---
title: "360 Degree Feedback: The HR Leader's Guide | GFB"
description: Discover how 360 degree feedback helps HR leaders improve performance, develop stronger leaders and build successful employee development programmes.
image: https://www.gfbgroup.com/hubfs/the-hr-leaders-guide-to-better-360-feedback%20(1).webp
---

[![GFB](https://www.gfbgroup.com/hs-fs/hubfs/Act3%20child/images/GFB.webp?width=101&height=65&name=GFB.webp "GFB")](https://www.gfbgroup.com/)

[![GFB](https://www.gfbgroup.com/hs-fs/hubfs/Act3%20child/images/GFB.webp?width=101&height=65&name=GFB.webp "GFB")](https://www.gfbgroup.com/)

- [About](https://www.gfbgroup.com/business-psychology-consultant)
- [Services](https://www.gfbgroup.com/leadership-development-consulting)
    - [Recruitment](https://www.gfbgroup.com/hiring-assessment-services)
    - [Talent](https://www.gfbgroup.com/talent-development)
    - [Leadership](https://www.gfbgroup.com/leadership-assessment)
    - [Culture & Change](https://www.gfbgroup.com/business-culture-change)
    - [Consultancy](https://www.gfbgroup.com/consultancy-services)
- Assessments & Tools
    - [Psychometric Assessments](https://www.gfbgroup.com/psychometric-assessments)
    - [360 Feedback Surveys](https://www.gfbgroup.com/360-degree-feedback-tools)
    - [Employee Engagement Surveys](https://www.gfbgroup.com/employee-engagement-surveys)
    - [Emotional Intelligence](https://www.gfbgroup.com/emotional-intelligence)
    - [Schroder Framework](https://www.gfbgroup.com/leadership-capability-model-schroder)
- [Our Technology](https://www.gfbgroup.com/technology)
- Resources 
    - [Blog](https://www.gfbgroup.com/blog)
    - [Case Studies](https://www.gfbgroup.com/blog/tag/case-studies)
    - [Downloads](https://www.gfbgroup.com/downloads)
    - [Careers](https://www.gfbgroup.com/careers)

More results

[![Contact Us ](https://hubspot-no-cache-eu1-prod.s3.amazonaws.com/cta/default/148636939/interactive-425701759177.png)](https://www.gfbgroup.com/hs/cta/wi/redirect?encryptedPayload=AVxigLKfabveg68irv280UwNCY1o3cv59wU9Bnl5FGIwMwFY8rhfu2G5kHqW6Fr8yGVoa%2F5%2Brw7bpy2OYzoF83v2GxuoQe42%2BIkIoiZTLIU5kolYmgeS0bWbkP2CYG9HJm6bo6s7Td84DmNoXFhQ8SF%2FsGt3%2FoZyEB86sPw%2B9VrVERz8F3zqlzsSKxkCqykvk%2BqPdivxwGf5YzXH4c%2BKILQcIvT7bw%3D%3D&webInteractiveContentId=425701759177&portalId=148636939)

[![Login](https://hubspot-no-cache-eu1-prod.s3.amazonaws.com/cta/default/148636939/interactive-425703161038.png)](https://www.gfbgroup.com/hs/cta/wi/redirect?encryptedPayload=AVxigLItsVdciaFBa%2F9nopF1Tl1C9nDCUIyGDlNryeVCzVBoo2Ue0rtD%2Fvy1jyNnX0LX7XvLfjgOq4c6cVv7rfjy7IUCTsnv63at5bT%2FCvOVb2KF8uhCo%2BITpuPTN7q1d34AtXlE9m%2F%2BKsMzXyx3EpRG2ZNJ1nCyyrKIE6WZzsIJp3c45Lh3RWuHWyhpWg5MnI5j71cnAGIB7obw%2BHXQGLfxc6BXNb9%2F&webInteractiveContentId=425703161038&portalId=148636939)

[![Contact Us ](https://hubspot-no-cache-eu1-prod.s3.amazonaws.com/cta/default/148636939/interactive-425701759177.png)](https://www.gfbgroup.com/hs/cta/wi/redirect?encryptedPayload=AVxigLKfabveg68irv280UwNCY1o3cv59wU9Bnl5FGIwMwFY8rhfu2G5kHqW6Fr8yGVoa%2F5%2Brw7bpy2OYzoF83v2GxuoQe42%2BIkIoiZTLIU5kolYmgeS0bWbkP2CYG9HJm6bo6s7Td84DmNoXFhQ8SF%2FsGt3%2FoZyEB86sPw%2B9VrVERz8F3zqlzsSKxkCqykvk%2BqPdivxwGf5YzXH4c%2BKILQcIvT7bw%3D%3D&webInteractiveContentId=425701759177&portalId=148636939)

[![Login](https://hubspot-no-cache-eu1-prod.s3.amazonaws.com/cta/default/148636939/interactive-425703161038.png)](https://www.gfbgroup.com/hs/cta/wi/redirect?encryptedPayload=AVxigLItsVdciaFBa%2F9nopF1Tl1C9nDCUIyGDlNryeVCzVBoo2Ue0rtD%2Fvy1jyNnX0LX7XvLfjgOq4c6cVv7rfjy7IUCTsnv63at5bT%2FCvOVb2KF8uhCo%2BITpuPTN7q1d34AtXlE9m%2F%2BKsMzXyx3EpRG2ZNJ1nCyyrKIE6WZzsIJp3c45Lh3RWuHWyhpWg5MnI5j71cnAGIB7obw%2BHXQGLfxc6BXNb9%2F&webInteractiveContentId=425703161038&portalId=148636939)

