The LAMAS-360 Process

The essence of 360° performance appraisal systems is that feedback is based on multiple distinct perspectives. Supervisors, peers, subordinates and customers place unique demands on a ratee, and can vary substantially in what they see as good and poor performance. Rather than rely solely on supervisors or any other single rater type, multisource rating systems paint a more complete picture about a given job and an individual’s performance in that position, as seen from diverse perspectives.

When developing customized 360° performance appraisal systems, it is recommended that an organization conduct a comprehensive competency analysis in order to determine which competencies are most critical to the job being performed by the individual ratee.

Our Approach

Effectively measuring employee performance begins with the identification of critical competencies that contribute to organizational success.  CorporateSurvey.com has partnered with Dr. Robert Tett, an accomplished Industrial/Organizational Psychologist, who is a leading contributor in the field of competency and 360-degree performance assessment.  The Leadership & Management Assessment System (LAMAS) is a 360-degree performance management tool designed to assess employees across 63 distinct leadership and management competencies.

Based on review of over 50 years of research on managerial and leadership behavior, and the expertise of over 100 members of the Academy of Management, these distinct competencies were identified as central to effective leadership and management in various levels, functions, and industries.

Competency Ratings and OAS (Optimality Appraisal System)

Optimality: Most performance feedback systems assume that more is always better. Few competencies actually fit this assumption. An “optimality” approach takes advantage of the fact that the ideal level of a given competency varies from job to job. Performance is highest when the individual’s actual competency level matches the job’s ideal level.

• The OASys approach clarifies that it is possible to underperform as well as overperform a given competency, depending on the job. Those rated below the ideal level are underperforming and need to do more. Those rated above the ideal level are overperforming and need to do less.

• Example: Some managerial jobs call for high Assertiveness and others for low Assertiveness. Being moderately assertive would be seen as underperforming in the first job and as overperforming in the second. Developmental feedback would vary accordingly.

Criticality. Leadership and managerial positions vary a great deal in what competencies are important. The first step in the OASys process is to identify the most critical competencies, those that matter most when the individual’s actual competency level fails to match the job’s ideal level. Individuals are later assessed on only the most critical competencies.

Diagnostic & Directional Feedback. All 360° performance management systems allow feedback from multiple perspectives (peers, boss, direct reports). The availability of 63 distinct competencies permits unparalleled specificity in terms of what an individual is doing well and where development is needed. The optimality approach goes even further by clarifying the direction of needed change: more of a given competency in dealing with underperformance and less in dealing with overperformance.