The Philanthropic Team Builder

Part A

360-degree feedback process

Working and learning go side by side, there is a lot of individual learning that goes with the job. Managers keep reviewing the pace of individuals to provide them with useful feedback and help them to change the direction as they develop, or as the organisation keeps innovating and developing with the changing trends. In the above case scenario, the system through which the project engineering company assigns its staff from various domains to client-based projects is a good step. However, the performance assessment issue that some employees who have just begun with the project face while dealing with their project leaders is valid. The 360-degree feedback process will help in the performance evaluation system, as it will get various perspectives of evaluating one’s performance through internal and external sources like peers, sub-ordinates, customers and suppliers other than the performance appraisal system itself. This helps the managers to plan and map out specific paths within their development. The main characteristics of a successful 360-degree feedback system are that before commencing with it, its purpose and positioning should be clearly defined. The survey questions within the system should be according to the organizational setup and culture. This survey should not be more than 50 to 60 items and the questions should be focused and targeted. Other than this, there should also be a plan for feedback delivery, which the participants should also know. Like for high-level leaders one on one coaching is better with an external coach while for mid-level managers and individuals there should be a group feedback session where they could share whatever they have analysed (Bennis, 1994).

For the project at this company, the 360-degree feedback system can be applied making sure to obtain acceptance of the employees over it. It is important the system of the company should be consistent with the organizational culture and reveals well the benefits of 360 degree feedback. The rating instruments should also be valid and reliable. The raters should provide accurate ratings while promoting a participative environment in which rewards are given to individuals effectively. The two major issues, which can prop up in a 360-degree feedback system are that managers do not own the 360-degree survey; they think it owned by the HR. If they do not believe in the process and how its outcomes can impact their business, they cannot produce wonders out of it and this will lead to low 360-degree scores. Another issue is that when the employees see that the managers and the top management are not eagerly participating in the process they would feel that the decisions taken are totally unfair (Connor, 1992).

Effectiveness of Team-Based Reward System

XYZ Ltd. pays its employees a team based bonus reward