360 appraisal questions and best practice examples

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360 appraisal questions and best practice examples

In order for any 360 feedback programme to provide genuine value for the participants and the organisation as a whole, asking the right questions is a must. You want leaders and managers to be assessed against behaviours or competencies that are strategically important to your business. This, after all, is where the real power of 360 degree appraisals lies.

So, to ensure you get a programme that is well aligned with your business strategy or organisational priorities, we suggest that 360 feedback questions are based on an existing competency, values or behavioural framework.

But, while acknowledging the need for adopting a tailored approach to your questionnaire design process, we know it’s useful to get guidance on best practice in this area and some inspiration from what other companies use certainly doesn’t go amiss.

With this in mind, we’ve pulled out and included here a sample of 360 appraisal questions, split out by commonly-used categories.

Results focus

  • Demonstrates a track record of delivering results
  • Drives strong enthusiasm and a ‘can do’ attitude to achieving results in employees
  • Applies knowledge to remove significant barriers to ensure achievement of results
  • Is relentless in the pursuit of SMART objectives for themselves and others
  • Generates new ideas, opportunities, and innovations to drive continuous improvement and sustainable growth
  • Builds a high performance culture focussed on delivery and excellence
  • Demonstrates drive and ambition in the pursuit of business goals

Strategic thinking

  • Translates organisation’s mission and strategy into meaningful objectives for teams and individuals
  • Deals with immediate challenges day to day without losing focus on the bigger picture
  • Identifies and takes advantage of commercial opportunities to maintain a competitive edge
  • Plan ahead and set goals which align with the business unit and overall company vision effectiveness
  • Implements plans that create alignment which drive effectiveness across teams

People management

  • Provides a balance of direction and empowerment to enable the team to grow
  • Sets clear, challenging and measurable goals so that people know what is expected of them
  • Provides timely and constructive feedback
  • Encourages individuals to take on stretching challenges and new responsibilities
  • Identifies opportunities for the team to develop in-line with the needs of the business
  • Manages good and poor performance effectively and confidently
  • Actively leads by example and champions diversity in everyday actions and decisions

Working collaboratively

  • Adopts and promotes a collaborative way of working
  • Builds relationships across differing teams to encourage teamwork and knowledge sharing for superior business performance
  • Utilises internal and external networks in the industry or profession to achieve goals
  • Demonstrates an inclusive approach by bringing together the right people to achieve common goals
  • Sets up measures to regularly evaluate how well the team is working with others
  • Consults with the team when decisions and actions affect them
  • Works hard to create and openly share plans, ideas, and goals that include the right people

Ownership and accountability

  • Takes responsibility for the outcomes of decisions they have made
  • Conveys clear expectations, holding people fully accountable for achieving all key business goals
  • Provides the right level of support to empower people to take accountability in their work
  • Consistently follows through and delivers on even difficult commitments, and challenges those who do not
  • Accepts ultimate responsibility for their achievement of objectives


  • Is trusted and fosters an environment of trust
  • Role models the values to motivate others
  • Holds self and others accountable on issues of ethics and social responsibility
  • Respects differences and similarities; taking the time to understand the viewpoints of others
  • Shows respect when interacting with others, regardless of level, both inside and outside of the company

Customer focus

  • Actively works to earn the trust and respect of customers in order to build superior relationships
  • Demonstrates a thorough and holistic understanding of customers’ needs
  • Sets realistic expectations with customers and delivers on commitments
  • Actively seeks or encourages others to seek customer input and feedback to improve what we do
  • Proactively and constructively challenges current business assumptions to consider how to provide value to customers and clients beyond their expectations
  • Demonstrates to their team the importance of excellent client handling skills through the behaviours they role model.

Ben Egan

Ben is our resident marketing and comms specialist. Bringing his experience of internal and external communications, he writes lots about employee engagement as well as broader organisational development challenges. Connect with Ben on LinkedIn