--- name: feedback-360 description: Collect and analyze 360-degree feedback from peers, direct reports, managers, and stakeholders. Use when running multi-rater performance assessments, gathering comprehensive feedback for development plans, or conducting leadership evaluations. Triggers on phrases like "360 feedback", "three-sixty review", "multi-rater feedback", "peer feedback", "upward feedback", "360 assessment", "all-around review", "feedback from everyone", "holistic performance review". --- # 360-Degree Feedback Gather comprehensive, multi-source feedback for holistic performance evaluation and development. ## Workflow 1. Employee and manager select 360 reviewers (minimum 8–12 raters across categories). 2. System sends anonymous feedback requests with personalized links. 3. Raters complete structured surveys (competency ratings + open-ended feedback). 4. System aggregates and anonymizes responses. 5. Generates comprehensive 360 report with strengths, development areas, and trends. 6. Manager facilitates debrief session with employee. 7. Creates development plan based on insights. 8. Tracks improvement over subsequent 360 cycles. ## Rater Selection Guidelines ``` SELECTING 360 RATERS ===================== Minimum: 8 raters | Maximum: 20 raters | Ideal: 12–15 Required categories (select 2–4 from each): CATEGORY 1: Peers (same level, same or related team) → People who collaborate regularly → Cross-functional partners → Project teammates (current or recent) → Avoid: Only close friends — include diverse perspectives CATEGORY 2: Direct Reports (if applicable) → Current direct reports (minimum 2) → Former direct reports (within last 12 months) → Ensures leadership behaviors are assessed CATEGORY 3: Manager + Skip-Level Manager → Direct manager (required) → Skip-level manager (optional but recommended for leaders) → Provides upward view and organizational perspective CATEGORY 4: Stakeholders (cross-functional) → Customers or clients (internal or external) → Partners in other departments → Vendors or contractors who work closely → Provides external perspective Rules: → All raters must have worked with the employee within the last 6 months → Raters are anonymized in the report (grouped by category, not named) → Employee can view who was selected but not individual responses → Manager has visibility into grouped data only (not individual rater responses) ``` ## Survey Structure ``` 360 FEEDBACK SURVEY TEMPLATE ============================= PART 1: Competency Ratings (1–5 Scale) 1 = Consistently below expectations 3 = Meets expectations 5 = Consistently exceeds expectations N/A = Haven't observed this behavior LEADERSHIP COMPETENCIES (for managers): □ Sets clear direction and expectations □ Makes timely, well-reasoned decisions □ Develops and coaches team members □ Builds trust and psychological safety □ Communicates transparently □ Manages change effectively □ Drives results through others CORE COMPETENCIES (all employees): □ Demonstrates strong technical/functional expertise □ Collaborates effectively across teams □ Communicates clearly and influentially □ Takes ownership and accountability □ Adapts to change and ambiguity □ Solves problems creatively □ Manages time and priorities effectively BEHAVIORAL COMPETENCIES (all employees): □ Receives and acts on feedback □ Treats others with respect and inclusion □ Challenges the status quo constructively □ Builds and maintains relationships □ Demonstrates integrity and ethical behavior PART 2: Open-Ended Questions 1. What are this person's greatest strengths? 2. What is the most important area for development? 3. What is one specific thing this person could start doing, stop doing, or continue doing? 4. How does this person contribute to team success? 5. (For managers) How does this person develop others? PART 3: Overall Assessment → Overall effectiveness: [1–5] → Would you choose to work with this person again? [Yes / Somewhat / No] → Confidence in your assessment: [High / Medium / Low] ``` ## Report Generation ``` 360 FEEDBACK REPORT — [Employee Name] ======================================= Report period: [Date Range] | Raters: [Number] across [Number] categories EXECUTIVE SUMMARY: Overall Score: 3.8 / 5.0 Top Strength: Collaboration (4.3 avg) Key Development Area: Decision-making speed (3.1 avg) Trend vs. Last Cycle: +0.2 (improving) COMPETENCY SCORE BREAKDOWN: Competency You Avg Raters Gap Percentile ──────────────────────────────────────────────────────────── Technical Expertise 3.5 4.1 -0.6 72nd Collaboration 4.0 4.3 -0.3 85th Communication 3.5 3.8 -0.3 68th Ownership 4.0 3.9 +0.1 70th Adaptability 3.5 3.7 -0.2 65th Problem Solving 3.0 3.5 -0.5 60th Feedback Receptivity 