- [About](https://www.gfbgroup.com/business-psychology-consultant)
- [Services](https://www.gfbgroup.com/leadership-development-consulting)

    - [Recruitment](https://www.gfbgroup.com/hiring-assessment-services)
    - [Talent](https://www.gfbgroup.com/talent-development)
    - [Leadership](https://www.gfbgroup.com/leadership-assessment)
    - [Culture & Change](https://www.gfbgroup.com/business-culture-change)
    - [Consultancy](https://www.gfbgroup.com/consultancy-services)
- Assessments & Tools

    - [Psychometric Assessments](https://www.gfbgroup.com/psychometric-assessments)
    - [360 Feedback Surveys](https://www.gfbgroup.com/360-degree-feedback-tools)
    - [Employee Engagement Surveys](https://www.gfbgroup.com/employee-engagement-surveys)
    - [Emotional Intelligence](https://www.gfbgroup.com/emotional-intelligence)
    - [Schroder Framework](https://www.gfbgroup.com/leadership-capability-model-schroder)
- [Our Technology](https://www.gfbgroup.com/technology)
- Resources

    - [Blog](https://www.gfbgroup.com/blog)
    - [Case Studies](https://www.gfbgroup.com/blog/tag/case-studies)
    - [Downloads](https://www.gfbgroup.com/downloads)
    - [Careers](https://www.gfbgroup.com/careers)

[![Contact Us ](https://hubspot-no-cache-eu1-prod.s3.amazonaws.com/cta/default/148636939/interactive-425701759177.png)](https://www.gfbgroup.com/hs/cta/wi/redirect?encryptedPayload=AVxigLKfabveg68irv280UwNCY1o3cv59wU9Bnl5FGIwMwFY8rhfu2G5kHqW6Fr8yGVoa%2F5%2Brw7bpy2OYzoF83v2GxuoQe42%2BIkIoiZTLIU5kolYmgeS0bWbkP2CYG9HJm6bo6s7Td84DmNoXFhQ8SF%2FsGt3%2FoZyEB86sPw%2B9VrVERz8F3zqlzsSKxkCqykvk%2BqPdivxwGf5YzXH4c%2BKILQcIvT7bw%3D%3D&webInteractiveContentId=425701759177&portalId=148636939)

[![Login](https://hubspot-no-cache-eu1-prod.s3.amazonaws.com/cta/default/148636939/interactive-425703161038.png)](https://www.gfbgroup.com/hs/cta/wi/redirect?encryptedPayload=AVxigLItsVdciaFBa%2F9nopF1Tl1C9nDCUIyGDlNryeVCzVBoo2Ue0rtD%2Fvy1jyNnX0LX7XvLfjgOq4c6cVv7rfjy7IUCTsnv63at5bT%2FCvOVb2KF8uhCo%2BITpuPTN7q1d34AtXlE9m%2F%2BKsMzXyx3EpRG2ZNJ1nCyyrKIE6WZzsIJp3c45Lh3RWuHWyhpWg5MnI5j71cnAGIB7obw%2BHXQGLfxc6BXNb9%2F&webInteractiveContentId=425703161038&portalId=148636939)

# The HR Leader's Guide To Better 360 Feedback

By [**GFB**](https://www.gfbgroup.com/blog/author/gfb) on Jul 22, 2026

![Business professional holding a digital illustration of employees with a selected leader, representing 360 degree feedback and leadership development.](https://www.gfbgroup.com/hubfs/the-hr-leaders-guide-to-better-360-feedback%20(1).webp)

Leadership has never been under greater pressure. Organisations are asking leaders and managers to navigate unprecedented speeds of change, improve engagement, develop talent, retain their best people and build high-performing teams, all while delivering business results.

![Request A Sample](https://hubspot-no-cache-eu1-prod.s3.amazonaws.com/cta/default/148636939/interactive-480220630259.png)

Yet many organisations still rely heavily on annual appraisals or feedback from a single line manager to understand performance. While these approaches have their place, they rarely provide the complete picture.

The reality is that no one person sees how an individual performs across every interaction. Peers, direct reports, customers and colleagues all experience different aspects of someone's leadership and behaviour. Without bringing those perspectives together, development decisions are often based on incomplete information.

**[360 degree feedback](https://www.gfbgroup.com/360-degree-feedback-tools) surveys provide a unique opportunity for individuals and organisations to gain an insight into what has made them successful in the past and what they need to do to be more successful in the future.**

When implemented well, 360 feedback becomes much more than another HR process. It provides meaningful insight into behaviours, supports better development conversations and helps organisations create a culture that values continuous improvement and open, honest feedback.

---

# **What Is 360 Feedback?**

## **Improving Performance Through Feedback**

**360 degree feedback surveys provide a unique opportunity for individuals and organisations to gain an insight into what has made them successful in the past and what they need to do to be more successful in the future.** GFB has over 20 years of expertise in designing and running online 360 degree feedback surveys, providing organisations of all sizes with leading-edge, user-friendly surveys and comprehensive reports on their people.

