tool that can be utilized by anyone for an opportunity to experience a 180-degree assessment at work (Morrel-Samuels, 1998, United States Patent and Trademark Office n.d.). The 180-degree assessment is derived from U.S. Office of Personnel Management (OPM) Executive Core Qualifications and USPTO-specific competencies. The assessment collects data from the individual and their supervisor and is scaled to assess individuals based on their current leadership level. The competencies measured depend upon the level of leadership assessed. For example, senior leaders are assessed for vision, entrepreneurship, and innovation, while emerging leaders team building, interpersonal skills, and flexibility, among other measures. As a tool, the competencies are broken down into specific observable behaviors that contribute to the competency, which allows the assessment tool to be more objective and creates a map for actionable items to improve in any category. The behavioral basis of the tool is a strength for its application and accessibility.

180-degree assessments are beneficial in that they are simple and easy to administer, with relatively low expectations for resources and they provide feedback and awareness to employees about their interaction with their workplace environment. The drawbacks of 180-degree assessments include a high potential for bias in the individual evaluating themselves and potential for negative reactions or interactions from the supervisor during the process. 180-degree assessments also have the potential to lack clarity and objectivity in the competencies that are measured and may not be action-oriented tools if they are not connected to an individualized improvement plan.

Hogan, R., & Kaiser, R.B. (2010). Chapter 4: Personality. In Scott, J. C. & Reynolds, D. H. (Eds.).Handbook of workplace assessment. Retrieved from
https://redshelf.com(Links to an external site.).

Morrel-Samuels, P. (1998) U.S. Patent No. 5,795,155. Washington, DC: U.S. Patent and Trademark Office.

United States Patent and Trademark Office Leadership Assessment. (n.d.). Retrieved November 08, 2020, from http://www.humtech.com/USPTO/USPTO_LA/menu/index.htm

Maggie Lavey

Hi all,

When analyzing people within organizations performance reviews offer an opportunity for reflection, improvement, and feedback. In order for organizations to stay competitive with changing times assuring employees are adhering to top performance is essential and a review is one way to facilitate this goal (Scott & Reynolds, 2010). Following will be a brief review of a 180-degree performance review detailing the competencies the assessment aims to measure. Next, the type of assessment will be identified with two advantages and disadvantages of this type of assessment.

A 180 degree performance review aims to provide feedback of an employee’s performance given by an immediate manager, fellow peers, and possibly clients in certain scenarios (Kenjo, 2020). Results are compared to self-assessments of perceived competence in the same categories then compared to those from others (Slefstir Limited, n.d.). Competencies that are examined can be determined by the organization via content of the performance appraisal. Typical competencies to measure are professional skills , behaviors that are complementary or need improvement to align with the organizational culture, and overall performance of an employee form a variety of perspectives. This type of assessment is more of a personality and skills assessment of performance. The 180 degree performance appraisal is one of the most commonly used formats among organizations (Kenjo, 2020). An advantage of this type of assessment is the ability to enhance a company culture of professional growth while setting new objectives (Kenjo, 2020). Another advantage is to provide individual feedback on what an employee is doing well and noted areas of growth. As mentioned by Scott & Reynolds (2010) people often think of their performance as better than it really is. The 180 degree performance review offers an outside view, whereas a person otherwise may not realize they need improvement. A disadvantage of this method is the ability of bias on behalf of the reviewers and not being able to see the employee in a variety of situations thus creating a narrow view of the person for feedback purposes. A reviewer would ideally have worked with the employee for a number of years in a variety of settings to offer a more comprehensive view of performance. Another disadvantage of the 180 degree performance review is that it holds limitations for higher ranking employees given limited numbers of others at the same level or interaction with external clients (Kenjo, 2020). This would limit the number of reviewers which would impede the feedback for higher level employees. A main difference of the 180 degree performance appraisal from the 360 degree is the admission of subordinate employees as reviewers.

Kenjo, GmbH. (2020)
Stay up to date with the latest HR trends.
https://www.kenjo.io(Links to an external site.)

Scott, J. C. & Reynolds, D. H. (Eds.). (2010).Handbook of workplace assessment.
https://redshelf.com(Links to an external site.)

Selfstir Limited (n.d.)
What is a 360 or 180 degree feedback?
https://selfstir.uservoice.com/knowledgebase/articles/53769-what-is-a-360-or-180-degree-feedback