360-degree feedback gathers confidential input on an employee’s performance and behavior from multiple perspectives around them, manager, peers, direct reports, and often the employee themselves, rather than from the manager alone in a standard appraisal.

How it’s typically run

Most programs invite somewhere around eight to twelve raters to complete a short, confidential questionnaire covering defined competencies like leadership, communication and collaboration. Client-facing or senior leadership roles sometimes extend this to external stakeholders as well. Many companies use 360 feedback mainly for development conversations and leadership assessment rather than feeding it directly into the formal rating, treating it as diagnostic input for identifying blind spots rather than a rating engine in its own right, though some organizations do fold it into the formal appraisal.

Frequently asked questions

Is 360-degree feedback the same as a self-appraisal?

No. A self-appraisal is a single input, the employee’s own view. 360 feedback aggregates multiple raters across several relationships.

Is 360 feedback anonymous?

Typically yes, responses are usually confidential and often aggregated so no single rater’s feedback can be individually traced back to them.

Does every company run formal 360 feedback?

No, it’s more common at larger organizations and for senior or leadership roles than as a universal practice across every level.

See how this feeds a broader performance calibration process.