**360 degree feedback surveys, also known as multi-source or multi-rater feedback, are designed to gather information about an individual's performance. They are multi-source because information is gathered from a variety of people with whom the individual interacts on a regular basis, including their manager, direct reports, peers and, where appropriate, customers.**

The term **"360"** refers to the 360 degrees in a circle, with the individual positioned at the centre. Feedback is gathered from the people who work most closely with them, creating a balanced picture of how their behaviours are experienced by others. It also includes a self-assessment, allowing individuals to compare their own perceptions with those of the people around them.

Unlike a traditional performance appraisal, where employees are typically reviewed only by their manager, 360 feedback captures multiple perspectives. This provides a much broader understanding of leadership behaviours, communication, collaboration and overall effectiveness.

Feedback is collected anonymously, allowing respondents to share honest and constructive observations. Typically, participants are asked to respond in two ways:

- By rating a series of statements designed to measure key behaviours and competencies.
- By providing open-ended comments that add valuable context and practical examples.

The results are then collated into an easy-to-understand report that enables individuals to gain real insight into both their strengths and their development opportunities.

## **Why HR Leaders Are Increasingly Using 360 Feedback**

**HR professionals increasingly use 360 degree feedback to manage performance and development, as well as utilising it as a mechanism for managing change.** Whether the objective is to develop stronger leaders, improve individual performance, or introduce new behaviours that support organisational culture, 360 feedback can help achieve these goals.

Organisations are never static. Leadership expectations evolve, teams change and business priorities shift. A well-designed 360 feedback programme provides an effective way of understanding how leadership behaviours are developing over time.

As we often put it:

**"What you can see, you can manage."**

Because 360 feedback focuses on observable workplace behaviours rather than personality, it gives organisations practical information they can act upon. It identifies what people are already doing well, highlights behaviours that could be strengthened and provides a clear starting point for meaningful development.

Importantly, **360 feedback should measure behaviours, knowledge and the specific skills required by a role — not personality traits or personal style.** Measuring observable behaviours keeps feedback objective, actionable and directly linked to workplace performance.

## **Development First, Assessment Second**

One of the questions organisations often ask is whether 360 feedback should be used for assessment or development.

Our recommendation is clear.

**360 feedback is most commonly and most effectively used for development purposes.** When positioned as a developmental tool, individuals are far more likely to engage positively with the process, while respondents are more willing to provide open and honest feedback.

If people believe their feedback will directly influence pay reviews or promotion decisions, the quality of the responses can quickly diminish. Instead, the greatest value comes from using the insights to help individuals identify development priorities, shape learning plans and monitor progress over time.

Many organisations also combine 360 feedback with personality or motivational profiling to create an even richer picture of leadership effectiveness. Personality assessments help explain why individuals may naturally behave in certain ways, while 360 feedback measures how those behaviours are experienced by others. Together, they provide a powerful foundation for coaching and leadership development.

# **What Better 360 Feedback Looks Like**

Not all 360 feedback programmes deliver the same value.

When designed and implemented well, 360 feedback provides meaningful insight into leadership behaviours, supports individual development and creates valuable data that can shape wider organisational learning. However, the quality of those outcomes depends entirely on how the survey has been designed and positioned.

Effective 360 feedback is built around one key principle: **measuring observable behaviours.**

Typically, 360 feedback measures **how someone goes about their job — the behaviours they use.** It can also measure knowledge or the specific skills required by a role. What it should never assess is personality traits or personal style. Personality assessments help explain *why* someone may behave in a certain way; 360 feedback measures *how those behaviours are experienced by others* in the workplace.

By focusing on behaviours that can be seen, discussed and developed, feedback becomes objective, practical and far more likely to lead to meaningful change.

## **Better Feedback Starts With Better Questions**

One of the biggest factors influencing the success of any 360 programme is the quality of the questionnaire itself.

Questions should be clear, specific and easy to answer. They should focus on a single observable behaviour rather than combining multiple ideas into one statement. Respondents should feel confident that they understand exactly what is being asked, while participants should recognise the behaviours as relevant to their role.

GFB's approach to questionnaire design focuses on ensuring:

- Face validity, content validity and reliability.
- Questions that are mapped to a recognised competency framework.
- Statements cover one behaviour at a time.
- Questions are easy to interpret and answer.
- Appropriate rating scales that encourage meaningful feedback.

Rather than asking broad or subjective questions about whether someone is a "good leader", effective 360 surveys measure the specific behaviours that contribute to successful leadership. This creates development conversations that are grounded in evidence rather than opinion.

## **Using A Validated Competency Framework**

A strong behavioural framework provides the foundation for meaningful feedback.

GFB's off-the-shelf surveys are based on the validated **Schroder High Performance Competency Framework**, which has been validated through multiple studies and shown to differentiate between high and low performers. The framework measures 11 leadership behaviours across four key competency areas:

- **Thinks**
- **Involves**
- **Inspires**
- **Achieves**

These behaviours are observable, measurable and, importantly, **developable**.

Those who consistently demonstrate positive leadership behaviours tend to operate at higher levels, contribute more value to their organisation and have a greater positive impact on those around them. Most individuals naturally demonstrate four to six behaviours more strongly than others, creating a clear foundation on which future development can build.

