How to Create & Run an Employee 360-Degree Feedback Survey

What if your team already holds the answers you’ve been chasing in performance reviews, but you’ve never asked the right way? That’s where a 360-degree feedback survey changes everything. 

It captures the full story of how people work, lead, and collaborate through the voices that matter most.

Over the past decade, I’ve helped design and analyze over 2,000 surveys across various industries, decoding thousands of insights to understand what makes feedback constructive, fair, and actionable. 

So, in this blog, you’ll discover:

• Who should take part and how to select them
• How to set up and launch your 360 feedback program
• What to ask and how to interpret results

By the end, you’ll know how to turn feedback into measurable, lasting growth.

But before we begin this, here is a quick video introduction to 360-degree feedback to brush up on the basics:

Who Takes Part in an Employee 360-Degree Feedback Survey

A 360-degree feedback survey draws value from the diversity of its participants. Each voice offers a different angle on the employee’s performance and workplace behavior. When designed well, this mix produces balanced, actionable insight that no single rater could provide.

I’ve implemented and reviewed many such programs over the years, and one pattern is always clear: the quality of feedback depends on how thoughtfully you select and brief your participants. 

Let’s unpack the key roles and what they contribute.

1. The Employee (Self-Assessment)

Every survey begins with the employee’s own reflection. This self-assessment forms the baseline against which others’ perceptions are compared. It encourages introspection and sets the tone for ownership of development.

For instance, in one organization I worked with, a sales lead rated himself highly on “strategic thinking.” His peers and manager rated him lower on the same item, citing his tendency to dive into details without linking them to broader goals. That contrast sparked a constructive conversation and later, a targeted development plan.

Self-ratings aren’t about accuracy—they reveal perception gaps, which are often the most instructive part of a 360 feedback survey.

2. The Manager or Supervisor

The manager provides context from above, the link between individual performance and organizational goals. Their input is crucial in translating day-to-day behavior into business outcomes.

Managers tend to focus on reliability, goal alignment, and leadership potential. For example, a project manager might rate a team member on “accountability” or “decision-making,” tying each score to observed results.

However, I’ve seen a recurring trap: if managers treat the 360-degree feedback as another performance review, the developmental spirit disappears. To avoid this, HR should remind managers that their role is to coach through insight, not evaluate for compensation.

3. Peers and Colleagues

Peers offer a lateral perspective. They observe how the employee collaborates, communicates, and manages conflict; dimensions that supervisors rarely see closely.

A peer feedback comment such as “She shares credit with others even under pressure” reveals interpersonal strengths that numbers alone can’t capture. Conversely, peers might note patterns like “He avoids cross-team meetings,” which can highlight collaboration gaps.

Peer input should represent at least two or three colleagues who have worked with the employee for several months. Their collective insight helps ensure balanced and fair evaluation.

4. Direct Reports or Subordinates

When the employee manages others, direct reports become an indispensable rater group. Their feedback captures the leader’s style, fairness, and communication effectiveness.

Questions for this group typically explore areas like delegation, recognition, and support. For example: “Does your manager provide timely feedback and clarify expectations?”

Subordinate feedback is usually aggregated to maintain anonymity. In a multi-rater feedback design, no single direct report’s comment is identifiable, which builds trust in the process.

5. External Stakeholders (Optional)

In some roles, such as sales, consulting, or client management, it’s worth inviting external raters, such as customers or vendors. They bring an outsider’s view of professionalism, responsiveness, and relationship management.

For example, a client might say, “He anticipates our needs and communicates clearly under pressure.” While optional, this perspective can help connect internal behavior with external outcomes.

6. The HR Facilitator

Though not a feedback provider, HR acts as the process steward. Their role is to:

• Define eligibility and rater count per employee (typically 6–10).
• Safeguard anonymity.
• Ensure balanced representation (e.g., not all peers from the same team).
• Monitor completion rates and send reminders.
• Prepare the 360 performance review reports and ensure data integrity.

