Form questions

360 feedback questions

Ask fifteen behaviour rows across three grids, plus three written questions. Three are never cut: how the rater works with the person, one open question asking what to keep doing, and one asking for the single change that would matter most. Every grid needs a not seen column, or raters guess and the report reads as consensus.

A 360 round fails when raters score a personality instead of a behaviour, and when there is nowhere honest to say they have not seen something. These questions fix both, and the written half is the part of the report anybody rereads.

The questions

Who is rating whom

  1. Who are you giving feedback on?Short textRequired

    One person per round. Somebody asked to rate three colleagues fills the form three times.

  2. How do you work with them?Single choiceRequired

    I manage them, they manage me, peers in the same team, peers in different teams, internal client. Answers are grouped by relationship in the report.

  3. How long have you worked with them?DropdownRequired

  4. How often do you work together?Single choice

The competency grids

  1. Listens properly before answeringRating gridRequired

    All three grids run rarely to almost always with a not seen column, which is counted separately rather than as a low score.

  2. Says the difficult thing early rather than lateRating gridRequired

  3. Gives credit to the person who actually did the workRating gridRequired

  4. Handles disagreement without making it personalRating gridRequired

  5. Is someone people ask for helpRating gridRequired

  6. Delivers what they said they would, by when they saidRating gridRequired

  7. Tells people early when something is going to slipRating gridRequired

  8. Work is right the first time and does not need recheckingRating gridRequired

  9. Prioritises the thing that matters over the thing in front of themRating gridRequired

  10. Finishes things rather than leaving them almost doneRating gridRequired

  11. Explains a complicated thing so a non specialist follows itRating gridRequired

  12. Says I do not know when that is the true answerRating gridRequired

  13. Changes their mind when the evidence changesRating gridRequired

  14. Asks for help before a problem becomes expensiveRating gridRequired

  15. Thinks about who else is affected before decidingRating gridRequired

In your own words

  1. What should they carry on doing exactly as they are?Long textRequired

    Praise that names a behaviour is the half of a report people act on, and it is the half most rounds collect badly.

  2. What one change would make the biggest difference?Long textRequired

    One, not five. Reports that list six improvements change nothing.

  3. Give one example, in enough detail to be recognisableLong text

    An example turns a rating into something the person can picture. Written knowing they will read it in your words.

  4. What are they better at than they realise?Long text

  5. What would you want from them if you were starting a project together tomorrow?Long text

Confidence and context

  1. How confident are you in the ratings you just gave?Single choiceRequired

    About how much the rater has seen, not about how well the person is doing. It weights nothing and tells the reader how much to lean on the answers.

  2. Is there anything you would say to them directly but not here?Single choice

  3. Would you want to work with them again?Single choice

  4. Is this the first time you have given them feedback?Single choice

Which questions to make required

The relationship question and the fifteen grid rows are required, because the report is grouped by relationship and a half answered grid cannot be scored. The two core written questions are required too: a 360 round with ratings and no words produces a chart nobody can act on. The example and the confidence question sit either side of that line, with confidence required because it tells the reader how much weight to give the rest.

The form built from these questions

A static copy of the finished form, from its own example page.

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Who are you giving feedback on? *

One person per form. If you were asked to give feedback on three colleagues, that is three separate rounds through this form.

↵Enter

Three ways to change this bank

For a technical individual contributor, replace the third grid with craft: whether they leave work others can pick up, whether they review a colleague's work usefully, and whether they raise a risk before it becomes a rewrite. Leadership grids flatten people who lead through the work rather than through a team. For a shorter version, run one grid of eight behaviours and the two written questions. Eight rows and two boxes still produce a usable report and take under five minutes, which matters when one rater is filling it in four times. For a follow up wave, run again after six months with the same fifteen rows, and ask the subject to name in advance the one behaviour they have been working on. Comparing that row against its own earlier score is the only comparison in 360 data that means much.

Questions people ask

How many raters does one person need?

Enough that no relationship group can be read as one voice. Four to six is the usual working minimum, spread across manager, peers and reports. Published guidance commonly sets a floor of about three replies before a group is reported separately, which is a reporting rule you apply rather than something a form enforces.

Is a 360 round anonymous?

It collects a relationship rather than a name, which is how most rounds work, but it is not technically anonymous: a submission carries a time, and a form published behind login carries the account. Say that plainly. The written answers are passed on as typed, which matters more in a team of five than in a company of five hundred.

How many behaviours is too many?

Fifteen is about the ceiling for a round people finish. Three grids of five, each with its own heading, read as three short questions rather than one long instrument. Beyond twenty, the last grid is answered down the middle column, which is worse than not asking at all.

Should 360 feedback feed a pay decision?

Use it for development. Raters who believe a grid affects somebody's salary either inflate every row or use it to settle something, and either way the round stops describing behaviour. State which it is in the invitation, because people will assume the worse of the two if you do not.

What response rate should I expect?

High when raters are chosen by the subject and the round is short, and it falls sharply with length, because each rater is often filling in three or four forms. Shortening the grid does more for completion than any reminder, and an unfinished form stores nothing at all.

How do the grids come back?

One CSV column per grid, with each behaviour and its answer joined together in that column, rather than one column per behaviour. That reads fine for a single rater and is awkward for averaging fifteen behaviours across eight people, so plan a parsing step if you intend to score a round in a spreadsheet.

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On writing the questions themselves, read How to write survey questions. For everything the builder can do, see the form maker. Step by step: Create a conversational form with AI, then View, export and manage your responses.

Sources

Written and checked by the OneCraft team. Last checked .