That it is important for Voltas to stay with 360-degree feedback is clear. For a company on the recovery path, the future of the Tata Group company might well depend on its ability in create a young crop of leaders. Which is why, this time, the tool is being seen as more than just a methodology for assessing peers and colleagues at the work place.
In the first phase, the feedback mechanism covered the top 72 executives at Voltas. According to Voltas chief manager, human resources, Niharika Davar: ``The 360-degree feedback tool has been implemented by various organisations in the country with varying results. We have modified the tool to make itefficient and productive for Voltas.'' Consider the key components of the modified tool to be implemented at Voltas:
Finally, the entire process is being kept confidential. Voltas has hired the services of Pune-based Pragati Learning Systems to help with the implementation. The Voltas HR department merely keeps track of the movement of the feedback forms and has no access to the feedback. ``The results of the feedback are confidential and the concerned leader is encouraged to share the same with his or her superior. This however is not essential to the process,'' says Oberoi.A phased approach
The six-month long phase one covered close to 72 leaders from among the ranks of vice-president and general manager and select positions in the company's senior management like heads of divisions, departments functions.
As part of the process, the leaders seeking feedback developed their own list of thirty raters from their subordinates, associates, peers, customers and seniors. Theassesses were evaluated on close to thirty parameters each, like: sense of direction, sensitivity to ideas, responsibility, ethics, relationship building capabilities, et al.
The completed forms were evaluated by the consultants at Pragati Learning Systems (PLS) who, in turn, submitted their reports to the concerned leaders. Based on the initial set of reports, PLS has now identified training and development needs for each of the 72 individuals.
``As a follow-up measure we have gone through a series of one-on-one counselling sessions with all leaders evaluated in the first phase,'' says Anu Wakhlu, director PLS. In these sessions, each individual develops a personal gameplan for strengthening weak areas--like team building skills or communication skills--identified through the 360-degree feedback.
``The one-on-one counselling sessions also offered an opportunity for us to learn of the various issues leaders had with the organisation,'' says Wakhlu. Recently, the company embarked on a series of workshopsbased on the results of the initial feedback and counselling sessions. The workshops have also been used as a means of discussing issues raised by the leaders. Leaders along with cross-functional teams formed with raters, get together to decide the expectations of the internal customers.
Subsequently, the company has zeroed in on two sets of goals that need to be worked on: individual goals and organisation goals. To monitor the results of the counselling programme and the two sets of goals, the company will implement another 360-degree feedback for the 72 executives in November this year.
The learning curve
Implementing the tool at Voltas has been a daunting task. Says Wakhlu: ``With the average age of the leader being rated, in the 50 to 55 bracket, we had to deal with a very experienced lot of people.'' Resistance to change and a defensive attitude were therefore quite commonplace.
In addition, owing to the mammoth size of the organisation, there were inadvertent delays in implementing themechanism in the first phase.
To start with, the number of raters per individual proved to be far too large. Moreover, certain obvious areas have emerged where delays can be avoided in implementation. Drawing lessons from the experience, the company now plans to execute phase two of the process within two months. This will be done by:
PSL will submit its feedback report within 15 days as opposed to the two months taken during phase one.The company has also developed a Leadership Excellence Achievement Plan (LEAP) based on the first set of feedback, with the objective of increasing the effectiveness of leaders in the organisation.
However, it is a long road ahead for the Rs 1,369-crore air-conditioning major. As Eicher Consultancy Services Limited's chief consultant S V Sukumar warns, ``The process has been reduced to a mere fad in case of most companiesowing to a lack of openess in the give and take of feedback. Further, the objective of the process has to be clear and translated to the specifics in the case of each individual.''
The message is loud and clear for Voltas.
The company will have to do its best to tackle the barriers to communication and fight the resistance to change as it embarks on phase two of the process.
Copyright © 1999 Indian Express Newspapers (Bombay) Ltd.
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