3.5 3.8 -0.3 75th ⚠ GAPS: → Technical Expertise: Raters rate 0.6 points higher — you may be underestimating yourself → Problem Solving: Largest gap between self and others — explore this in development conversation RATER CATEGORY COMPARISON: Competency Peers Direct Reports Manager Stakeholders ────────────────────────────────────────────────────────────── Collaboration 4.4 4.2 4.1 4.3 Communication 3.9 3.7 3.6 3.8 Ownership 4.0 3.8 4.0 3.9 Adaptability 3.8 3.6 3.5 3.7 INSIGHT: Direct reports rate slightly lower on communication — may indicate room for improvement in upward communication THEMES FROM OPEN-FEEDBACK: Strengths mentioned most: "Great at bringing people together" (mentioned 7 times), "Always reliable" (5 times) Development themes: "Sometimes takes too long to decide" (4 mentions), "Could share more context in meetings" (3 mentions) DEVELOPMENT RECOMMENDATIONS: 1. Decision-making: Practice time-boxing decisions; use "good enough" threshold for low-risk choices 2. Communication: Share decision rationale more explicitly in meetings 3. Leverage: Continue being the go-to collaborator — this is a superpower ``` ## Debrief Facilitation Guide ``` 360 DEBRIEF SESSION — Manager Guide ==================================== Duration: 60 minutes Format: Private, 1-on-1, no notes shared beyond employee and manager AGENDA: FIRST 10 MINUTES — Set Context → Explain purpose: Development-focused, not evaluative → Emphasize: This is about growth, not judgment → Review: Number of raters, categories, overall score NEXT 20 MINUTES — Review Results (Employee-Led) → Share report with employee (print or screen share) → "What stands out to you?" — let them react first → Discuss strengths: "What are you glad to see confirmed?" → Discuss development areas: "What surprised you? What resonates?" → Explore gaps between self-perception and others' views → Avoid: Defensiveness, minimizing feedback, arguing with data NEXT 20 MINUTES — Create Development Plan → Select 1–2 development priorities (not more — focus matters) → For each: Define specific actions, timeline, success criteria → Identify resources: Training, mentorship, projects, coaching → Discuss how manager can support LAST 10 MINUTES — Close → Summarize development plan → Schedule follow-up check-in (30 days) → Reinforce: Strengths are real, development is a journey → Ask: "What support do you need from me?" DOs and DON'Ts for managers: ✓ Be honest but compassionate ✓ Share your own perspective as one data point among many ✓ Focus on behaviors (changeable) not traits (fixed) ✗ Don't disclose individual rater comments ✗ Don't use 360 data for compensation decisions (it's developmental) ✗ Don't skip the debrief — data without discussion is meaningless ``` ## Cycle Management ``` 360 FEEDBACK CYCLE CALENDAR ============================ Recommended frequency: Annually (standard) or Semi-annually (leadership roles) Q1: Launch Cycle Week 1: Announce cycle, communicate timeline Week 2: Employees select raters, manager approves Week 3: Survey sent to raters Weeks 3–6: Survey open (reminders at Week 4 and Week 5) Week 7: Survey closes, data aggregated Week 8: Reports generated Q2: Debrief & Development Week 1–4: Managers conduct debrief sessions with each direct report Week 3–4: Development plans created and logged Week 5: HR checks completion rate Ongoing: Month 2: HR sends progress check to employees and managers Month 4: Mid-cycle check-in on development plan Month 6: Development plan review and adjustment Metrics: → Rater participation rate (target: > 80%) → Debrief completion rate (target: > 90%) → Development plan creation rate (target: > 85%) → Employee satisfaction with 360 process (survey, target: > 4.0/5.0) ``` ## Integration Points - HRIS: Employee data, org chart for rater selection - Performance platform (Lattice, 15Five, Culture Amp): Survey delivery, data aggregation - Survey tools: Custom question configuration - Calendar: Debrief session scheduling - LMS: Development plan resource assignments - Analytics: Trend tracking across cycles ## Edge Cases - **Small teams** (< 8 colleagues): Supplement with cross-functional raters; allow self-reflection weighting - **Remote employees**: Ensure raters include both co-located and remote colleagues for balanced perspective - **New hires** (< 6 months): Shorter cycle, focus on onboarding and initial impact only - **Controversial results**: HR involved in debrief if scores are extreme or feedback is concerning - **Rater retaliation concerns**: Strict anonymity enforcement; monitor for patterns; education on psychological safety - **Multi-country**: Translate surveys; account for cultural differences in rating tendencies (calibrate by region)