360 Feedback Tools
We design customized surveys so you can build your culture.
People Expertise
Our psychologists are subject matter experts in leadership assessment.
Powerful Technology
We leverage QuestionPro’s platform due to its unmatched functionality and flexibility.
6 Steps to Success
We follow a structured process while remaining flexible to meet the needs of each client.
Learn
We ask questions and listen attentively to gain an understanding of your organizational culture, values, and leadership competencies. If you don’t have a competency model, we can help you build one.
Advise
Drawing on best practices, we provide recommendations to ensure your 360 feedback communication strategy is aligned with other talent initiatives.
Design
We apply our expertise in item writing, competency measurement, report design, and user experience to build your customized 360 feedback survey and report.
Listen
We use an iterative design process so you can give us feedback to ensure the survey reflects your culture and brand.
Administer
Once the survey is live, we handle the administration process from start to finish, with the option to transfer it in-house.
Debrief
Our coaches can debrief reports with your leaders. We can also train your talent advisors to conduct the debriefs.
The Value of 360 Feedback Tools
When combined with potential and performance data, 360-degree feedback tools form what we call The Truth Triangle. This concept refers to the idea that gathering data from multiple sources leads to a more accurate picture of the person: how others view them, what they’ve done in the past, and what else they could do.
- Perceptions are best measured with carefully crafted 360 feedback tools that measure your organization’s critical competencies.
- Performance is measured with annual reviews, talent reviews, accomplishments, and objective metrics.
- Potential is best measured with psychometric assessments. It’s the only forward-looking piece, and it’s the most objective.
A 360 feedback tool your leaders will love.
When done wrong, a 360-feedback process can be a dreaded experience for leaders, a nightmare for administrators, and a waste of time and money due to the lack of clear, actionable next steps. In contrast, when done right, a 360-leadership assessment becomes a powerful tool for gathering valuable data and uncovering rich insights that accelerate growth and strengthen your company culture. By following best practices, your leaders will embrace the process with confidence instead of fearing it.
360 Feedback Best Practices
These assessments are best used to accelerate growth rather than fixing problem behavior. If used for corrective purposes, people may develop negative associations and fear the process. Instead, build excitement around the tool and consistently communicate the message: “Congratulations! We’re investing in a 360-leadership assessment to support your growth because we value you.”
Research shows that most people tend to be “nice” raters when completing a 360-leadership assessment. Since ratings are averaged across groups (such as peers or direct reports), the scores typically stay around the midpoint. By allowing or requiring comments, you ensure that leaders receive more meaningful and actionable feedback.
The participant should take the lead in choosing their list of raters. However, the manager and/or HRBP should review this list to ensure it includes a diverse range of perspectives.
We recommend giving raters two weeks to complete the survey, with reminders sent on days 7 and 12. In most cases, a one-week extension will help boost participation rates.
The worst thing you can do with a 360-leadership assessment is simply send the person their report and leave it at that. To keep the momentum going, an HRBP or external consultant should conduct a debrief within a week of delivering the report. Afterward, there should be an alignment meeting with the leader’s manager, followed by monthly or quarterly check-ins to track progress toward development goals.
Performance evaluations are unpopular and often poorly executed. Even if your organization handles them well, keeping them separate from the 360-leadership assessment ensures a consistent message that the process is an investment in them and not an evaluation of their performance.
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