360 Degree Feedback

In practice, HR teams distribute structured surveys to 6 to 12 respondents — typically peers, direct reports, and the direct manager — asking each to rate the employee on defined competencies and add open comments. Results are aggregated and anonymized before being shared with the employee, usually in a debrief session facilitated by HR or a coach. The most common implementation mistake is using 360 feedback for compensation decisions rather than development: research shows this destroys candor because respondents inflate scores when ratings affect pay. A second widespread failure is skipping the debrief entirely — feedback without a structured follow-up conversation produces almost no lasting behavior change.