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360 degree assessment

Build developmental process based on facts

What is 360 degree assessment?

360 degree assessment is a modern method of competence evaluation and of providing staff’s performance feedback for the manager. Its other versions, i.e. 270 and 180 degree assessments, are successfully used to evaluate various types of employees, not only supervisors. The main advantage of this approach is the fact of focusing on different perspectives. While assessing behavior and attitude of a certain person, his/her peers’, supervisors’, subordinates’, and even clients’ opinions are taken into consideration. Subsequently, all gathered opinions are juxtaposed with self-assessment.

In case of 270 and 180 degree assessments there are fewer people involved. Usually, 270-degree assessment includes the views of a supervisor and peers. 180-degree assessment confines only to self-assessment and supervisor’s opinion.

People responsible for company’s development get a comprehensive and well-organized set of information necessary to evaluate the current state of key workers’ competence and to guide their way of development. That is possible thanks to coherent surveys, comprehensive reports and in-depth feedback sessions.

This kind of approach may be extremely beneficial for the company.

Benefits of 360-degree assessment

360-degree assessment significantly enriches the process of appraisal/interim evaluation of the management. It enables to use the opinions and ratings of a group of people who, together with a manager being assessed, carry out various tasks on a daily basis. In addition, proper relationships with peers, subordinates and clients are crucial for efficient and satisfactory company’s performance. Therefore, all those people’s points of vieware an important source of information for the assessed individual, revealing his or her strongest points and areas for further development – no less important then the supervisor’s evaluation and self-assessment.

By using the 360-degree assessment we can diagnose the level of expected competence, which characterizes management staff. Used regularly, the methodology enables an up-to-date insight into the management staff’s progress within the planned development strategy.

360-degree monitoring and its 270-degree variation give a chance of evaluating competence within single business projects. At the same time, it is a perfect tool to identify true talents amongst project leaders and supervisors not necessarily belonging to the main management team.

Introducing cyclical measurement based on the 360-degree or 270-degree assessments (i.e. annually) lets the company shape its organizational culture based on constructive feedback. Systematic feedback on the level of competence, which includes different perspectives, makes an assessed individual more open to suggestions concerning potential strong points and areas for development. Employee rating system based on clear evaluating criteria becomes transparent and objective and therefore works as a basis for further development.

It is a cohesive and well-ordered all-employee assessment system, evaluating qualifications of managers, supervisors and other people who are responsible for the company’s performance. Together with the mood research (Team Insight Survey) it gives a deep insight into the team’s current potential.

360-degree assessment process

All 360/270/180-degree assessment processes begin with designing the right questionnaire. Questions involved relate to behaviorsand attitudes defined in competence models, which apply in the company. Therefore, designing a proper survey is always preceded by analysis of competence, which is expected from a person holding a certain post, or by creating new criteria of staff assessment. Questions are grouped in proper dimensions and described at a level of defined behaviors.

Approved survey is uploaded on the Internet platform. Head of the project is informed about its status, i.e. the number of finished assessments.

All results are summarized in a comprehensive report. It contains a register of all given ratings divided into groups – self-assessment, supervisor’s assessment, peers’ and/or subordinates’ assessment (or any other rating groups). The findings are presented as:

  • average results collected within each dimension and assigned questions
  • differences between self-assessment and assessment coming from a certain group – they show the distance between self – perception and the opinion of others, including the supervisor and other groups of co-workers
  • assessment dispersion, which shows unanimity of the evaluating individuals

In bigger projects, where several leaders are being assessed, their results are presented in the form of collective summary report. In addition, our platform enables a juxtaposition of measurements/results of a certain person within few different measurements. Whole process is available in several different language versions.

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