Sample 360 Degree Feedback Surveys
The evaluation forms for employees at different levels will have a lot of overlap in some areas, but differ significantly in other areas. Listed below are some sample 360 feedback survey categories, with examples of how the assessment items might differ for senior leaders and non-managers.
Note that a complete 360 feedback evaluation form would likely include some additional categories.
Mid/Upper-Level Manager,
Organizational Leader
CharacterOrganizational Leader
- Eagerly pursues new knowledge, skills, and methods
- Knows own strengths and limitations
- Personally committed to the strategy
- Makes decisions based on business needs rather than personal agenda
- Self confident
- Open to feedback and criticism
- Avoids negative politicking and hidden agendas
- Willing to take a courageous stand
- Trusts others appropriately
- Respected by others
- Sincere and straightforward
- Serves others; avoids selfishness
- Accepts responsibility for own mistakes
- Can be trusted with sensitive information
- Patient when necessary
- Avoids bias in attitude or treatment of people
Non-Manager,
Individual Contributor
CharacterIndividual Contributor
- Patient when necessary
- Self confident
- Open to feedback and criticism
- Avoids negative politicking and hidden agendas
- Willing to take a courageous stand
- Trusts others appropriately
- Respected by others
- Sincere and straightforward
- Serves others; avoids selfishness
- Accepts responsibility for own mistakes
- Can be trusted with sensitive information
- Eagerly pursues new knowledge, skills, and methods
- Knows own strengths and limitations
- Avoids bias in attitude or treatment of people
Mid/Upper-Level Manager,
Organizational Leader
Interpersonal SkillsOrganizational Leader
- Resolves conflicts among team members
- Brings conflicts into the open for resolution
- Listens effectively
- Encourages open dialog
- Gives personal attention; is accessible
- Adjusts to changes without frustration
- Preserves others' self esteem
- Earns respect without being overbearing
- Recognizes the value of people with different talents and skills
Non-Manager,
Individual Contributor
Interpersonal SkillsIndividual Contributor
- Recognizes the value of people with different talents and skills
- Brings conflicts into the open for resolution
- Listens effectively
- Adjusts to changes without frustration
Mid/Upper-Level Manager,
Organizational Leader
Building TalentOrganizational Leader
- Gives me enough feedback
- Gives feedback accurately and fairly
- Makes performance review a meaningful experience
- Develops a talented team
- Judges the capabilities of people accurately
- Keeps talented people challenged
- Develops bench strength for the future
- Develops career paths for talented employees
- Knows employee needs for development
- Provides cross-training and job rotations
Non-Manager,
Individual Contributor
Building TalentIndividual Contributor
- none
Mid/Upper-Level Manager,
Organizational Leader
Leadership/MotivationOrganizational Leader
- Makes a compelling case for his/her point of view
- Effectively persuades others in order to build commitment for ideas
- Communicates an inspiring vision
- Helps people develop passion for their work
- Recognizes employee contributions and ideas
- Sensitive to satisfaction and morale in the group
- Generates urgency in others
- Recognizes and rewards high performers
- Provides a positive example; "walks the talk"
- Creates an atmosphere that inspires others to achieve at a higher level
- Helps staff define clear objectives
- Regularly reviews objectives with staff
- Involves employees in decisions
- Delegates enough work
- Delegates authority; encourages independence
- Sets clear deadlines
- Facilitates rather than dominates
- Manages costs without alienating work force
- Communicates reasons for changes and decisions
- Conducts effective meetings
- Manages people according to their unique needs
- Tolerates honest mistakes as learning experiences
- Articulates the strategy in plain language
Non-Manager,
Individual Contributor
MotivationIndividual Contributor
- Makes a compelling case for his/her point of view
- Effectively persuades others in order to build commitment for ideas
- Conducts effective meetings
- Sensitive to satisfaction and morale in the group
- Provides a positive example; "walks the talk"
- Tolerates honest mistakes as learning experiences