For organisations with their own leadership or competency frameworks, bespoke surveys can be developed using their existing language and behavioural expectations, creating an even closer alignment between feedback, organisational values and leadership development.

## **Honest Feedback Depends On Trust**

The most valuable feedback is honest feedback.

GFB’s 360 surveys are anonymous, allowing respondents to feel comfortable sharing their genuine perceptions of an individual's behaviours. This encourages balanced, constructive feedback rather than responses influenced by hierarchy or workplace relationships.

For participants, receiving feedback from multiple trusted sources often increases acceptance of the results. Rather than hearing one person's opinion, they gain a balanced understanding of how they are experienced by colleagues across different working relationships.

Successful programmes also communicate clearly:

- Why the survey is being carried out.
- How the information will be used.
- Who will have access to the results.
- How confidentiality will be maintained.
- What support will be available after feedback has been received.

When participants understand that the process exists to support their development rather than judge their performance, engagement and trust increase significantly.

## **Reports Should Drive Development, Not Just Provide Data**

Collecting feedback is only one part of the process.

The real value comes from turning that information into meaningful development.

Effective reports should be easy to understand, highlighting both strengths and development opportunities while helping individuals compare their own perceptions with those of the people around them.

GFB's reports are designed to provide:

- Individual development reports.
- Group reporting for wider organisational insight.
- Graphic comparisons of self-perception and others' perceptions.
- Development signposting.
- Visual tools such as Johari windows, spider plots and benchmark comparisons.

The objective is not simply to produce scores, but to help individuals understand what they do well, where they can improve and how they can maximise their impact in the future.

When supported by coaching or high-quality development conversations, these insights become the foundation for lasting behavioural change.

---

# **The Business Benefits Of Better 360 Feedback**

A well-run 360 degree feedback survey can produce enormous benefits for both the individuals taking part and the organisation as a whole. Unlike many development activities, it creates value at multiple levels, supporting personal growth while providing HR with meaningful organisational insight.

## **For Individuals**

For many participants, the greatest benefit is increased self-awareness.

360 feedback provides an opportunity to understand the opinions of the people they work with every day and compare those views with their own perception of their performance. Because feedback comes from multiple sources, it is often viewed as more balanced and therefore more readily accepted.

A well-designed 360 programme can help individuals:

- Better understand their strengths and development areas.
- Increase self-awareness.
- Focus on meaningful personal development.
- Improve dialogue with their manager.
- Feel more valued by the organisation.
- Improve team working through a greater understanding of how others experience them.

Rather than simply highlighting areas for improvement, effective feedback also reinforces the behaviours that are already contributing to success, giving individuals greater confidence in their strengths while identifying opportunities for further growth.

## **For Managers And Leaders**

For managers, 360 feedback provides insights that are difficult to gain through observation alone.

It helps leaders understand how effectively they communicate, influence, develop capability, empower others and build confidence across their teams. These behavioural insights enable much more targeted development than traditional appraisal conversations alone.

Managers also benefit from:

- Better quality development conversations.
- Greater understanding of their impact on others.
- More focused leadership development.
- Clear behavioural priorities for improvement.
- Increased ownership of their own development journey.

Because the feedback focuses on observable behaviours rather than personality, conversations remain constructive, practical and focused on actions that individuals can genuinely develop.

## **For The Organisation**

At an organisational level, the benefits extend far beyond individual reports.

360 feedback provides a quick and objective way of gathering information about leadership capability across the business. Group reporting enables HR teams to identify common strengths, recurring development needs and opportunities to target future investment more effectively.

A well-implemented 360 programme can also:

- Reinforce the link between behaviours, competencies and organisational performance.
- Support succession planning and talent development.
- Generate commitment to learning and development.
- Encourage an open culture that values honest feedback.
- Improve communication and collaboration across teams.
- Provide rich data for wider training needs analysis.

Ultimately, better leadership behaviours create better organisational outcomes. When individuals understand how they are experienced by others and are supported to develop, organisations benefit from stronger collaboration, higher engagement and more effective leadership at every level.

# **How To Build A Successful 360 Feedback Programme**

A well-designed 360 feedback programme can have a significant impact on individual development and organisational performance. Equally, poor implementation can undermine confidence in the process and discourage people from engaging with future feedback initiatives.

Having managed over **100,000 360 feedback surveys** for organisations of all sizes, GFB has seen first-hand what makes programmes successful—and the common mistakes that prevent them from delivering real value.

In fact, **a bad 360 is much, much worse than no 360.** While there are many benefits to a well-planned and widely supported programme, 360 feedback is not always the right solution for every organisation or every situation. The first question should always be: **what are you trying to achieve?**

While every organisation is different, successful 360 programmes tend to follow a number of common principles.

## **Position It As A Development Tool**

One of the most common mistakes is positioning 360 feedback as part of the formal appraisal or reward process.

While some organisations choose to incorporate 360 feedback into performance management, GFB recommends that it is used primarily for **development purposes**. This encourages greater buy-in from participants and more honest, constructive feedback from respondents.

If individuals believe their feedback could directly influence salary reviews, promotions or performance ratings, they are less likely to nominate people who will provide balanced feedback, and respondents may be less willing to share honest opinions.

