When the preparation is done, the most exciting part begins – the evaluation itself. This is where it becomes clear how well you prepared the ground for a flawless 360-degree review. If you did a solid job in the earlier phases, everything should now run smoothly. If not, you’ll probably notice it at this stage.
Process Administration – the Devil is in the Details
These days, no one imagines running a 360-degree review on paper questionnaires. Online platforms are the standard, but even so, there are many details that can derail the process.
The Technical Side
Choose a platform that is intuitive and reliable. Employees shouldn’t need training on how to fill out a questionnaire. Test the system beforehand with a small group to uncover potential issues.
Pro tip: Always test the technology before the official launch. A platform may look perfect in a demo but reveal issues with special characters (like Czech diacritics) or mobile usability only in practice. If half the reviewers face technical issues completing the survey, it undermines trust in the whole process. A thorough pilot with a small group will uncover hidden problems and save your reputation—and nerves.
Tracking Progress
Prepare a dashboard that shows you who has completed the questionnaire and who hasn’t. Plan reminders – typically one after a week and another three days before the deadline. Reminders should be friendly yet clear.
A clear dashboard helps you track which stage the review process is at in your company.
Ensuring Anonymity – Hidden Pitfalls
Anonymity isn’t just a technical issue. It’s mainly a matter of trust and communication. People must believe their honesty won’t have negative consequences.
Principles of anonymity in practice:
At least 3 reviewers in each anonymous category (peers, subordinates).
Data aggregated by groups, never individually.
Clear rules about who has access to which data.
Technical safeguards in line with GDPR.
Pro tip: Watch out for anonymity in small teams. In a department of four people, you can’t guarantee anonymity of three subordinates reviewing their manager – it would be obvious who said what. The solution is to merge their responses with colleagues from other departments into an “Other” category, or adapt the process to respect the specifics of small units. Always consider organizational structure when planning anonymity.
Data Analysis – Finding Treasures in the Numbers
When data collection closes, perhaps the most interesting part begins – analyzing the results. Modern software will generate nice graphs and tables, but the true value lies in interpreting the data.
Gap Analysis – the Most Valuable Component
The biggest insights come from comparing self-assessment with others’ evaluations:
Confirmed strengths: Areas where the individual rates themselves positively and others see them the same way. These are true strengths to build on.
Confirmed development areas: Areas where the individual recognizes their shortcomings and others confirm it. Development will be easiest here.
Blind spots: Areas where the individual sees themselves more positively than others do. These are often the most critical for development, as the person is unaware of them.
Hidden strengths: Areas where others rate more positively than the individual rates themselves. This may signal low self-confidence or untapped potential.
Pro tip: Blind spots are the most powerful part of the process. When a manager discovers that, despite considering themselves a great communicator, their team perceives them as uncommunicative, it’s a strong trigger for change. The biggest growth often comes from these surprising findings where self-perception significantly diverges from others’ views. Pay extra attention to these during feedback sessions.
Delivering Feedback – the Most Delicate Part
How you deliver feedback determines whether it will be useful or destructive. Receiving feedback, especially critical feedback, is emotionally demanding and requires sensitivity.
Who Should Lead the Feedback Session
You have several options, each with pros and cons:
External coach: Best for objectivity and experience. Seen as neutral and skilled in handling tough situations.
Internal coach or HR: A good alternative if they have the skills and employee trust. Advantage: deeper knowledge of company context.
Direct manager: Can work if there is a relationship of trust and coaching skills are in place. The risk: the employee may be less open.
Structure of a Feedback Session
An effective session has a clear structure:
Introduction (10 minutes): Remind them of the purpose, create a safe environment, reassure confidentiality.
Strengths (20 minutes): Start positively. Discuss confirmed and hidden strengths.
Development areas (30 minutes): Gradually move to blind spots and improvement areas. Focus on understanding, not defensiveness.
Next steps (20 minutes): Jointly identify 2–3 key development areas and outline possible steps.
Psychological Aspects
Be prepared for different reactions. Some people accept feedback easily; others need time to process. Common reactions include:
surprise or shock (especially at blind spots)
defensiveness or denial
blaming others or making excuses
sadness or disappointment
motivation to change
It’s important to stay patient, empathetic, and future-focused. The goal is not to “convict” the individual of mistakes, but to help them grow.
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