HR’s neutral oversight preserves credibility. I often remind HR teams that their main goal is to protect the developmental spirit of the survey, keeping it distinct from formal appraisal cycles.

Okay. So now, after we know who participates in the survey, let’s check out this process in simple steps.

How to Set Up an Employee 360-Degree Feedback Survey

Here’s a step-by-step framework approach that can help you set up an employee 360-degree feedback survey that works across all teams.

Step 1: Define Clear Objectives and Purpose

Every effective employee 360 feedback initiative begins with a clear “why.” Determine whether your goal is leadership development, better collaboration, or overall performance improvement. If your intention is unclear, the feedback will feel fragmented.

Keep it developmental, not evaluative. This distinction builds trust and encourages honesty. A 360-degree feedback survey should never be tied directly to compensation or annual reviews. When used for growth, it strengthens employee development and promotes professional growth across teams.

At this stage, outline how often the process will repeat. Most organizations find that a yearly cycle, with smaller check-ins for continuous improvement, maintains momentum without fatigue.

Step 2: Secure Leadership Buy-In and Create a Feedback Culture

A multi-rater feedback process thrives only when leadership sets the tone. Leaders who take part first show the rest of the company that feedback isn’t punishment—it’s a path to improvement.

Announce the initiative through internal channels and emphasize confidentiality. Make it clear that this is an anonymous feedback survey, and share exactly how anonymity will be maintained. Employees participate far more freely when they trust the process.

HR teams should also communicate that this effort supports a broader feedback culture and aligns with HR best practices. Managers and supervisors must act as facilitators, not judges—coaching their team members to interpret and apply insights rather than defend themselves against them.

Step 3: Select Participants and Raters Strategically

The heart of any 360 review program lies in who gives feedback. Include multiple perspectives to ensure fairness and context. The typical participant pool includes:

• The employee (self-rating via self-assessment)
• Their direct manager or supervisor
• Two to four peers (peer feedback)
• Two to four direct reports (if applicable)
• Optional: clients or cross-functional partners

Aim for six to ten total raters to preserve anonymity. Smaller teams can merge categories if needed. The key is diversity of perspective, collecting employee performance feedback that captures both behavioral strengths and blind spots.

In one global company I worked with, limiting each rater group to people who’d worked with the subject for at least six months eliminated most bias and improved feedback quality dramatically.

Step 4: Design a Clear and Actionable Questionnaire

A well-written feedback questionnaire turns subjective opinions into structured insight. Keep it concise—25 to 35 questions are ideal. Blend quantitative items with qualitative prompts to balance data with detail.

Sample design rules:

• Use 360-degree feedback examples from credible HR sources as templates.
• Base questions on observable behavior, not personality traits. For instance: “Listens actively during meetings” works better than “Is a good communicator.”
• Include open-ended prompts such as “What one habit should this person continue, start, or stop?”
• Keep scales consistent—usually a 5- or 7-point system works best.

Your questionnaire should reflect company values while capturing measurable behavior. It also helps to test it internally first, ensuring clarity before full rollout.

Step 5: Launch and Manage the Survey Efficiently

Technology simplifies execution. Use a reliable 360 feedback tool to automate invitations, reminders, and reporting. Configure it for security and ease—mobile access, dashboard tracking, and automatic aggregation should be standard.

Implementation sequence:

• Upload employee and rater lists.
• Map relationships (manager, peer, direct report).
• Set the survey window (typically two weeks).
• Send launch and reminder emails with clear instructions.
• Monitor participation rates and ensure minimum anonymity thresholds.

This workflow keeps your 360-degree feedback process smooth and transparent. Small businesses can even use free or low-cost survey tools, while enterprises benefit from full integrations with their performance management systems.

Step 6: Analyze Results, Debrief, and Develop Action Plans

Once responses are in, HR or managers should review the results and guide debrief sessions. Focus on patterns rather than one-off comments. Compare self-ratings with those of others to identify blind spots and opportunities.

