Publication: 360 derece performans değerlendirme sisteminin insan kaynakları yönetim süreçlerine etkisi ve bir uygulama
Abstract
Performans degerlendirme, insan kaynaklarını yönetim sürecinin en önemli asamalarından biridir. Çünkü, bir anlamda performans degerlendirme süreci personelin istihdamı, egitimi, kariyer basamaklarındaki yeri, verimliligi vb. bir çok degisken üzerinde geri bildirim saglamaktadır. Geleneksel performans degerlendirme sistemi; tek boyutlu isleyen, yöneticinin personeli degerlendirdigi bir süreçtir. Özellikle, bu süreçte degerlendiricinin deger yargıları, duyguları devreye girmekte, objektiflik ve ve güvenirlik konusunda süpheler ortaya çıkmaktadır. Bu anlamda açıklık, katılım, güven, objektiflik önemli performans degerlendirme kriterleri olarak ortaya çıkmaktadır. Tek kisinin degerlendirme yapmasından kaynaklanan hataları en aza indirmek amacıyla son yıllarda degerlendirme sürecine birden fazla kisiyi katan 360 Derece Performans Degerlendirme yöntemi gündeme gelmistir. Çalısanların performansı hakkındaki bilginin çalısan ile farklı iliskilere sahip birçok degisik kaynaklardan toplamanın amaçlandıgı 360 derece geribildirim sistemi, simdiye dek uygulanmıs degerlendirme sistemlerinden farklı bir tablo çizmektedir. Herhangi bir seviyedeki çalısana yönelik performansı belirlerken, merkezinde çalısanın kendisinin oldugu bir 360 derece iliskiler grubunun görüsü alınarak performans havuzunun olusturuldugu 360 derece geribildirim sistemi, ortam ve çalısanlar gerekli egitimlerden geçirildigi ve optimum sartlar saglandıgı takdirde; Çalısanların performansının iyilestirilmesine yönelik çok yönlü bir geribildirim saglamak, çalısanlar ile müsteriler arasındaki iletisim seviyesi hakkında bilgi vermek, sirket içinde kisisel iliskilerin gelismesi dogrultusunda zemin hazırlamak, çok sayıda degerlendiricinin katılımını saglayıp sübjektif degerlendirmeleri en aza indirmekçalısanların yaptıkları isin çevredekiler tarafından nasıl algılandıgını görmek, amirlerin çalısanların kabiliyetleri ve yeterlilikleri hakkında daha genis bilgi sahibi olmalarını saglamak gibi avantajları beraberinde getirir Tez çalısmasında yapılan uygulamanın amacı klasik degerlendirme sisteminden 360 derece performeans degerlendirme sistemine geçen bir firmada 360 derece performans degerlendirme sisteminin kurulması,uygulama süreci ve insan aynakları yönetim süreçlerine etkilerini incelemektir. 1000 çalısanından 250 sine 360 derece performans degerlendirme sistemi uygulanan firmada,uygulama sonucunda insan kaynakları yönetim süreçlerinin her birinde sistemin etkileri gözlemlenmis,spesifik olarak da ücretlendirme ve egitim ihtiyaçlarının belirlenmesi konusunda sistemden etkin olarak yararlanıldıgı görülmüstür. Uygulama yapılan firma toplam yönetim kalitesini amaç edinmis ve is süreçlerinde takım çalısması uygulayan bir yapıdadır.360 derece performans degerlendirme sistemi ,çalısanların isi nasıl daha iyi yaparız sorusuna cevap bulmak için görüslerini belirterek yönetime katılımını saglamıs ve ortaya çıkan öneriler sonucunda proje grupları olusturulmustur. Tez çalısmasında,uygulama yapılan firmada 360 derece performans degerlendirme sistemine geçiste, tüm çalısanların görüslerinin alındıgı ve çalısanların süreçle ilgili bilgilendirildigi gözlemlenmistir. 360 derece geribildirim sisteminin Dünya’daki uygulamalarında da odak noktası ve sınırlar bastan itibaren tam olarak belli olmaz ise, uygulamanın çalısanların kötü tepkileri üzerine çekebildigi, katılım azalttıgı ya da objektifligin kaybolabildigi gözlenmistir. klasik degerlendirme yöntemi olan amir degerlendirmesinden birdenbire 360 derece geribildirime geçiste, özellikle degisik seviyelerdeki liderlerin dirençlerini, yeni sisteme geçisi ne derece kabul edeceklerini önceden kestirmek ve gerekli tedbirleri almak gerekmektedir. Bu tip zorlukların sonradan meydana gelmesini önlemek için,tüm katılımcıların konuyla ilgili çok iyi bilgilendirilmesi ve motive edilmesi, egitim seviyesi ve motivasyonu en iyi durumda olan departmanı ya da departmanların pilot uygulamalar için seçilmesi, Geçis sürecinde tüm bilesenlerle degil, sadece ast ve üst gibi bir bileseninde amirlerin mutlaka yer aldıgı ikili bilesenler kullanılması (bu durumu 360 yerine 180 derece geribildirim olarak nitelendirebiliriz), basta degerlendirme sistemini tüm kademelerde aynı anda uygulamak yerine üst kademeye yakın kademelerden birisinde pilot uygulama baslatılması olası problemlerin önüne geçmek için yapılması gereken baslıca olgulardır
Performance assessment is one of the most important processes of human resources, because, the process provides feedback on lots of variations such as employment, training, position on career steps and productivity of the personnel in some context. The traditional performance assessment system runs in one dimension and is a process which the manager assesses the personnel. Specifically, the value judgments and feelings of the assessor become active and doubts arise with regard to objectivity and accountability. In recent years, 360 degrees Performance Assessment method which adds more than one person to the assessment process came into use in order to minimize the errors arising from the assessments performed by one individual. The feedback system which aims to collect the information about the employee from various sources having different relations with such employee has a different construction compared to other assessment methods used until now. The 360 degree feedback system used for the determination of performance of the employee in any level in which a performance pool is built by requesting the opinions of employee-centered 360 degree relations group, if the method performed under optimum environment and with trained employees, it has the advantages such as providing a versatile feedback for the improvement of the employee’s performance, giving information about the communication level between the employees and customers, providing grounds for the development of interpersonal relations within the company, minimizing subjective assessments by providing the participation of a number of assessors, helping supervisors for having a broader information about the abilities and competencies of their employees. The purpose of the implementation made within the thesis is to examine the setup, application process, and influences to human resources processes of 360 degree performance assessment system within a company replacing the classical assessment system with 360 degree performance assessment system. 