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360 Feedback

360 Questionnaires

In Taylor Clarke, we have been devising and administering 360 feedback for clients for over 20 years.

We have our own on-line system that allows you to tailor your own version of 360 feedback to your specific needs.

We can supply you with a list of potential questions for you to choose from or we can work with you to develop questions that will follow your leadership framework, values, job description, etc.


Face to face and voice to voice 360

We also offer a more intensive 360 feedback that involves either 1 hour face to face interviews with the participants colleagues or shorter telephone interviews that explore the strengths and development needs of the participant.  These approaches are obviously very time intensive but the feedback is much richer, since we are able to explore why issues arise and how best the participant can apply strengths.  The examples brought out from this process are much less likely to be dismissed and our consultant who is giving the feedback can get a feel for how respondents are experiencing the participant from the way they respond to our questions.


The Pitfalls

  • Here are some things to have in mind when setting up a 360 Feedback process.
  • Participants don't discuss with you who they should invite to give them feedback
  • Participants fail to alert colleagues that they will be asked for feedback from Taylor Clarke about them
  • The system is no full proof in protecting anonymity but some people whi give feedback assume that it is despite warnings to the contrary
  • Participants sometimes inadvertently give people the impression that they know who said what in the feedback
  • Some people are either too scared or too kind to give honest feedback and sometimes feedback can therefore be a bit bland
  • People giving feedback fail to grasp the power of comments in helping people change
  • Feedback is discounted by participants as typical from that person (they assume they know who said what)
  • Participants focus too much on the negatives and not enough on the positives


Hints for Managers of participants participating in 360 feedback

  • Make sure you go over the process with your direct report and agree with them who they are going to invite to give them feedback.  Try to get a balance of potential supporters and possible detractors.
  • Contact those who are going to give feedback to reassure them that you will not be seeing their feedback – it is for the participant themselves.  Also encourage them to be as honest as possible and to give examples or explanations in the comments area of each point.
  • Be as open and honest as you can be with your own feedback, balancing negatives with positives and positives with helpful hints as to how they can do even better
  • Have a debrief session with the participant on how the feedback was for them, what they are working on and how you can support them. (It is useful to write down what you cover so that you can revisit this later.)
  • Encourage your direct report to debrief the people who gave them feedback on what they are going to do as a result of the feedback and what support they would like from their colleagues.

The Process

 360 Feedback - Schedule Flow Chart JPEG