360 degree feedback (sometimes known as multi rater feedback) is a method of gathering rounded, constructive feedback on an individual (also known as the ‘participant’) to aid in personal or career development or to support an organisation's performance appraisal process.
The main goal is to provide actionable insight into the participant's skills, behaviour, performance, working relationships, and any critical competencies.
The concept of 360 degree feedback dates back to the German military during WWII, where feedback was used to evaluate troop performance through input from supervisors, peers, and subordinates. In the 1950s, Esso Research and Engineering formalised a process using questionnaires, enabling employees to receive anonymous feedback from a cross-section of colleagues.
Wider adoption was initially hindered by the limitations of handwritten processes and the difficulty in maintaining anonymity. The introduction of online systems has since made the process more accessible, efficient, and secure.
A participant, often with input from their line manager or HR, identifies a group of feedback providers. These typically include:
A good 360 feedback provider will allow customisation of these groups to match organisational language and structure.
Respondents complete anonymous feedback questionnaires. The collection process usually takes 3-4 weeks, culminating in a 360 feedback report with numerical data, visual aids (e.g., bar charts or spider graphs), and open text comments.
To maximise value, participants are supported to convert the report into a personal development plan and often discuss it with their line manager.
When used as a development tool, 360 feedback increases self-awareness of leadership style, strengths, development needs, and how one’s behaviour is perceived. Key uses include:
A 360 feedback report is an effective alignment tool at the start of a coaching relationship, enabling rapid identification of focus areas.
Used annually or biannually, it helps individuals plan their self-development and align career goals.
360 feedback informs leadership programme content and helps participants align with expectations and track development progress.
360 feedback can be used to:
Aggregated 360 feedback provides teams with insight into collective strengths, development opportunities, and working culture.
Custom questionnaires can support individual team members in gaining feedback on personal effectiveness in areas like time management, communication, customer focus, and more.
Some organisations incorporate 360 degree feedback into performance reviews and employment decisions (e.g. pay or promotions).
While the technical process remains similar, using it for performance management carries different expectations. Research indicates potential drawbacks such as:
For more insights, see our article: 360 Appraisal - The Advantages and Disadvantages When Used as a Performance Management Tool.
A well-implemented 360 feedback process can:
Common pitfalls include:
Key considerations for successful implementation:
Ensure the 360 degree feedback process aligns with your organisation’s strategy, values, and future aspirations.
Encourage senior leaders to endorse the process. Their early involvement drives engagement across the organisation.
Clarify what success looks like before designing your 360 model. Development, performance management, and talent planning each require different approaches.
By optimising your 360 degree feedback process using these guidelines, you can create a meaningful, impactful development experience that benefits individuals, teams, and your organisation as a whole.
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