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For managers and leaders, use a 360 degree survey to
measure competencies like:
- Character
- Interpersonal skills
- Relationship building
- Agility
- Innovation
- Leadership & Motivation
- Managing execution
For individual contributors,
use a 360 feedback
process for competency areas like:
- Character
- Interpersonal skills
- Teamwork
- Agility
- Motivation
- Managing execution
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
Character
- 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
Character
- 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 Skills
- 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 Skills
- 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 Talent
- 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 Talent
- none
Mid/Upper-Level Manager,
Organizational Leader
Leadership/Motivation
- 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
Leadership/Motivation
- 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
SEE HOW 360-FEEDBACK CAN HELP YOUR ORGANIZATION
The 360 evaluation questions depend on the feedback recipient. The survey measures different characteristics for employees at different manager and leadership levels.
The 360 appraisal tool will have a lot of overlap in some areas, but differ significantly in other areas, in particular leadership and building talent.
When a 360 feedback survey is used as a development tool for managers or individual contributors, employees have the opportunity to identify their strengths and weaknesses, identify potential blind spots, hone interpersonal skills, and most importantly, develop greater awareness of how others perceive them and how their actions and behaviors impact the people they work with.
It's one of the most-used review systems by HR to develop talent and improve leadership.
There is often a gap between how we view ourselves and how others view us. Many managers and leaders fail to fully appreciate the impact their day-to-day actions and behaviors have on others.
Self-awareness is a key component of leadership development and a key benefit of the 360 feedback process.
How It Works
1
Choose the Best Survey Solution for your Organization Employee
Employee Engagement Survey, 360 Degree Feedback, DEI Survey, Pulse Survey, Team Assessment, or Custom Survey.
2
Conduct the Survey
Prepare your organization, communicate the reasons for conducting the survey, and share the results with your teams.
3
Engage & Develop Your Employees
Implement meaningful actions and policies based on survey results. And succeed.
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