What Is 360 Degree Feedback?

360 degree feedback collects observations about a person’s work from several perspectives, commonly their manager, peers, direct reports and the person themselves. Different reviewers see different parts of the role.

It can highlight strengths and development needs that one manager would miss. It is not a complete picture of a person, and an average score is not an objective verdict.

An annual appraisal usually compares the employee’s work with agreed role expectations and objectives. A 360 exercise adds views from people who work with them, often focused on observable behaviours.

The two can inform the same development conversation, but explain their purposes clearly. Reviewers should know whether their responses are for development or will inform other decisions.

Select people with recent, relevant experience rather than simply collecting the largest possible group. A peer may see coordination and reliability; a direct report may see clarity and support.

Let reviewers select “not observed”. Forcing a score from someone without direct experience adds uncertainty, not insight.

Explain who will see responses, how names will be handled and what will appear in a summary. Removing names does not guarantee anonymity: a unique situation or very small group can identify a reviewer.

Do not make promises your actual process cannot keep. Decide how comments will be reviewed and shared before invitations are sent, rather than after sensitive responses arrive.

Compare perspectives and examples. A difference between self and others can start a conversation, but it does not by itself show who is right. Reviewer groups may have different opportunities to observe the behaviour.

Avoid presenting fictional scales as validated psychometric assessments. The resources here provide practical prompts, not a diagnostic instrument.

Discuss the summary with the person receiving feedback. Agree one strength to continue and one or two changes to try, with support and a review date.

The exercise is useful when the person can understand and act on the feedback. A long report without a conversation or follow-up leaves the hard part unfinished.

• Center for Creative Leadership: implementing a 360 feedback initiative