{"id":105,"date":"2015-01-16T09:22:32","date_gmt":"2015-01-16T09:22:32","guid":{"rendered":"http:\/\/www.q3ed.com\/?p=105"},"modified":"2015-01-16T09:22:32","modified_gmt":"2015-01-16T09:22:32","slug":"sample-360-degree-feedback-surveys","status":"publish","type":"post","link":"https:\/\/murrayslatter.me\/?p=105","title":{"rendered":"Sample 360 Degree Feedback Surveys"},"content":{"rendered":"

 
\nThe evaluation forms for employees at different levels will have a lot of overlap in some areas, but differ significantly in other areas. Listed below are some sample 360 feedback survey categories, with examples of how the assessment items might differ for senior leaders and non-managers.
\nNote that neither of these lists is a complete 360 degree feedback survey. A complete 360 feedback evaluation form would include additional categories.<\/p>\n\n\n\n\n\n\n\n
Middle- to Upper-Level Manager, Organizational Leader
\n<\/span><\/td>\n		<\/td>\nNon-Manager
\n<\/span><\/td>\n<\/tr>\n
Character<\/strong><\/p>\n
    \n
  • Eagerly pursues new knowledge, skills, and methods<\/li>\n
  • Knows own strengths and limitations<\/li>\n
  • Personally committed to the strategy<\/li>\n
  • Makes decisions based on business needs rather than personal agenda<\/li>\n
  • Self confident<\/li>\n
  • Open to feedback and criticism<\/li>\n
  • Avoids negative politicking and hidden agendas<\/li>\n
  • Willing to take a courageous stand<\/li>\n
  • Trusts others appropriately<\/li>\n
  • Respected by others<\/li>\n
  • Sincere and straightforward<\/li>\n
  • Serves others; avoids selfishness<\/li>\n
  • Accepts responsibility for own mistakes<\/li>\n
  • Can be trusted with sensitive information<\/li>\n
  • Patient when necessary<\/li>\n
  • Avoids bias in attitude or treatment of people<\/li>\n<\/ul>\n<\/td>\n
Character<\/strong><\/p>\n
    \n
  • Patient when necessary<\/li>\n
  • Self confident<\/li>\n
  • Open to feedback and criticism<\/li>\n
  • Avoids negative politicking and hidden agendas<\/li>\n
  • Willing to take a courageous stand<\/li>\n
  • Trusts others appropriately<\/li>\n
  • Respected by others<\/li>\n
  • Sincere and straightforward<\/li>\n
  • Serves others; avoids selfishness<\/li>\n
  • Accepts responsibility for own mistakes<\/li>\n
  • Can be trusted with sensitive information<\/li>\n
  • Eagerly pursues new knowledge, skills, and methods<\/li>\n
  • Knows own strengths and limitations<\/li>\n
  • Avoids bias in attitude or treatment of people<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
Interpersonal Skills<\/strong><\/p>\n
    \n
  • Resolves conflicts among team members<\/li>\n
  • Brings conflicts into the open for resolution<\/li>\n
  • Listens effectively<\/li>\n
  • Encourages open dialog<\/li>\n
  • Gives personal attention; is accessible<\/li>\n
  • Adjusts to changes without frustration<\/li>\n
  • Preserves others\u2019 self esteem<\/li>\n
  • Earns respect without being overbearing<\/li>\n
  • Recognizes the value of people with different talents and skills<\/li>\n<\/ul>\n<\/td>\n
Interpersonal Skills<\/strong><\/p>\n
    \n
  • Recognizes the value of people with different talents and skills<\/li>\n
  • Brings conflicts into the open for resolution<\/li>\n
  • Listens effectively<\/li>\n
  • Adjusts to changes without frustration<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
Building Talent<\/strong><\/p>\n
    \n
  • Gives me enough feedback<\/li>\n
  • Gives feedback accurately and fairly<\/li>\n
  • Makes performance review a meaningful experience<\/li>\n
  • Develops a talented team<\/li>\n
  • Judges the capabilities of people accurately<\/li>\n
  • Keeps talented people challenged<\/li>\n
  • Develops bench strength for the future<\/li>\n
  • Develops career paths for talented employees<\/li>\n
  • Knows employee needs for development<\/li>\n
  • Provides cross-training and job rotations<\/li>\n<\/ul>\n<\/td>\n
Building Talent<\/strong><\/p>\n
    \n
  • none<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
Leadership\/Motivation<\/strong><\/p>\n
    \n
  • Makes a compelling case for his\/her point of view<\/li>\n
  • Effectively persuades others in order to build commitment for ideas<\/li>\n
  • Communicates an inspiring vision<\/li>\n
  • Helps people develop passion for their work<\/li>\n
  • Recognizes employee contributions and ideas<\/li>\n
  • Sensitive to satisfaction and morale in the group<\/li>\n
  • Generates urgency in others<\/li>\n
  • Recognizes and rewards high performers<\/li>\n
  • Provides a positive example; “walks the talk”<\/li>\n
  • Creates an atmosphere that inspires others to achieve at a higher level<\/li>\n
  • Helps staff define clear objectives<\/li>\n
  • Regularly reviews objectives with staff<\/li>\n
  • Involves employees in decisions<\/li>\n
  • Delegates enough work<\/li>\n
  • Delegates authority; encourages independence<\/li>\n
  • Sets clear deadlines<\/li>\n
  • Facilitates rather than dominates<\/li>\n
  • Manages costs without alienating work force<\/li>\n
  • Communicates reasons for changes and decisions<\/li>\n
  • Conducts effective meetings<\/li>\n
  • Manages people according to their unique needs<\/li>\n
  • Tolerates honest mistakes as learning experiences<\/li>\n
  • Articulates the strategy in plain language<\/li>\n<\/ul>\n<\/td>\n
Motivation<\/strong><\/p>\n
    \n