Each employee should walk away with a development plan outlining one to three key goals. For instance, if feedback highlights communication issues, the plan might include presenting in team meetings or enrolling in a communication workshop.

Facilitators (often managers or HR partners) should keep the tone solution-focused and build accountability into follow-ups. 

Over time, consistent debriefing and action tracking make the 360 performance review an engine for continuous improvement rather than a one-time exercise.

Sounds good? 

Now, creating 360-degree feedback surveys becomes easier when you use an online tool. Let me show you how I do it easily.

How to Create 360-Degree Feedback Using Online Tools

I’ve built dozens of 360-degree feedback programs over the years, but when I started using PeopleGoal to run them, the process became dramatically smoother. Instead of juggling spreadsheets and manual forms, I could set everything up, automate participation, and track results, all in one workspace.

Here’s exactly how I set up a 360 feedback survey using an online platform, keeping it simple, human, and entirely results-driven.

Step 1: Pick a Smart Starting Template

I always begin with a ready-made template. It gives me structure without boxing me in. The template typically includes competency ratings, open-ended sections, and a “Start, Stop, Continue” format for constructive feedback.

From there, I customize the questions to reflect our company’s tone and objectives. For example, in leadership roles, I include items around “decision-making clarity” or “team inspiration.” For junior roles, I focus more on collaboration and dependability.

The point is to make the feedback questionnaire personal enough that people recognize themselves in the questions, not generic corporate jargon.

Step 2: Customize and Simplify the Flow

Next, I review the process flow. Online tools make it easy to adjust the order of steps and rename sections—such as peer feedback, manager input, or self-assessment. I keep only what adds value.

Sometimes, teams get tempted to create ten different rater groups. I’ve learned that four solid categories—self, manager, peers, and direct reports—yield 90% of the insight with half the confusion.

I also ensure it stays an anonymous feedback survey, because candor drops fast when people think their comments can be traced.

Step 3: Set Roles, Visibility, and Permissions

I define who does what. Every multi-rater feedback process has roles—feedback requester, raters, reviewer, and HR admin. I configure who can view which part of the report.

For example, employees can see their own results but not individual peer comments. Managers can view summaries to guide leadership development talks. HR can view completion data for performance management reporting.

This keeps the system both transparent and fair. It balances psychological safety with accountability, which is vital for building a strong feedback culture.

Step 4: Launch the Cycle and Guide Participants

Before launching, I send a short, plain-language email explaining the process and purpose. People appreciate knowing why they’re being asked to give feedback, not just how.

Then, I open the 360-degree feedback process and let the automation do its work—sending reminders, collecting responses, and generating dashboards. When everything runs smoothly, people stop thinking of the survey as a task and start treating it as a conversation.

A well-communicated launch is where HR best practices meet storytelling—connect the purpose to performance, and you’ll see engagement rise naturally.

Step 5: Review, Reflect, and Act

Once responses roll in, I study the results carefully. I don’t just look at scores; I look for themes. Are there recurring comments about communication? Leadership approach? Cross-team collaboration?

I summarize findings into a concise 360 performance review report and then schedule one-on-one debriefs. Each employee walks away with one clear development focus. That’s where the magic happens: employee development, professional growth, and genuine continuous improvement.

Finally, I close the loop by tracking progress over the next few months. The goal isn’t perfection. It’s consistency, turning feedback into a natural rhythm of learning and leadership.

That’s it. That’s how you create a 360-degree feedback survey using online software. It’s fast, it’s easy, it’s interesting, and the employees like it. 

360-Degree Feedback Survey Questions With Sample Answers

A balanced 360-degree feedback survey includes both closed-ended questions (for measurable insights) and open-ended questions (for richer, qualitative feedback). The following list provides a mix of questions with realistic sample answers and response options.

Closed-Ended Questions (with Rating Options and Sample Answers)

1. How effectively does the employee communicate with their team?
Answer Options:
1 – Rarely communicates clearly
2 – Sometimes communicates effectively
3 – Often communicates clearly but inconsistently
4 – Consistently clear and respectful communicator
5 – Exceptionally clear, concise, and engaging communicator
Sample Answer: 4 – Consistently communicates clearly and ensures everyone understands expectations.