Instead, use 360 feedback to help individuals identify development objectives, create meaningful action plans and monitor progress over time. Individual scores should not be directly linked to performance ratings or pay decisions, as this can reduce confidence in the process and impact the quality of feedback received.

## **Start At The Right Time**

360 feedback can work in almost any organisation, but timing matters.

Before introducing a programme, ask yourself:

- Are managers asking for more objective and constructive feedback?
- Is there a genuine appetite for leadership development?
- Are current performance conversations delivering enough value?
- Do people understand how the results will be used?
- Is there sufficient support available after feedback has been received?
- When is it being launched? Is it clashing with salary or bonus reviews?

Leadership commitment is also one of the strongest predictors of success. When senior leaders actively participate in the process, request feedback on themselves and openly demonstrate how they are using the results to develop, they remove much of the fear and uncertainty others may feel. Leading by example reinforces that 360 feedback is about learning and development—not judgement.

If your organisation has recently undergone significant structural change, it may also be worth waiting until reporting lines and working relationships have become established. GFB typically recommends that participants have been in role for at least six months before undertaking a 360 survey, ensuring respondents have had sufficient opportunity to observe their behaviours.

If you are undergoing payment or bonus reviews, ensure that the 360 survey is not launched at the same time otherwise there is a risk it can be perceived as a performance tool rather than a developmental tool.

## **Make The Process Relevant And Transparent**

Successful programmes begin long before the first survey invitation is sent.

Questions should measure behaviours that respondents feel comfortable observing and commenting on. Statements should be clear, specific and based on behaviours that people can genuinely see, rather than assumptions or personality traits. Whether using an off-the-shelf survey or a bespoke framework, relevance is one of the biggest drivers of engagement and useful feedback.

It's equally important to communicate clearly with participants from the outset. They naturally want reassurance about why the programme is taking place and what will happen with the information they provide.

Before launching a survey, organisations should clearly communicate:

- Why the organisation is introducing 360 feedback.
- What benefits participants can expect.
- Who will have access to the reports.
- How confidentiality will be maintained.
- How the data will be stored and used.
- What support will be available following feedback.

Being prepared to answer these questions openly helps build trust in the process and encourages stronger participation.

## **Give People Ownership**

The most successful programmes empower participants to take ownership of the process rather than feeling it is something being done to them.

This includes allowing individuals to:

- Nominate appropriate respondents (with guidance where needed).
- Own their feedback report.
- Create their own development plan.
- Take responsibility for their ongoing development.

When individuals believe the process exists for their own benefit, they are far more likely to seek honest feedback and engage positively with the outcomes.

Technology makes collecting feedback straightforward, but meaningful development happens through conversation. Participants should be encouraged to explain to colleagues why they are asking for feedback and how it will support their development. Likewise, managers should use reports as the basis for constructive coaching conversations, rather than simply reviewing scores.

Open dialogue helps improve response rates, builds trust and encourages feedback to become part of everyday leadership rather than a once-a-year exercise.

## **Follow Through With Action**

Receiving a report is not the objective.

The report should be the beginning of a development journey, not the end of one.

Too often, organisations invest significant time in designing and launching a survey, only for reports to be distributed without meaningful follow-up. Individuals may receive valuable insights but never translate them into behavioural change.

Participants should review their reports, identify practical development priorities and share their goals where appropriate. When colleagues understand what someone is working to improve, they are often more willing to provide encouragement, ongoing feedback and support.

Development objectives should be specific, measurable and regularly reviewed so that progress can be tracked over time.

Whether you're implementing an off-the-shelf solution or designing a bespoke programme, expertise matters. Successful 360 programmes rely on well-designed surveys, reliable technology, meaningful reporting and high-quality feedback conversations. Many organisations also choose to train their HR teams and managers to deliver feedback effectively, ensuring the programme continues to add value long after implementation.

Ultimately, the goal isn't simply to collect feedback. It's to create lasting behavioural change that improves individual performance, strengthens leadership capability and supports long-term organisational success. As with any development initiative, the greatest return on investment comes when feedback is followed by coaching, structured development conversations and practical action planning.

# **Choosing The Right Type Of 360 Survey**

Once you've decided that 360 feedback is the right development tool for your organisation, the next decision is whether an off-the-shelf survey or a bespoke solution is the best fit.

There is no one-size-fits-all answer. The right choice depends on your objectives, the maturity of your leadership framework and the outcomes you're hoping to achieve.

## **When An Off-The-Shelf Survey Is The Right Choice**

For organisations introducing 360 feedback for the first time, or those without an established competency framework, an off-the-shelf survey can provide an excellent starting point.

GFB offers a range of **validated off-the-shelf 360 surveys**, each designed for different job levels and industry sectors and based on the **Schroder High Performance Competency Framework**. These surveys have been developed using proven behavioural models and provide organisations with a quick and effective way to begin gathering meaningful leadership insight.

Because the frameworks have already been validated, implementation can be quicker while still providing high-quality development data.

## **When A Bespoke Survey Adds More Value**

For organisations with established leadership competencies, values or behavioural frameworks, a bespoke survey is often the most effective option.

