How can 360 degree feedback help grow people and organisations?

Constructive feedback is a key factor in allowing managers to compare their own view of themselves with how other people see them. Through 360° feedback the managers receive information about their performance from a range of different people, so from several perspectives. Becoming aware of personal blind spots allows managers to target development in these areas.

Client voices

"By introducing clear grading criteria and the use of test tools, we have shortened the process by five weeks."Jonas Behrendt, Schibsted ASA

Clients who use 360° feedback by cut-e

What is 360 degree feedback?

Using an online feedback questionnaire, a manager’s professional and interpersonal competencies are evaluated by him or herself, superiors, peers, direct reports and others (e.g. customers or service providers).

The managers are then able to compare their own impression of themselves with the external view. This multiple perspective sharpens the managers’ awareness of their own strengths and development areas and gives them concrete direction for subsequent professional development.


With the 360° feedback system, cut-e allows you to administer and interpret multi-rater feedback processes online. These include comprehensive 360° feedback processes as well as 180° feedback (where managers receive feedback from their direct reports only), or management feedback (where managers receive feedback solely from their line managers).

Article: Getting the most from your 360° feedback

Filip Hrkal, Managing Director of cut-e Central and Eastern Europe (CEE), shares his experience and thoughts on how to ensure your 360° feedback delivers the most impact for your people and your company.

Using 360 feedback to drive culture change

Are we all on the same song sheet? We see organisations driving culture change through the use of assessments, particularly 360 degree feedback processes. Either after a merger or to retain a competitive position, companies want to move in a certain direction. PwC uses an online feedback process to drive a culture of open and honest feedback upwards as well as down the ranks within the business. Vodafone in Romania, post-merger, used 360 feedback process to initiate discussions about desirable culture and behaviours and then to assess existing managers against these. All these assessments are increasingly being conducted away from a desk, on a tablet or on a mobile.

Efficient 360 degree feedback

How can we bring more life and value into our feedback process whilst increasing efficiency?

cut-e helps you conduct efficient multirater feedback processes with high value reports

  • Many companies have experience with multirater feedback (bottom-up feedback, 360° feedback). And most of them experience the operating expenses. cut-e offers the ideal platform in order to execute these processes quickly and free of hassle.
  • The system contains a competency based questionnaire, but can also be adapted to your competency models. Workflow and look and feel of the system can be tailored to your needs. Development oriented and interactive reports facilitate active engagement with the results and lead to realistic development plans.

360-degree-feedback by cut-e in use

The 360° feedback system contains the shapes360 questionnaire as standard. The shapes360 questionnaire evaluates 18 management competencies in a structured and reliable way. Alternatively, it is also possible to integrate corporate competency models and questionnaires.

The shapes360 questionnaire covers 18 competencies and takes approx. 20 minutes to complete. Open and multiple choice questions can be easily added. In addition, it is also possible to rate the relevance of individual competencies in relation to the role of the manager in question. This allows competencies to be prioritised.

The 360° feedback process is usually managed by cut-e, although the system is also suitable for self-service. Many different functions are available for entering and adding projects and candidates, for sending e-mails and creating various reports. The feedback providers can be nominated through the system, by the managers themselves or by their superiors.

The results provide a comprehensive overview of how each manager evaluates the individual competencies compared with the evaluation of the people around them. In addition, results can be summarised clearly according to each feedback provider group. The report also includes detailed descriptions of the individual competencies as well as the highest and lowest ratings. Group-based reports are available on request.

The system, questionnaire and reports are available in a wide range of languages. The language versions are continually updated and additional languages can be made available on request. 

Poll results: 360° feedback – is it a curse or blessing?

In a recent poll we asked our newsletter readers: Is 360° feedback more a curse or a blessing? Below is what you told us and a few tips on making 360° feedback even more successful. 


360° feedback is widely appreciated by users
70% of all participants answered that the level of personal benefit they got from 360° feedback was either very high or moderately high. Only 30% of all answers were less positive: 15% stated 360° feedback wouldn't give them much value and 12% answered that it is of no benefit at all and they would prefer not to use a 360° feedback system.

Making 360° feedback even more of a success
We're happy and even a bit surprised to see such a positive attitude towards the instrument as we know that it is essential to use 360° feedback process in the right way. Here's a little list of success factors:

The implementation of a 360° feedback process requires professional and systematic preparation, e.g.:

  • Detailed information for all participants about the process and the objective target prior to the start
  • Transparency about the organisational procedure
  • Assurance of anonymity for feedback providers (except from the perspective of supervisors)
  • Absolute frankness about the purpose and the aim of the process and the use of the results
  • Assistance with the analysis of the reporting
  • Integration into existing HR work and current projects
  • Inclusion of work councils from the very beginning

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