2. How well does this person handle feedback or criticism?
Answer Options: 1 (Defensive) – 5 (Fully receptive)
Sample Answer: 5 – Actively seeks feedback and applies it quickly to improve outcomes.

3. To what extent does this employee demonstrate accountability?
Answer Options: 1 (Avoids responsibility) – 5 (Takes full ownership)
Sample Answer: 4 – Takes ownership for team goals and follows through reliably.

4. How effective is this person at managing time and meeting deadlines?
Answer Options: 1 (Frequently misses) – 5 (Always punctual and organized)
Sample Answer: 5 – Always meets deadlines and helps others stay on schedule.

5. How well does the employee adapt to changes in priorities or strategy?
Answer Options: 1 (Resists change) – 5 (Thrives in change)
Sample Answer: 4 – Quickly adjusts plans when priorities shift and remains positive.

6. How effectively does this employee contribute to team collaboration?
Answer Options: 1 (Seldom contributes) – 5 (Actively strengthens collaboration)
Sample Answer: 5 – Encourages participation and fosters inclusion in discussions.

7. How would you rate the employee’s leadership or influence on others?
Answer Options: 1 (Weak influence) – 5 (Highly motivating and credible leader)
Sample Answer: 4 – Leads by example and inspires peers through strong work ethic.

8. How well does this person align with organizational values and ethics?
Answer Options: 1 (Misaligned) – 5 (Fully aligned and models values daily)
Sample Answer: 5 – Demonstrates integrity and fairness in every situation.

9. How innovative or proactive is this employee in problem-solving?
Answer Options: 1 (Rarely contributes ideas) – 5 (Consistently proposes effective solutions)
Sample Answer: 4 – Often identifies better ways to complete recurring tasks.

10. How effectively does this person manage conflict or disagreements?
Answer Options: 1 (Avoids or escalates conflict) – 5 (Resolves constructively)
Sample Answer: 3 – Usually calm but occasionally avoids addressing issues directly.

Open-Ended Questions (With Sample Answers)

11. What are this employee’s top three strengths?
Sample Answer: “Strong communicator, dependable under pressure, and empathetic toward colleagues.”

12. What is one skill or behavior this person should improve to become more effective?
Sample Answer: “Could improve delegation—sometimes prefers to handle tasks alone instead of trusting the team.”

13. Describe a time when this employee demonstrated strong leadership or initiative.
Sample Answer: “During a client crisis, took the lead in coordinating cross-department efforts and resolved the issue within 24 hours.”

14. In what ways does this employee contribute to a positive team environment?
Sample Answer: “Recognizes others’ contributions, celebrates wins, and remains approachable even under pressure.”

15. How does this individual respond to challenging feedback or setbacks?
Sample Answer: “Shows resilience—takes time to reflect and adjusts behavior constructively without defensiveness.”

16. What is one thing this person should start, stop, and continue doing?
Sample Answer:
Start – Involving junior team members in key projects.
Stop – Taking on too many personal tasks at once.
Continue – Providing regular, helpful feedback to others.

17. How effectively does this person encourage collaboration and teamwork?
Sample Answer: “Actively brings people together, invites input from quieter members, and creates consensus during decision-making.”

18. What specific accomplishment best represents this employee’s contribution to the company?
Sample Answer: “Successfully streamlined the onboarding process, cutting training time by 20% while improving satisfaction scores.”

19. How could leadership better support this employee’s professional growth?
Sample Answer: “Offer advanced training in strategic planning and exposure to interdepartmental projects.”

20. Is there any additional feedback you’d like to share about this person’s performance or potential?
Sample Answer: “A valuable contributor who combines technical skill with genuine empathy. Has potential to move into a managerial role soon.”

Now, check out this sample 360-degree feedback survey template that you can copy and use directly.

