Mayur’s Turnaround: 360-Degree Feedback – Not One More Human Resource Process
Nautek International firm started its operations 30 years back. It was considered one of the best companies to work for. Its human resources department focused on developing talent for the future. Mayur Ranjan was a young achiever in Nautek International. He was selected for Nautek’s scholarship program, where he recieved a pre-placement offer from the company. He got multiple promotions in a short duration and he climbed the organization ladder really fast. He went on to become the youngest MD of the company. He was known to have strong work ethics and the ability to deliver results on time. His department was considered to be an outperformer, even during the time of recession. However, in the last few years his department was faced with high attrition and multiple internal recruitments were not giving good results. Mayur was known to have a short temper and people were terrified of his temper. Quite often, his peers had informally given this feedback, but he believed in different work values. As part of the performance management exercise, he was suggested to undergo a 360-degree feedback process, which he resisted very sharply, considering the process to be useless and one more HR(Human Resource) term which other people required rather than him. Later on Mayur came to know that it was being conducted at his alma mater and the company’s CEO also suggested his name, that made him agree to attend the program. Professor Ramakaran (Ramakaran), one of the most famous practitioners in the field of 360-feedback in India, was the program in-charge. He was also Mayur’s faculty earlier. He also had a talk with Mayur to convince him to come to the program. Mayur turned up at the program and he was furious with the way feedback was given. He believed the process was biased and he did not require it. He pointed out the multiple mistakes with people who might have given the feedback. He had a conversation with Ramakaran regarding the feedback which later on helped him understand few points in better manner. Things did not change drastically but were moving in positive direction. People started saying that he smiles now sometimes. He invited all employees in his department for dinner, interacted with them and also kept meeting them during lunch hours as and when possible. Sometimes he used to move out of his cabin and go and interact with team members in their cubicles. He had also started a mentorship initiative for the team members, but it was to be seen that how long the change would remain.
Later on, after 14 months of first 360-degree feedback, there was internal Organizational Culture Assessment Initiative (OCAI) where Mayur’s department got a very good ranking for camaraderie. Mayur’s department was one of the most popular departments for internal recruitment. Two years later Mayur’s department got the award for best culture and the team credited it to Mayur’s people oriented leadership and mentorship.
Case Positioning and Setting
This case study can be used in MBA Program in Human Resource Management course.
Following are the learning objectives of the case
- • To identify 360-degree feedback as a performance management and development tool rather than a performance appraisal tool.
- • To debate on the major biased views one can have towards Human Resource practices associated with feedback.
- • To have an insight into 360-degree feedback process.
- • To analyze the leader’s role in creating positive organization atmosphere.
- I. What is 360-degree feedback or multi-rater feedback?
- II. Why is 360-degree feedback one of the most popular tools in today’s corporate culture for performance development?
- III. What are the various myths associated with the feedback process?
- IV. What can be the alternative way of the making people agree to accept development directed feedback?
- V. ............................