250 of 1000 employees were subject to 360 degrees performance assessment system within a company; and the affects of the system were observed in each of management processes of human resources; and it was specifically seen that the system is efficiently utilized with regard to determining wage and training needs. The company in which the implementation was carried out has a target of total management quality and has a construction using teamwork. 360 degrees performance assessment system provided the contribution of employees to the management by asking the question “How can we work better?”; and project groups were established in the light of emerging opinions. In the thesis study, during the transition to 360 degrees performance assessment system of the company in which the implementation was carried out, it has been observed that opinions of every employee was collected and the employees was interested in the process. In case the focus and limits of 360 degrees performance assessment system is not entirely defined, it has been observed that, also for other implementations around the world, negative responses can be made by the employees, the participation can decrease of the objectivity can lack. During the sudden replacement of classical assessment system, namely supervisor assessment, with 360 degree feedback, it is required to predict the resistance of leaders in various levels and to what extent they will agree the replacement and to take necessary measures. In order to prevent later challenges of such difficulties, precautions such as all of the participants related with the issue being well informed and motivated, one or more departments with the best training level and motivation being elected for as pilot implementations, using dual components with the participation of supervisors in components merely with the supervisor and the subordinate in the transition process instead of the entire components (we can call the situation 180 degrees feedback instead of 360), using a department close the top management as pilot instead of implementing the assessment system in all of the levels in the beginning are primary actions for avoiding problems likely to happen.
Performance assessment is one of the most important processes of human resources, because, the process provides feedback on lots of variations such as employment, training, position on career steps and productivity of the personnel in some context. The traditional performance assessment system runs in one dimension and is a process which the manager assesses the personnel. Specifically, the value judgments and feelings of the assessor become active and doubts arise with regard to objectivity and accountability. In recent years, 360 degrees Performance Assessment method which adds more than one person to the assessment process came into use in order to minimize the errors arising from the assessments performed by one individual. The feedback system which aims to collect the information about the employee from various sources having different relations with such employee has a different construction compared to other assessment methods used until now. The 360 degree feedback system used for the determination of performance of the employee in any level in which a performance pool is built by requesting the opinions of employee-centered 360 degree relations group, if the method performed under optimum environment and with trained employees, it has the advantages such as providing a versatile feedback for the improvement of the employee’s performance, giving information about the communication level between the employees and customers, providing grounds for the development of interpersonal relations within the company, minimizing subjective assessments by providing the participation of a number of assessors, helping supervisors for having a broader information about the abilities and competencies of their employees. The purpose of the implementation made within the thesis is to examine the setup, application process, and influences to human resources processes of 360 degree performance assessment system within a company replacing the classical assessment system with 360 degree performance assessment system. 250 of 1000 employees were subject to 360 degrees performance assessment system within a company; and the affects of the system were observed in each of management processes of human resources; and it was specifically seen that the system is efficiently utilized with regard to determining wage and training needs. The company in which the implementation was carried out has a target of total management quality and has a construction using teamwork. 360 degrees performance assessment system provided the contribution of employees to the management by asking the question “How can we work better?”; and project groups were established in the light of emerging opinions. In the thesis study, during the transition to 360 degrees performance assessment system of the company in which the implementation was carried out, it has been observed that opinions of every employee was collected and the employees was interested in the process. In case the focus and limits of 360 degrees performance assessment system is not entirely defined, it has been observed that, also for other implementations around the world, negative responses can be made by the employees, the participation can decrease of the objectivity can lack. During the sudden replacement of classical assessment system, namely supervisor assessment, with 360 degree feedback, it is required to predict the resistance of leaders in various levels and to what extent they will agree the replacement and to take necessary measures. In order to prevent later challenges of such difficulties, precautions such as all of the participants related with the issue being well informed and motivated, one or more departments with the best training level and motivation being elected for as pilot implementations, using dual components with the participation of supervisors in components merely with the supervisor and the subordinate in the transition process instead of the entire components (we can call the situation 180 degrees feedback instead of 360), using a department close the top management as pilot instead of implementing the assessment system in all of the levels in the beginning are primary actions for avoiding problems likely to happen.