360 Feedback Template

What 360-degree feedback is

A 360-degree evaluation collects feedback about an employee from several angles rather than a single source. This template gathers input from four groups — the employee themselves, an organizational leader, the employee's manager, and peers. Each group answers the same set of open questions and rates the employee on the same four competencies, producing a rounded picture of how someone is perceived across the organization rather than one manager's view alone.

What this template covers

The evaluation is built around four competency areas, assessed by every rater group: - **Character** — how the employee receives and responds to feedback, and how they demonstrate personal accountability. - **Interpersonal Skills** — how they build and maintain working relationships, communicate, resolve conflict, and contribute to an inclusive and collaborative team environment. - **Talent-building** — the steps they take toward their own development, including training, mentorship, certifications, and self-directed learning, and how they help others grow. - **Leadership and Motivation** — how they exhibit leadership, inspire colleagues, and contribute to team morale and performance, whether or not they hold a formal leadership position. Each rater group answers written questions supported by specific examples and then rates the employee on each competency. The structure repeats for self, organizational leader, manager, and peers, so responses can be compared directly across perspectives.

The rating scale

Every competency is rated on the same four-point scale: - **1** — Needs improvement - **2** — Meets expectations - **3** — Exceeds expectations - **4** — Sets a new standard Using one scale across all rater groups is what makes comparison meaningful. A self-rating of 3 next to a peer rating of 2 on the same competency is a conversation starter; without a shared scale, that difference is invisible.

How to conduct the evaluation

1. **Set up the session.** Record the date conducted, who prepared the evaluation, and the location. 2. **Have the employee complete the self-evaluation.** They answer the open questions for each competency and rate themselves. 3. **Collect feedback from the organizational leader, the manager, and peers.** Each group works through the same competency questions and ratings, drawing on specific examples from their own interactions with the employee. 4. **Review the responses together.** Compare self-ratings against the other three perspectives and discuss where they align and where they differ. 5. **Document the outcome.** Capture additional notes, recommendations, and the agreed-upon next steps and action items. 6. **Close the record.** Take the employee's signature, log the finished time, and record the real start and end dates of the evaluation.

Why structured 360 feedback matters

Feedback gathered informally is easy to forget, hard to compare, and difficult to act on. Running the same questions and the same rating scale across four rater groups turns scattered impressions into a consistent record. Written answers backed by specific examples give the employee something concrete to work with, the shared scale reveals gaps between how someone sees themselves and how others see them, and the sign-off means every evaluation session is properly documented.

Frequently Asked Questions

This template structures a 360-degree evaluation around four competency areas: Character, Interpersonal Skills, Talent-building, and Leadership and Motivation. Each competency is assessed by four rater groups — the employee themselves, an organizational leader, the employee's manager, and peers. Every group provides written evidence and a rating on a four-point scale (1 - Needs improvement; 2 - Meets expectations; 3 - Exceeds expectations; 4 - Sets a new standard). The evaluation also records administrative details such as the date, the person preparing it, and the location; closes with additional notes, agreed next steps, and a signature; and logs start and end dates for the session.

The template asks open questions that call for specific examples across all four rater perspectives. Raters describe how the employee receives and responds to feedback, how they build working relationships, what steps they take toward personal and professional development, and how they demonstrate leadership and motivation. Each written response is paired with a rating, so feedback combines evidence with a standardized score. The structure repeats for all four groups, allowing responses to be compared side by side.

The scoring scale is the same for every rater and every competency: 1 for Needs improvement, 2 for Meets expectations, 3 for Exceeds expectations, and 4 for Sets a new standard. Applied consistently, this scale lets you compare self-ratings against those from organizational leaders, managers, and peers, and spot where perspectives converge or diverge.

Start by sharing the template with the employee so they can complete the self-evaluation, answering the open questions and rating themselves on each competency. Then collect feedback from the organizational leader, the manager, and peers in the same way, and bring the responses together. Discuss the results, document additional notes and agreed action items, and have the session signed off. The template records the date, preparer, and location, and logs start and end times to keep every session properly documented.

Written by

Arne Reis

Founder

Process optimizer with 25 years of expertise, focused on operational excellence in quality, maintenance, EHS, and commissioning. Emphasizes innovative solutions and top-quality standards.

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