  • Makes a compelling case for his\/her point of view<\/li>\n
  • Effectively persuades others in order to build commitment for ideas<\/li>\n
  • Conducts effective meetings<\/li>\n
  • Sensitive to satisfaction and morale in the group<\/li>\n
  • Provides a positive example; “walks the talk”<\/li>\n
  • Tolerates honest mistakes as learning experiences<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n","protected":false},"excerpt":{"rendered":"

      The evaluation forms for employees at different levels will have a lot of overlap in some areas, but differ significantly in other areas. Listed below are some sample 360 feedback survey categories, with examples of how the assessment items […]<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":true,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[5,6,2,3,13],"tags":[],"class_list":["post-105","post","type-post","status-publish","format-standard","hentry","category-change-management","category-leadership","category-leading-people","category-people-and-culture","category-professional-development","clearfix"],"yoast_head":"\nSample 360 Degree Feedback Surveys - Murray Slatter<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/murrayslatter.me\/?p=105\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Sample 360 Degree Feedback Surveys - Murray Slatter\" \/>\n<meta property=\"og:description\" content=\"  The evaluation forms for employees at different levels will have a lot of overlap in some areas, but differ significantly in other areas. 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However over the last 3 years I have learnt to love them and what they tell me about how I can \"turn the dial\" and \"adjust\" to improve my performance. What is a 360 degree review?\u2026","rel":"","context":"In "Change management"","block_context":{"text":"Change management","link":"https:\/\/murrayslatter.me\/?cat=5"},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":94,"url":"https:\/\/murrayslatter.me\/?p=94","url_meta":{"origin":105,"position":1},"title":"Developing a 360 Feedback Competency Model","author":"admin","date":"January 16, 2015","format":false,"excerpt":"Competency Models for 360 Feedback Surveys The first thing to decide is whether you want to work from an existing competency model or develop your own. Resist the temptation to re-invent the wheel. Many companies spend a great deal of time and effort creating a \"unique\" competency model for their\u2026","rel":"","context":"In "Change management"","block_context":{"text":"Change management","link":"https:\/\/murrayslatter.me\/?cat=5"},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":102,"url":"https:\/\/murrayslatter.me\/?p=102","url_meta":{"origin":105,"position":2},"title":"Developing 360 Feedback Survey Questions","author":"admin","date":"January 16, 2015","format":false,"excerpt":"360 Degree Feedback Survey Questions Most good 360 feedback surveys measure essentially the same behaviors and competencies. A good 360 assessment has been statistically validated, factor analyzed, and refined over time. We have fine-tuned our survey items and categories through a series of revisions over the course of many years\u2026","rel":"","context":"In "Change management"","block_context":{"text":"Change management","link":"https:\/\/murrayslatter.me\/?cat=5"},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":92,"url":"https:\/\/murrayslatter.me\/?p=92","url_meta":{"origin":105,"position":3},"title":"Design your 360 Assessment Carefully – We can Help","author":"admin","date":"January 16, 2015","format":false,"excerpt":"For a more complete and detailed discussion on how to develop your own customized 360 assessment, see our article: Define Superior Performance - Identify Competencies and Expectations for your Organization: Work with the leaders of your organization to identify competencies which are expected of all employees. These competencies should be\u2026","rel":"","context":"In "Change management"","block_context":{"text":"Change management","link":"https:\/\/murrayslatter.me\/?cat=5"},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":99,"url":"https:\/\/murrayslatter.me\/?p=99","url_meta":{"origin":105,"position":4},"title":"360 Degree Evaluation – Delivering Feedback","author":"admin","date":"January 16, 2015","format":false,"excerpt":"You should start planning how feedback will be delivered before you even start gathering data. The plan should be communicated to those people who will be receiving feedback and perhaps also to those people providing the feedback. Once you are prepared to present the feedback results to participants, keep in\u2026","rel":"","context":"In "Change management"","block_context":{"text":"Change management","link":"https:\/\/murrayslatter.me\/?cat=5"},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":96,"url":"https:\/\/murrayslatter.me\/?p=96","url_meta":{"origin":105,"position":5},"title":"360 Degree Feedback Deployment and Logistics","author":"admin","date":"January 16, 2015","format":false,"excerpt":"Before you launch your 360 assessment program, there are some important logistical considerations and effective steps you can take to help your initiative succeed. Remember that the prospect of giving and getting feedback can be very threatening to some people. 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