How to Frame 360 Review Questions for Managers? (With Template)
The announce of a 360 Review can often be destabilising for managers. Peers, subordinates, management and even clients and suppliers formulate their feedback through a pre-defined prism. While stakeholders intend to share their expectations, managers seek a constructive and fair assessment.
360 Review’s can adopt a variety of forms: from 50 and up to well over 300 questions, and use open-ended or close-ended questions for example. But disregarding its format, the benefits of 360 reviews are numerous when it aligns with and is driven by a global HR strategy.
This formidable tool constitutes a powerful lever organisations can use to write their story and guide it in the right direction. Read on to find out about its benefits to evaluate managers and learn the foundational guidelines to creating effective 360 Review survey questions.
Purpose of 360 Reviews for Managers
It’s not always easy to evaluate managers’ performance accurately. This is even more true when we know that an individual who performs well in his job doesn’t necessarily make a good team leader. To be efficient, a manager should be able to guide, motivate and listen to his subordinates. These are as many dimensions your 360 evaluation questions should cover.
360 Review questions are used to compare the perception managers have of their own performance with the perception other people have of their work. Of course, these people should work with on a regular if not daily basis. To put it simply, 360 reviewers answer a questionnaire that is used to describe the behaviours adopted by a manager in his day-to-day work.
At the same time, managers also answer the same series of questions. The post-assessment analysis of those questions helps identify converging as well as diverging opinions. The use of a 5-point Likert scale, from ‘never’ to ‘always’, allow to measure the degree of difference between responses.
360 degree appraisals allow managers to be conscious of their strengths and areas of improvements by confronting several perspectives. They constitute a form of feedback that is rich in learnings and bring a constructive point of view on their managerial practices.
Developing 360 Feedback Survey Questions
In order to measure accurately the level of competency across the entire spectrum of skills a manager should possess, it’s important to write survey questions using a standard framework. This will guarantee the integrity of the process, making sure answers collected are measurable and comparable to each other.
360 feedback questions should be built using the three levels of analysis that follow:
- Competencies: these corresponds to the abilities a manager should have such as communication or leadership for example
- Dimensions: help us analyse the different facets of a competency. For example, communication can be analysed on different levels: written communication, verbal communication, listening ability, etc.
- Observable behaviours: using the combination of competency = communication and dimension = verbal communication, an example of observable behaviour would be “being comfortable conducting a presentation”.
Below are 12 example of core competencies you might want to assess in your 360 evaluations for managers:
Examples of Managerial Competencies
- Time management
- Stakeholder relationship management
- Coaching and development
- Conflict management
- Team management
- Personal efficacy
- Change management
- Project management
- Meeting management
- Stress & mental health management
Now using these guidelines, it’s easy to think about all the important elements that make a good 360 feedback question. To help you further here are some more examples:
Complete the following sentence: “To manage effectively I need…”
“…to be a great leader, which requires to”
- Communicate a vision
- Clarify expectations
- Inspire and motivate
- Lead by example
- Support and represent my team
“…to know how to manage, which requires to”
- Plan and organise
- Adopt a collaborative approach to decision-making
- Solve issues
- Be fair
- Be result-driven
“…to develop my team, which requires to”
- Coach and train
- Delegate the workload
- Provide constructive feedback
- Plan career pathways
- Encourage collaboration
“…to drive change implementation, which requires to”
- Seek improvement opportunities
- Take calculated risks
- Adapt to feedback
- Getting buy-in
360 Review Template for Managers
A successful performance review starts with a good preparation. This 360 review template for managers helps you with an example to identify the strengths and weaknesses of your managers. Response analysis form the base of a constructive conversation. The objective is to ultimately help individuals improve as managers and create a development plan that is personal and relevant. Hand this free template to the stakeholders you’ve selected to partake in the 360 review process.