**There's no denying that a bespoke survey is likely to reap the greatest benefits by using your organisation's own language and development framework.** By measuring the behaviours that matter most to your organisation, feedback becomes even more relevant and directly supports your wider people strategy.

The GFB team provides both the technology and consultancy expertise to support the development of bespoke surveys, helping organisations design behavioural statements that are clear, precise and aligned to their leadership expectations. Questionnaires are carefully developed to ensure validity, reliability and ease of interpretation while maintaining a strong focus on development rather than assessment.

Whether you choose an off-the-shelf or bespoke approach, the objective remains the same: providing meaningful behavioural insight that supports individual growth and organisational performance.

---

# **What To Look For In A 360 Feedback Partner**

The success of a 360 programme depends on far more than the survey itself.

The right partner should combine robust technology with expertise in occupational psychology, behavioural assessment and leadership development to help you achieve meaningful outcomes—not simply collect feedback.

When evaluating providers, consider whether they can offer:

- A validated behavioural framework or the ability to develop bespoke competency-based surveys.
- Expert support with questionnaire design.
- Secure, reliable technology that protects confidentiality.
- Individual, group and benchmark reporting.
- Flexible administration options.
- Feedback coaching and development support.
- Ongoing consultancy throughout the project.

Technology is an important part of the process, but it should enable better conversations rather than replace them.

Look for a provider that can support the entire journey—from survey design through to development planning and behavioural change.

---

# **Why Organisations Choose GFB**

At GFB, we believe **it's not just about the tools, it's about the people — yours and ours.** Our team includes experts in psychology, high-performance coaching, data analysis and business, and we have been providing excellence in the assessment of people, teams and organisations since 2000.

Over that time, we've successfully delivered **more than 100,000 360 feedback surveys**, supporting projects involving anything from a single individual to more than 2,000 managers at one time.

Our flexible platform allows organisations to choose the level of support that best suits their needs. We can:

- Provide validated off-the-shelf 360 surveys.
- Create bespoke surveys aligned to your competency framework.
- Apply your organisation's branding.
- Deliver surveys in multiple languages.
- Manage the administration on your behalf or train your team to administer surveys in-house.
- Provide one-to-one feedback through experienced consultants.
- Train HR teams and managers to deliver effective feedback conversations.

Our reports are designed to be clear, practical and development focused. They help individuals understand not only **what** they do well, but also **how** they can continue developing their leadership behaviours to maximise their impact.

Because our surveys are based on strong, validated competency frameworks and supported by experienced occupational psychologists and HR professionals, organisations can be confident that their 360 feedback programme is built on proven behavioural science rather than opinion alone.

---

# **Better Feedback Creates Better Leaders**

Leadership development doesn't begin with a report.

It begins with understanding how people experience us, recognising the behaviours that contribute to success and creating opportunities to develop even further.

When thoughtfully implemented, [360 feedback](https://www.gfbgroup.com/360-degree-feedback-tools) provides organisations with an objective, evidence-based way of strengthening leadership capability, improving communication and creating a culture that values continuous improvement.

For individuals, it builds greater self-awareness and clearer development priorities.

For managers, it enables richer coaching conversations and more focused leadership development.

For organisations, it provides valuable insight that supports succession planning, talent development and long-term organisational performance.

Ultimately, **better feedback leads to better conversations. Better conversations develop better leaders. Better leaders create better organisations.**

If you're considering introducing 360 feedback, reviewing an existing programme or developing a bespoke leadership framework, [we're here to help](https://www.gfbgroup.com/). Whether you need a proven off-the-shelf solution or a fully tailored approach, we'll work with you to design a programme that delivers meaningful insight, lasting behavioural change and measurable impact.

![Request A Sample](https://hubspot-no-cache-eu1-prod.s3.amazonaws.com/cta/default/148636939/interactive-480220630259.png)

 

Image source: [Magnific](https://www.magnific.com/premium-photo/hr-human-resources-targeting-concept-business-businessman-use-virtual-interface-target_404504507.htm#fromView=detail&position=1&uuid=e07e6601-f10e-4c2a-9dd9-ab5c1f8b5e71&from_element=cross_selling__photo)

