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- W2489798939 abstract "Moving beyond 360‐degree feedback, as part of its leadership development programme, Cadbury introduced an additional round of feedback i.e.– “720-degree” which includes input from a leader’s family and friends, as well as business colleagues including direct reports.It proved an integral part of Cadbury’s transformational leadership programme, which also saw leaders getting involved in long-term charity projects.Lee Sears, director of leadership Consultancy Bridge, who helped design the programme, referred to the 720-degree process as “the biggest catalyst in the whole process” for some participants. “A lot of people have aspects of their leadership capability outside of work that they just don’t realize,” said Sears.“The 720-degree approach gives people a very different view of themselves as leaders and individuals,” This allows leaders to not only gain a variety of views of their work roles but of their lives outside work. This also synchronized with a key part of the leadership programme which included participation in a long‐term charity project. By including outside views, leaders can potentially gain a bigger picture of how they perform as both leaders and individuals, inside and outside the organisation. Of course, although the feedback is anonymous, it soon became clear where close family had provided the inputs.The HRD report 2010 at Cadbury expected 155 of its international leaders to have gone through the programme by the middle of year 2010 which was effectively realized in the later part of the year. Key Words: human resource, performance, potential, Talent, employees, Training and Development" @default.
- W2489798939 created "2016-08-23" @default.
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- W2489798939 date "2016-07-31" @default.
- W2489798939 modified "2023-09-27" @default.
- W2489798939 title "An effective implementation of 720 degree Performance Appraisal –A Case study of Cadbury" @default.
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