In light of recent transformations in the world of work, characterized by pressures to nurture talent, heightened attention on inadequate leadership within workplaces, and the effort to cultivate lean and highly efficient teams, the utilization of 360-Development tools is gaining significant momentum.

Recognizing the criticality of a 360-Development Program, it remains important to prepare and strategize for a successful program launch and eventual integration.

Over the last 15 years, OES has been collaborating closely with our clients to build and launch strategic 360-Programs that support critical organizational objectives. Drawing from our extensive experience, our team presents insights and tips for crafting a 360-Program that ensures success, below:


Before Implementing a 360-Degree Feedback Program

  • Determine the purpose of your 360s. It is important to first identify if the 360-Program will be used for employee development or employee evaluation, and to clearly address what decisions will be made by the results of the 360. Establishing a clear purpose will influence how the 360 should be approached and will help to reduce any organizational confusion around its use. It is recommended that employers who are implementing 360s for the first time begin with a goal of employee development. By focusing on development first, the organization can build trust in the 360 process and improve its effectiveness over time.
  • Consider how the organizational context can impact your program. Implementing a 360-system is a change for your employees. If there are already changes in the organization that may be creating turbulence (e.g., restructuring, other new systems, etc.), it may impact how employees will react to the implementation of 360s. It is recommended that employers wait until other major organizational shifts are completed before rolling out a 360-Program.
  • Know your team. Think through how your participants might react to unfavorable feedback and create a plan to nurture, support, and coach those employees to ensure that they are able to overcome initial negative reactions. Oftentimes, we find that communication before, during, and after a 360-process is critical. Employees should understand why a 360-is being used, how the information will be shared, and ultimately why the process is beneficial for them on a personal and professional level. Sharing with the team that everyone has both strengths and opportunities is a critical message.

Collecting 360-Degree Feedback

  • Ensure the anonymity of respondents. 360s only work if participants respond honestly to surveys. We find that employees are most likely to respond directly and honestly if they are confident that any negative feedback is anonymous. Oftentimes, we find that employees are relieved that they have an opportunity to give direct feedback in a way that protects their existing workplace relationships.

Using 360-Degree Feedback

  • Create an Action Plan. After results of a 360 are shared in a 1:1 feedback session, it’s important to support the employee as they plan their development path. With the support of a coach, the employee should carefully craft their action plan, which identifies developmental goals, specific actions to take, and a timeline to achieve them.


  • Support the growth of your team. To successfully act on feedback, employees will need clear support from their supervisors and the organization to change their approach to work and learn from mistakes. Carefully craft communications and a defined check-in process to ensure that employees feel nurtured and supported throughout the process.


Ready to talk about 360-Program options for your team? Click here to schedule a free consultation with our expert team.