- Recent
- Topics
- Archive

Recent

Topics

- [Case studies (14)](https://www.gfbgroup.com/blog/tag/case-studies)
- [Recruitment (14)](https://www.gfbgroup.com/blog/tag/recruitment)
- [Leadership Development (12)](https://www.gfbgroup.com/blog/tag/leadership-development)
- [360 Degree Feedback (5)](https://www.gfbgroup.com/blog/tag/360-degree-feedback)
- [360 feedback (5)](https://www.gfbgroup.com/blog/tag/360-feedback)
- [Assesment (5)](https://www.gfbgroup.com/blog/tag/assesment)
- [development (5)](https://www.gfbgroup.com/blog/tag/development)
- [AI Recruitment (4)](https://www.gfbgroup.com/blog/tag/ai-recruitment)
- [leadership (3)](https://www.gfbgroup.com/blog/tag/leadership)
- [people data (3)](https://www.gfbgroup.com/blog/tag/people-data)
- [Ability (2)](https://www.gfbgroup.com/blog/tag/ability)
- [Assessment (2)](https://www.gfbgroup.com/blog/tag/assessment)
- [Consultancy (2)](https://www.gfbgroup.com/blog/tag/consultancy)
- [Diversity & Inclusion (2)](https://www.gfbgroup.com/blog/tag/diversity-inclusion)
- [Emotional Intelligence (2)](https://www.gfbgroup.com/blog/tag/emotional-intelligence)
- [Ethical Hiring (2)](https://www.gfbgroup.com/blog/tag/ethical-hiring)
- [Neurodiversity (2)](https://www.gfbgroup.com/blog/tag/neurodiversity)
- [WatsonGlaser (2)](https://www.gfbgroup.com/blog/tag/watsonglaser)
- [feedback (2)](https://www.gfbgroup.com/blog/tag/feedback)
- [strength based leadership (2)](https://www.gfbgroup.com/blog/tag/strength-based-leadership)
- [Assess (1)](https://www.gfbgroup.com/blog/tag/assess)
- [Diversity (1)](https://www.gfbgroup.com/blog/tag/diversity)
- [Employee Engagement (1)](https://www.gfbgroup.com/blog/tag/employee-engagement)
- [Leadership AI (1)](https://www.gfbgroup.com/blog/tag/leadership-ai)
- [Learning (1)](https://www.gfbgroup.com/blog/tag/learning)
- [Learningagility (1)](https://www.gfbgroup.com/blog/tag/learningagility)
- [Motivation (1)](https://www.gfbgroup.com/blog/tag/motivation)
- [Test (1)](https://www.gfbgroup.com/blog/tag/test)
- [Values (1)](https://www.gfbgroup.com/blog/tag/values)
- [Watson Glaser (1)](https://www.gfbgroup.com/blog/tag/watson-glaser)

See all

Archive

- [August 2026 (1)](https://www.gfbgroup.com/blog/archive/2026/08)
- [July 2026 (3)](https://www.gfbgroup.com/blog/archive/2026/07)
- [June 2026 (2)](https://www.gfbgroup.com/blog/archive/2026/06)
- [May 2026 (6)](https://www.gfbgroup.com/blog/archive/2026/05)
- [April 2026 (2)](https://www.gfbgroup.com/blog/archive/2026/04)
- [March 2026 (1)](https://www.gfbgroup.com/blog/archive/2026/03)
- [February 2026 (1)](https://www.gfbgroup.com/blog/archive/2026/02)
- [January 2026 (1)](https://www.gfbgroup.com/blog/archive/2026/01)
- [November 2025 (2)](https://www.gfbgroup.com/blog/archive/2025/11)
- [October 2025 (2)](https://www.gfbgroup.com/blog/archive/2025/10)
- [September 2025 (2)](https://www.gfbgroup.com/blog/archive/2025/09)
- [August 2025 (1)](https://www.gfbgroup.com/blog/archive/2025/08)
- [July 2025 (2)](https://www.gfbgroup.com/blog/archive/2025/07)
- [June 2025 (1)](https://www.gfbgroup.com/blog/archive/2025/06)
- [April 2025 (1)](https://www.gfbgroup.com/blog/archive/2025/04)
- [January 2025 (1)](https://www.gfbgroup.com/blog/archive/2025/01)
- [December 2024 (2)](https://www.gfbgroup.com/blog/archive/2024/12)
- [November 2024 (2)](https://www.gfbgroup.com/blog/archive/2024/11)
- [October 2024 (4)](https://www.gfbgroup.com/blog/archive/2024/10)
- [September 2024 (3)](https://www.gfbgroup.com/blog/archive/2024/09)
- [August 2024 (3)](https://www.gfbgroup.com/blog/archive/2024/08)
- [July 2024 (3)](https://www.gfbgroup.com/blog/archive/2024/07)
- [June 2024 (1)](https://www.gfbgroup.com/blog/archive/2024/06)
- [May 2024 (4)](https://www.gfbgroup.com/blog/archive/2024/05)
- [April 2024 (1)](https://www.gfbgroup.com/blog/archive/2024/04)
- [March 2024 (4)](https://www.gfbgroup.com/blog/archive/2024/03)
- [February 2024 (4)](https://www.gfbgroup.com/blog/archive/2024/02)
- [January 2024 (1)](https://www.gfbgroup.com/blog/archive/2024/01)
- [December 2023 (3)](https://www.gfbgroup.com/blog/archive/2023/12)
- [November 2023 (3)](https://www.gfbgroup.com/blog/archive/2023/11)
- [October 2023 (2)](https://www.gfbgroup.com/blog/archive/2023/10)
- [September 2023 (2)](https://www.gfbgroup.com/blog/archive/2023/09)
- [August 2023 (2)](https://www.gfbgroup.com/blog/archive/2023/08)
- [July 2023 (2)](https://www.gfbgroup.com/blog/archive/2023/07)
- [June 2023 (3)](https://www.gfbgroup.com/blog/archive/2023/06)
- [May 2023 (2)](https://www.gfbgroup.com/blog/archive/2023/05)
- [April 2023 (2)](https://www.gfbgroup.com/blog/archive/2023/04)
- [March 2023 (4)](https://www.gfbgroup.com/blog/archive/2023/03)
- [February 2023 (3)](https://www.gfbgroup.com/blog/archive/2023/02)
- [January 2023 (1)](https://www.gfbgroup.com/blog/archive/2023/01)
- [December 2022 (1)](https://www.gfbgroup.com/blog/archive/2022/12)
- [November 2022 (2)](https://www.gfbgroup.com/blog/archive/2022/11)
- [October 2022 (2)](https://www.gfbgroup.com/blog/archive/2022/10)
- [June 2021 (1)](https://www.gfbgroup.com/blog/archive/2021/06)
- [January 2021 (1)](https://www.gfbgroup.com/blog/archive/2021/01)
- [October 2020 (1)](https://www.gfbgroup.com/blog/archive/2020/10)
- [August 2020 (1)](https://www.gfbgroup.com/blog/archive/2020/08)
- [August 2019 (1)](https://www.gfbgroup.com/blog/archive/2019/08)

