Assignment 16
360 Degree Feedback at Prima de Vera (PDV)
Case Overview
Prime de Vera was started in 1997
A team of 10 dedicated Consultants slowly built a reputation over the next five years,
gaining various repeated assignments
After a success in the mass market the team soon decided to move into the niche segment
Soon the team size grew to accommodate that they developed robust systems for employee
development and mentoring
In 2010 the team realized that due to multiple swapping of consultants, they were failing to
provide a focused recommendation
Also consultants were swamped with too many projects due to which their ability to provide
the focus on their personal learning enhancement, customers and mentoring their own staff
development was slowly dwindling
Focu0073ing on senior consultants, they launched a leadership development program to
enhance their analytical and people skills
It was conducted in 2 modules: : one week classroom inputs focusing on leadership and
functional knowledge, and three days in a development centre. Between the two modules,
there was a gap of four months. The participants completed a 360 degree feedback exercise
and the feedback was sent to them before the start of the second module
360 Degree Feedback
360 degree feedback operates on a premise that in work settings, a person gets one’s role-script
from multiple stakeholders. Hence, it is important that a person gets feedback from multiple
stakeholders who have expectations from him or her that to what extent one has been able to meet
their expectations.
It is in this context that 360 degree feedback helps a
person to examine the feedback from one’s team
members, peers, reporting superiors and feedback
from self. One can also compare 360 degree feedback
for self from multiple stakeholders with feedback for
relevant others who are in similar positions, playing
similar roles. Further, a person can examine the
congruence in feedback from multiple members of
one’s role-set.
44 participants participated
Four versions of the 360-degree feedback were installed on the institute’s website.
A total of 355 responses were received within 20 days
The questionnaire had a set of 48 statements and a few open-ended questions.
Nine scales were identified with the help of Principal Component Analysis using Varimax
Rotation
The evaluation provided pieces of evidence about the leadership aspects with which
employees already know and also things they are not aware of.
Results can be used to develop a learning program for future improvements and growth
The 360-degree report provided a lot of data about the existing organizational culture and
the aspects which need to be changed
Problems identified with Rakesh
Rakesh is not fully engaged with the team, peers or senior management. Rather he tends to
stay in his comfort zone rather than initiating interaction with others .
Rakesh has made himself unapproachable for his team to some extent
Rakesh needs to build a strong rapport and proactively engage himself towards clients,
peers, his team and senior management
Plan of Action
He should reach out to his senior management and seek mentorship and guidance with
them.
Improve pressure handling abilities and not let his work get affected by it.
Interact more with his team. Engage in some fun trust building activities which will help
employees feel more comfortable reaching out to him.
Be more empathetic towards his team. Organize informal meets with them and have
conversations which will help him understand better.
He ought to investigate different areas and expand on his solid organization in the field he is
best in so he can effectively change over an ever-increasing number of customers and, with
the assistance of networking can break best offers, keeping customers fulfilled
simultaneously towards acquiring more customers and keeping them fulfilled.
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