Complete 360-Degree Feedback Survey Template

Here is a ready-to-use 360-degree feedback survey template that covers all major stakeholder groups—self, manager, peers, and direct reports. It is designed to be copied directly into your survey tool or spreadsheet, with both quantitative (rating scale) and qualitative (open-ended) questions.

Section 1: Self-Assessment

Objective: Encourage employees to reflect on their strengths, behaviors, and improvement areas.

A. Rating-Based Questions

B. Multiple-Choice Reflection

When facing challenges, I usually:

• Seek help immediately
• Try to handle it alone first
• Analyze options and then ask for feedback
• Avoid dealing with it until necessary

How often do you seek feedback from colleagues?

• Rarely
• Occasionally
• Frequently
• Always

C. Open-Ended Reflection

• What recent achievement are you most proud of?
• What’s one behavior you would like to improve this quarter?
• What kind of support from your manager or team would help you perform better?

Section 2: Manager Feedback

Objective: Assess leadership capability, goal alignment, and ability to motivate others.

A. Rating Table

B. Behavioral Checklist

Select all behaviors that describe this manager:

• Delegates effectively without micromanaging
• Creates psychological safety in team discussions
• Regularly recognizes employee contributions
• Avoids favoritism and maintains fairness
• Promotes continuous improvement initiatives

C. Open-Ended Feedback

• What are this manager’s strongest leadership traits?
• How do they help the team achieve performance goals?
• What could they do differently to become a more effective leader?

Section 3: Peer Feedback

Objective: Capture insights about collaboration, communication, and reliability among colleagues.

A. Rating Table

B. Scenario-Based Question

If a conflict arises in the team, this person is most likely to:

• Step back and avoid involvement
• Escalate it to a manager
• Address it calmly and work toward a resolution
• React emotionally before processing

C. Open-Ended Questions

• How does this person contribute to a positive feedback culture?
• What is one area where this employee could collaborate more effectively?
• Describe one instance where this person’s teamwork made a difference.

Section 4: Direct Report Feedback

Objective: Understand how employees experience their manager’s support, communication, and trust.

A. Rating Table

B. Agreement Statements (Likert Scale)

Indicate your level of agreement:
1 = Strongly Disagree | 5 = Strongly Agree

C. Open-Ended Questions

• What does your manager do that motivates you most?
• What one thing could they change to make the team stronger?
• How would you describe their leadership style in one sentence?

Section 5: External Stakeholder Feedback (Optional)

Objective: Evaluate how the employee represents the organization externally.

A. Rating Table

B. Open-Ended Questions

• How does this employee represent the company in your interactions?
• What are this person’s strongest professional attributes?
• Is there anything they could do to improve partnership effectiveness?

Section 6: Summary and Action Planning

Objective: Translate insights into practical growth steps for employee development and leadership improvement.

Development Prompts:

• What short-term actions will strengthen this person’s leadership potential?
• Which competencies should be tracked in the next 360 performance review?
• How will progress be measured (KPIs, milestones, behavioral examples)?

Scoring Guidance

• Average Score (4.0–5.0): Highly consistent, trusted performer and team role model.
• Average Score (3.0–3.9): Competent and reliable, may need targeted improvement in select areas.
• Average Score (2.0–2.9): Inconsistent performance; requires coaching or training support.
• Average Score (Below 2.0): Needs an immediate improvement plan with HR oversight.

360-Degree Feedback Survey: From Feedback to Real Growth

The real success of a 360-degree feedback survey lies in what happens after the forms are filled out. I’ve learned that when feedback is used with purpose, it doesn’t just improve performance, it transforms how people see themselves and how teams connect.

Here’s what truly turns feedback into progress:

• It builds trust by turning evaluation into collaboration.
• It helps translate patterns into specific, measurable growth goals.
• It encourages accountability through open, ongoing dialogue.
• It celebrates progress instead of waiting for perfection.

Modern online 360-degree feedback tools make this journey smoother. They handle surveys, reminders, and analytics automatically, so teams can spend their time where it matters most: using insights to grow, not managing spreadsheets.