Case 1: Application of 360-degree Performance Evaluation in Purdue Resource Management Company

Purdue Resource Management Company in the United States has nearly 1000 employees. The old performance appraisal system lacks clear appraisal standards and cannot guarantee the fairness and impartiality of implementation. In the old evaluation process, employees didn't know what the company expected of them. It is the internal competition of any effective incentive system to find outstanding employees through assessment and give them corresponding rewards. The purpose of performance appraisal in many companies is to motivate employees. However, there are always managers or employees who think that performance appraisal is a necessary but fruitless and annoying process. This was the case of Purdue Company before the reform of 1994. As a result of the reform, performance appraisal is no longer just a system of grading employees, but also an important source of information feedback for employees. Every year, all employees sit down with their superiors to discuss their personal goals for this year. Therefore, the performance appraisal system has actually become an important coordination tool. For example, in Purdue, teamwork is becoming more and more important. In order to promote cooperation among employees, the company has formulated a policy that requires all employees to answer a series of questions as team members. Similarly, in the performance appraisal, not only the superior should evaluate, but also colleagues and subordinates should evaluate. It may be more economical and time-saving to rely only on superior evaluation, but 360-degree performance evaluation is very valuable for companies with important team operations. In addition, increasing the number of examiners will improve the accuracy of the assessment.

Many other companies have used similar evaluation techniques. For example, in a rapidly changing environment, it is a very effective policy for companies to set goals for employees in the second year. But if the same measures are applied to a company with a stable environment, it would be too wasteful and a bit stupid. In fact, such a company can completely turn these goals into fixed job descriptions. On the contrary, employees and their managers of companies in a transportation environment know best what has changed and how to adjust their goals to adapt to the new environment.

Case 2: Application of "360-degree Evaluation Feedback" of Anton Petroleum [1]

Anton Petroleum Technology (Group) Co., Ltd. was established in 1998, with its headquarters in Beijing and Dubai. Is a professional oilfield technical service company listed on the main board of Hong Kong Stock Exchange, and is a high-tech enterprise with core competitiveness, vitality and sustained and rapid development.

Despite the global financial crisis in 2009, Anton Oil has maintained good performance growth and established a relatively rich talent reserve system through rapid expansion and acquisition. However, the financial crisis made Luo Lin, CEO of Anton Oil, clearly realize that the prerequisite for the sustainable development of enterprises is to continuously increase their innovative ability, and the key to improving their innovative ability lies in talents. Therefore, Anton Oil regards "talent strategy" as the company's long-term development strategy.

Li Bingnan, executive vice president of human resources in Anton Petroleum, began to consider establishing a leadership development system, focusing on developing, retaining and cultivating the company's core talents. After repeated argumentation, it became Li Bingnan's final choice to establish a set of "leadership development system" of Anton Petroleum with the help of "360 evaluation feedback system". Li Bingnan clearly realized that in order to make the 360-degree evaluation feedback system play its role, it is necessary to establish a talent management business process based on the whole organization. At the same time, Li Bingnan hopes that the service provider can provide an IT system to ensure the operation of this system. This IT system should be a flexible Internet architecture that can serve the actual situation of Anton Oil.

In the end, Beisen Evaluation will become the service provider of Anton Oil's 360-degree evaluation feedback system, and will also provide IT software services and consulting services for Anton Oil's 360-degree evaluation feedback. Before the establishment of 360-degree evaluation feedback system, Besson evaluation will be the leadership quality model of Anton Petroleum, which is also a basic system of 360-degree evaluation feedback. Knowing the workflow of Beisen evaluation, Anton Petroleum put forward the main points of establishing quality model: first, "the leadership model can be described in easy-to-understand language, which is easy for managers to understand and apply to practical work"; At the same time, Beisen's leadership model should also establish a supporting relationship with Anton Petroleum's business strategy and core values, so that the leadership model can promote the realization of Anton Petroleum's strategy.

Through interviews and reference to international benchmarking companies, Beisen Expert Group summarized thirteen qualifications of Anton Petroleum Leadership Model, and transformed the quality model into related items of 360-degree evaluation feedback system, so as to facilitate the implementation of 360-degree evaluation through Beisen 360-degree evaluation software.

Before the implementation of 360-degree evaluation, Beisen Evaluation trained relevant participants, made clear the significance of 360-degree evaluation feedback and evaluation skills and methods, and at the same time, the training will also guide participants to complete the evaluation with an "open" and "equal" mentality. Due to the flexibility of IT software, Anton Petroleum completed the data collection of 360-degree evaluation feedback in just two days.

Because of the flexibility of Besson 360, it is very convenient to analyze all kinds of feedback data through the background, and the system will automatically issue relevant analysis reports. At the same time, according to the actual situation of Anton Oil, Beisen Evaluation compiled the overall analysis report and team analysis report of Anton Oil's leadership by hand, and combined with the interview content, compiled a more detailed analysis report and promotion plan for some key personnel.

As an important goal of 360-degree evaluation feedback: to promote the top management of Anton Petroleum to improve their leadership level, accept it from the heart and start to change! Beisen implements "one-on-one tutoring" in Anton Petroleum. First, it conducted one-on-one interviews with participants based on the feedback data of 360 evaluation. After analysis, I wrote a personal analysis and promotion report. In the process of "one-on-one tutoring" with the examinee, it is a spontaneous job to improve the self-awareness of managers and leadership through the difference between self-awareness and evaluation results of others.