See all

### Subscribe by email

Share this

[Share on X](https://x.com/intent/post?url=https://www.gfbgroup.com/blog/360-degree-feedback-leaders-guide&text=360+Degree+Feedback%3A+The+HR+Leader%27s+Guide+%7C+GFB) [Share on Facebook](https://www.facebook.com/sharer/sharer.php?u=https://www.gfbgroup.com/blog/360-degree-feedback-leaders-guide&t=360+Degree+Feedback%3A+The+HR+Leader%27s+Guide+%7C+GFB) [Share on LinkedIn](https://www.linkedin.com/shareArticle?mini=true&url=https://www.gfbgroup.com/blog/360-degree-feedback-leaders-guide&t=360+Degree+Feedback%3A+The+HR+Leader%27s+Guide+%7C+GFB)

Previous story

[← Watson Glaser: a strong predictor of future performance](https://www.gfbgroup.com/blog/watson-glaser3a-a-strong-predictor-of-future-performance-)

<https://www.gfbgroup.com/blog>

Next story

[The Graduate Jobs Crunch →](https://www.gfbgroup.com/blog/the-graduate-jobs-crunch)

### Get Email Notifications

### No Comments Yet

Let us know what you think

[![GFB](https://www.gfbgroup.com/hs-fs/hubfs/Act3%20child/images/GFB.webp?width=160&height=103&name=GFB.webp)](https://www.gfbgroup.com)

Work.Life, 33 Kings Road, Reading, RG1 3AR

 

VAT No.  945 7323 05

Company No. 03993175

 

[Browse our GitHub projects](https://www.linkedin.com/company/getfeedback/)

[Services](https://www.gfbgroup.com/leadership-development-consulting)

- [Recruitment](https://www.gfbgroup.com/hiring-assessment-services)
- [Talent](https://www.gfbgroup.com/talent-development)
- [Leadership](https://www.gfbgroup.com/leadership-assessment)
- [Culture & Change](https://www.gfbgroup.com/business-culture-change)
- [Consultancy](https://www.gfbgroup.com/consultancy-services)

Assessments & Tools

- [Psychometric Assessments](https://www.gfbgroup.com/psychometric-assessments)
- [360 Feedback Surveys](https://www.gfbgroup.com/360-degree-feedback-tools)
- [Employee Engagement Surveys](https://www.gfbgroup.com/employee-engagement-surveys)
- [Emotional Intelligence](https://www.gfbgroup.com/emotional-intelligence)
- [Schroder Framework](https://www.gfbgroup.com/leadership-capability-model-schroder)

Resources

- [About](https://www.gfbgroup.com/business-psychology-consultant)
- [Our Technology](https://www.gfbgroup.com/technology)
- [Blog](https://www.gfbgroup.com/blog)
- [Case Studies](https://www.gfbgroup.com/blog/tag/case-studies)
- [Careers](https://www.gfbgroup.com/careers)

 Copyright © 2026 GetFeedback. Designed & developed by [JDR Group.](http://www.jdrgroup.co.uk)

- [Privacy Policy](https://www.gfbgroup.com/hubfs/pdf/PRIVACY-POLICY_GFB.pdf)
- [Service Levels](https://www.gfbgroup.com/hubfs/pdf/SERVICE-LEVELS_GFB.pdf)
- [Terms & Conditions](https://www.gfbgroup.com/hubfs/pdf/TERMS-%26-CONDITIONS-OF-BUSINESS_GFB.pdf)
- [Disclaimer](https://www.gfbgroup.com/hubfs/pdf/DISCLAIMER_GFB.pdf)

```json
{
  "@context" : "https://schema.org",
  "@type" : "BlogPosting",
  "author" : {
    "@type" : "Person",
    "name" : "GFB",
    "url" : "https://www.gfbgroup.com/blog/author/gfb"
  },
  "dateModified" : "2026-10-22T15:50:23.637Z",
  "datePublished" : "2026-07-22T14:00:00.000Z",
  "headline" : "360 Degree Feedback: The HR Leader's Guide | GFB",
  "image" : [ "https://www.gfbgroup.com/hubfs/the-hr-leaders-guide-to-better-360-feedback%20(1).webp" ],
  "mainEntityOfPage" : {
    "@id" : "https://www.gfbgroup.com/blog/360-degree-feedback-leaders-guide",
    "@type" : "WebPage"
  },
  "publisher" : {
    "@type" : "Organization",
    "logo" : {
      "@type" : "ImageObject",
      "url" : "https://www.gfbgroup.com/hubfs/GFBlogo-300x182png.webp"
    }
  }
}
```