A partial view.
Self-assessment or a single perspective leaves out relevant experiences from those working with the person.
Feedback360+
More perspectives.
Development with direction.
Colleague feedback, individual assessment and the context of the role
come together to guide professional development.
Understand strengths, explore differences in perception
and prepare conversations that lead to action.
Different perspectives
Reading in context
Focus on development
THE CHALLENGE
Gathering opinions
is just the beginning.
A person's intention and the effect of their working style are not always perceived in the same way. Recognising these differences can lead to a valuable conversation.
For feedback to be useful, it is necessary to understand its origin, place it in context, and provide a direction for development.
Differences without context.
Perceptions are interpreted without exploring the work, expectations, or the situations in which they occur.
Feedback that remains in a report.
Strengths and areas for improvement are recognised, but it lacks the specific details of what to discuss or how to begin working.
WHAT DOES "+" ADD?
Three complementary sources.
A fuller picture.
The proposal connects feedback, individual assessment, and context to better understand what deserves attention and what needs to be contrasted.
MULTI-SOURCE FEEDBACK
How is their contribution perceived?
Self-assessment is compared with the perspectives of those working with the individual. This allows for exploring similarities and differences in relevant behaviours for their role.
What does the individual recognise, and what do their surroundings observe?
INDIVIDUAL ASSESSMENT
What does their personal profile contribute?
An independent assessment provides information about the agreed-upon dimensions of the process. It complements feedback and helps to formulate questions that warrant discussion.
What information expands the interpretation of feedback?
CONTEXT QUESTIONNAIRE
Under what conditions does the person work?
A self-assessment questionnaire provides information about the professional reality. Its content will be defined to relate sources to the development objective and the work context.
What do we need to understand before interpreting?
Differences raise useful questions.
A discrepancy in perspectives does not have a single explanation. Interpreting it requires distinguishing between perception, assessment, and context, with professional review and attention to the limits of the information.
Which perspectives can participate?
The individual themselves
- Self-assessment as a starting point
- Their perspective on work
- A unique perspective on the work environment
Their professional environment
- Responsible parties
- Colleagues and those under their supervision
- Other relevant relationships
An agreed-upon process
- Individuals with experience in collaboration
- Common and relevant criteria
- Rules for participation and confidentiality
Self-assessment is part of the process. The other relationships are selected according to the objective; the number of participants and the rules for presenting results are determined before responses are collected.
WHAT THE PROPOSAL ENTAILS
A report that brings perspectives together.
A conversation with a purpose.
An individual report for HR and authorized personnel, with an integrated view of the sources. Explore these examples of content.
ESFERICALFeedback360+
EXAMPLE: CLARITY IN PRIORITIES
Listening to different perspectives
01
Self-assessmentThe person believes they explain priorities clearly.
02
Colleagues’ perspectiveColleagues value their availability, but sometimes hear about changing priorities too late.
03
Explore furtherHow changes are communicated and understanding is checked.
Understanding where viewpoints align.
An interpretation of feedback that distinguishes self-assessment from feedback from others. This helps to recognise strengths and identify differences that are worth exploring with examples and context.
- Strengths recognised from different perspectives.
- Relevant similarities and differences.
- Available information and interpretation limits.
A basis for discussing specific behaviours.
Let's discuss your development goalsIllustrative examples. The proposal outlines the instruments, reports, and project feedback sessions.
HOW THE PROCESS IS PRESENTED.
Listen to understand.
Use what you learn to move forward.
Time to understand the feedback.
A starting point for improvement.
A well-prepared feedback session helps to discuss examples, recognise strengths, and agree on what needs to be worked on.
Defining the purpose.
Agreeing on what needs to be understood, who will participate, what instruments will be used, and how the information will be protected and shared.
Gathering perspectives.
Combine self-assessment and feedback from the environment with independent assessment and the contextual questionnaire.
Relate and review.
