The 180 assessment is an opportunity for the manager and employee to assess each team member’s performance and skills jointly. Follow us in this article and understand how.
Organizations are made up of people. However, these people need to work in an organized and joint way to achieve the organization’s macro goals. It is not enough to gather people in the same environment and hope that each one of them can draw their plans in isolation and thus achieve a common goal.
Indeed, the organization needs to intervene to understand the business objectives collaboratively and work towards the organization’s expectations.
In this sense, the human resources sector is responsible for attracting, selecting, training; and monitoring each talent, making it possible to deliver the best result and achieve the best professional performance through this monitoring.
However, to understand how much each employee can deliver. How it is possible to extract the best result, the human resources sector needs to continually assess these employees’ skills and performance.
After all, these publications will allow the organization to monitor the performance of its employees. In this way, understand investments will be paid to leverage their performance.
We’ve already talked about some of these assessments like 360 review, performance review, and performance review. So, in this article, we want to present another assessment tool for your company to offer your HR greater possibilities to manage the organization’s intellectual capital.
Follow it with us and discover the 180 assessment and its advantages in developing your company’s talents!
What is the 180 rating all about?
The 180 assessment is an assessment model carried out with the immediate manager and the employee. It aims to identify the employee’s skills and monitor their performance, thereby contributing to their performance development.
For this, it relies on the employee’s self-assessment and the manager’s assessment. Thus, considering which skills the employee has; which ones he/she needs to develop and which goals and objectives for the period were achieved. As a result, the manager and employee can view the employee’s performance in that period.
Therefore, the 180 assessment is a learning opportunity for the employee, as he and the manager discuss and score the assessment items.
As it is a more straightforward methodology, the 180 assessment can be applied in shorter periods to monitor; for example, the objectives of a PDI. In addition, it is an excellent way to implement a feedback culture, as it requires the manager and employee to analyze the evaluation result together.
Advantages of 180 Assessment
As mentioned above, the 180 assessment is a learning opportunity for the employee through exchanging ideas with their immediate manager.
Furthermore, one of its advantages is to promote a culture of feedback in the organization through meetings to analyze the evaluation results.
The application of the 180 assessment also has the advantage of improving the organizational climate; as it promotes a culture of transparency and employee guidance. Furthermore, identifying points for improvement makes the employee understand where he is and what places he can reach by improving his skills.
The 180 assessment also works as a motivational factor, directly interfering with your employee’s productivity. After all, it encourages dialogue between the employee and the manager, strengthens the bonds of trust between them, and increases the team’s commitment to the results to achieve.
If developing a high-performance team is one of the challenges for leadership and the human resources sector; the 180 assessment is a possibility for that to happen.
Through its application, it is possible to identify talents that already exist in the company. In addition to making employees aware of the importance of continuous improvement, which directly impacts the result of the entire team’s work.
The advantages are enormous, right? And it’s worth putting into practice. But how?
The application of the 180 assessment
The first step in applying a 180 assessment begins with communication. Next, your HR starts to work on the team’s trust through transparent and assertive communication; informing your employees about applying the evaluation in advance.
In this way, the employee can understand how the evaluation process works and resolve any doubts in advance.
Then establish a schedule for administering the assessment and publicize deadlines. In this way, your company encourages adherence, as employees and managers can organize themselves to participate in the process.
Soon after, the employee must receive their self-assessment; and be instructed to rate the items described therein.
The manager must also receive the employee’s evaluation, and it is essential to guide them to be as impartial as possible. And taking into account the employee’s performance at work, trying to avoid personal or prejudiced biases.
However, it must prepare the leadership to carry out a transparent and honest assessment. After all, the employee’s growth depends, to a great extent, on the perception of the immediate manager.
The items in the manager’s self-assessment and assessment must be the same so that both may have the opportunity to analyze the results at the time of feedback. Finally, together they draw up an action plan to develop points for improvement.
The 180 assessment is a methodology that makes it possible to monitor the development of its employees in shorter periods, thus ensuring continuous improvement and growth.
However, it is critical to emphasize that it should not use as a barometer for promotions; or departures from the team. After all, his vision is partial; and only considers the personal perception of the employee and the manager, which personal issues may contaminate.
In this sense, the 180 assessment is a tool that can use to monitor the fulfillment of the objectives of other devices in people management; such as the PDI or the goals contract.
Therefore, when inserting it into the performance evaluation processes of your employees, remember the importance of using other evaluation methodologies. However, that considers the perception of peers and stakeholders of the organization, such as the 360 assessment.