360 feedback template

Do not send every question to every respondent. Give managers, peers and direct reports a short set that matches what they can actually see. Eight to twelve questions is enough.

Run the form with 360 feedback software if you want reusable questions, response tracking and optional anonymity. 360° feedback is a supporting use case in Appraisal Software, not the main product.

• What should this person continue doing because it helps the team?
• Where do they need clearer direction, decisions or follow-through?
• How well do they set priorities when the work competes?
• What is one specific example of strong management from this period?
• What is one specific example of a gap from this period?

• How easy is this person to work with on shared work?
• Do they share information in time for others to use it?
• When work is difficult, do they help or do they protect their own task list?
• What should they keep doing?
• What should they do differently?

• How clear are you about what your manager expects?
• Do you get useful feedback during the year, not only at review time?
• Does your manager make time for you when you need a decision?
• What does your manager do that helps you do the job?
• What would you like your manager to change?

• How clearly does this person explain what they need from others?
• Do they listen, or do they wait to speak?
• How well do they handle disagreement without making it personal?

• Do people know what good looks like after speaking to this person?
• Do they take responsibility when something goes wrong?
• Do they give credit for other people’s work?

• Do they consider the effect of their work on the rest of the team?
• Are they reliable when someone else is depending on them?
• Do they help new colleagues get up to speed?

• What is the one change that would make the biggest difference?
• Give an example from this period, not a general trait.
• What would you notice in three months if this improved?

Tell respondents, before they start, whether their comments will be named. Peer and direct-report answers are often more useful when they are anonymous in the shared report. Manager comments are usually attributed.

Share a summary with the employee, not a dump of every line. The aim is a useful review record, not a pile of comments.