360-degree feedback collects input on an employee's performance from multiple sources around them - their manager, peers, people who report to them, and a self-assessment - rather than relying on the manager's view alone.
What it means
Gathering several perspectives reduces the risk that one person's blind spot or bias drives the whole rating, particularly useful for assessing collaboration and leadership behaviours a manager might not directly observe.
Where it fits in
360-degree feedback is typically gathered as an input into the formal performance appraisal, not as a replacement for it, giving the manager a fuller picture before finalising a rating.
Key rules
- Gathers feedback from manager, peers, direct reports and self-assessment.
- Reduces single-rater bias and blind spots.
- Particularly useful for collaboration and leadership behaviours.
- An input into the formal appraisal, not a replacement for it.
