360-degree feedback for performance and leadership

Four sources: the person themselves (self-assessment), their direct manager, their peers, and their direct reports. That combination of perspectives is what gives 360-degree feedback its name and what sets it apart from a traditional manager-only review: it shows how performance and leadership are perceived from every working angle.

Yes, except for the direct manager's rating, which is identifiable by design. Peer and direct-report responses are presented aggregated by rater group, so no individual response can be attributed to a person. That confidentiality is communicated before the assessment runs, because it is the condition for honest feedback.

An individual report with results by competency and by rater group, the contrast between their self-assessment and how others perceive them, their strengths and development areas, and a feedback session to interpret the report and turn it into development commitments. The organization also receives group-level reports.

It is especially useful for leadership positions — managers, supervisors, team leads, coordinators — because those are roles whose performance is perceived differently from above, from peers, and from the team. It can also cover middle management and key personnel; the instrument and competencies are adjusted to each level. Want to talk it through? Get in touch.