Putting People at the Heart of your organisation

An approach to performance appraisal whereby employees receive confidential feedback from a variety of sources, including direct reports, customers, managers, and colleagues.

360 Feedback

About 360-degree feedback

"It's fair to say that the best people to assess whether we deliver exceptional customer service are those who receive our service and that those who we manage are best placed to comment on our leadership capability."


As departments become less silo-driven and leaders more collegiate in their management style, the need has arisen for people within organisations to listen to a wider range of stakeholders, to understand their strengths and development areas.


360-degree feedback offers the perfect opportunity to do this. Rather than relying on the annual appraisal system – which often reflects the views of an employees' direct manager – a 360 appraisal can be delivered at any time of the year and can incorporate responses from a wider cross-section of relevant stakeholders and partners.


What makes our approach unique is that we have chosen to manually analyse and interpret the data gathered from 360 questionnaires, rather than relying on automated reports. By remaining in touch with the responses, we retain the human element at each stage. By doing so, we spot trends and nuances and can deliver often challenging information with greater sensitivity and compassion.


Why invest in 360-degree feedback?


  • It encourages better communication between colleagues and can engender trust, honesty, and openness;


  • Organisations that allow employees to feedback on their managers' performance can 'walk the talk' in terms of creating less hierarchical structures;


  • It provides a more rounded picture of where an employee is 'at' in their role together with opportunities for development.

Organisations can

  • Define the feedback criteria and ensure that the questionnaire is uniquely designed to capture only the information that is relevant to the organisations' vision and values;


  • Select how many respondents to be included in the report – a good number to work with is between seven and ten. However, this can vary according to the size of the business and its employee population;


  • Receive an electronic copy of the anonymised report to assist with identifying organisational skills gaps and trends, and training and development plans.


Each participant will receive

  • A two-hour feedback meeting where the results of their report can be discussed and elaborated upon;


  • An electronic and hard copy of the report to take away and reflect back on;


  • A development plan detailing the key areas for improvement, support required, and timescales by which these will be met;


  • A one-hour follow-up coaching call scheduled 30 days after the initial feedback meeting to check in and discuss progress.


Further coaching can be arranged if the need arises.


T: + 44 (0) 1270 629904




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