Differentiate the sources, interpret similarities and discrepancies, and explain the limitations. The organisation reviews and approves the report.
Prepare for development.
Identify priorities and agree on the necessary support and guidance. Specify which actions will be undertaken, with what support, and how they will be reviewed.
HOW CAN IT HELP YOU?
Recognise strengths.
Give improvement a direction.
Develop leadership.
Understand how leadership behaviours are perceived from different work relationships and what warrants discussion.
Recognise the impact on those who work with the person.
Improve collaboration.
Explore how communication, coordination, and agreements are experienced, according to the selected criteria.
Discuss specific behaviours and their context.
Focus on development.
Prioritise which strengths to maintain and which aspects to work on, connecting feedback with the available individual information.
Prepare next steps with a shared purpose.
THE CONDITIONS ARE IMPORTANT.
Trust is part
of the process.
People need to know for what they are participating, how their contributions will be handled, and who will have access to the conclusions.
The proposal includes a clear collection process and careful review of sources, designed to promote useful and responsible discussions.
Agreed confidentiality.
Access, breakdowns, and handling of feedback will be defined before responses are collected, paying attention to the risk of identifying the person providing feedback.
Reviewed conclusions.
The report undergoes review and approval by the client. Discrepancies are interpreted in context, and the limitations of the information are made clear.
BEFORE WE BEGIN
Questions
you may have.
What does the proposal offer, how is the process prepared, and what remains to be finalized.
What does the "+" add to 360 feedback?
The proposal combines three sources: multi-source feedback, independent individual assessment, and a context-specific questionnaire. Its value lies in combining these, while preserving the unique contributions of each. Individual assessment does not replace the perspective of the environment, and feedback alone does not demonstrate the causes of behaviour.
Who participates and what is being evaluated?
The person being evaluated conducts their own self-assessment. The process can include supervisors, colleagues, subordinates, and other relevant individuals. The participants and instruments are agreed upon based on the objective and shared work experience; it is not necessary to include all relationships in all cases. The skills and dimensions will depend on the selected instruments.
Are the responses anonymous?
Confidentiality is established before data is collected. Access levels, the groups that can be displayed, and the handling of comments that could identify someone are defined. Self-evaluation differs from the environment, and certain roles may be identifiable. Absolute anonymity is not guaranteed simply by grouping responses.
What happens if there are few responses?
It is important to determine which information allows for a useful interpretation and which details can be displayed without identifying individuals. When the information is insufficient, the report should explicitly state this limitation. Missing perspectives are not filled in, and results that do not allow for this interpretation are not presented as representative. The specific rules are agreed upon before starting.
Who receives the report? Does the person being evaluated receive it?
The report is intended for HR and authorized personnel within the organisation, with review and approval by the client. If a partner is involved, they will participate according to the agreed-upon review scope. The current proposal does not include automatic delivery of the report to the individual being evaluated from the platform. The organisation agrees on what feedback to provide and how to accompany it.
Does it replace a performance review?
It focuses on development: understanding how certain behaviours are perceived and relating them to other sources. A performance review incorporates goals, results, and evidence from a period. They can be complementary, but Feedback360+ does not replace this process or automatically decide on promotions, job changes, or employment measures.
Does it include coaching, training, or follow-up?
The priorities outlined in the report can guide a development conversation and help secure support. Any coaching, training, or follow-up sessions that are planned must be agreed upon explicitly. Proposing an action does not guarantee its implementation.
How do we get started, and what does it cost?
Tell us your goals and the target audience for the process. We will prepare a proposal that includes scope, tools, involvement, deliverables, a timeline, and investment. Before we begin, we will agree on the terms and next steps.
LET'S TALK ABOUT Feedback360+
What would you like to understand?
Let’s talk about development.
Tell us which people or roles you want to support
and what you’d like them to achieve.
Goal and participantsScope and feedbackScope and Next Steps
Review the Feedback360+ proposalThe proposal clearly defines the scope, deliverables, timeline, and investment.