Peer Feedback and 360° Questions: 20 Examples
A practical set of 360° feedback questions, with examples tailored to self-assessments, managers, peers and direct reports.
A colleague may see how someone works with the team. Their manager may see how they set priorities. Direct reports may know whether expectations are clear and whether it feels safe to raise a concern.
A 360° feedback survey gathers these different views around the same person. The questions should reflect what each group can reasonably observe. Asking everyone the same questions can produce vague answers or push people to rate behavior they rarely see.
Use these examples as a starting point. Choose a small set that fits the role and explain how you’ll use the results before sending the survey.
Questions for a self-assessment
These questions help the person receiving feedback reflect on their own work before comparing it with other perspectives.
- How clearly do you communicate your priorities to the people you work with?
- What is one recent example of how you helped the team make progress?
- How do you respond when someone disagrees with your approach?
- Which part of your work would you most like to improve?
- What support or feedback would help you make that improvement?
Questions for a manager
Managers are more likely to see how someone handles goals, decisions and responsibility over time.
- How consistently does this person meet the expectations of their role?
- How well does this person set priorities when several tasks compete for attention?
- How does this person respond when plans or requirements change?
- How reliably does this person follow through on commitments?
- What is one strength this person should use more often?
Questions for peers
Peers can comment on day-to-day collaboration and shared work. Ask about behavior they have seen firsthand, not someone’s general reputation.
- How well does this person share information you need to do your work?
- How effectively does this person contribute to shared projects?
- How does this person respond to feedback or a different point of view?
- How dependable is this person when the team agrees on a task or deadline?
- What is one thing this person does that makes collaboration easier?
Questions for direct reports
Direct reports can describe what it’s like to work with someone as a manager. Make it clear that you want feedback on specific actions, not personal judgments.
- How clearly does this person explain what’s expected of you?
- How comfortable do you feel raising a concern or asking for help?
- How useful is the feedback you receive from this person?
- How fairly does this person handle decisions that affect the team?
- What could this person change to better support your work?
Add open-ended questions
A rating can show where people see things differently, but it rarely explains why. Add one or two open-ended questions, such as:
- What should this person continue doing?
- What is one change that would make working with this person easier?
- Is there an example that would help explain your feedback?
Avoid asking people to list someone’s weaknesses or speculate about their motives. Ask for examples of observable actions and their effect on the work.
Use a scale that leaves room for “not observed”
For rating questions, a five-point scale can work:
Strongly disagree · Disagree · Neither agree nor disagree · Agree · Strongly agree
Include Not observed or Not applicable when a rater may not have enough experience to answer. That’s better than treating a guess as a rating.
Keep the question wording consistent when you want to compare results across groups. You can measure the same skill from different angles: for instance, a manager might rate whether someone sets priorities, while a direct report rates whether those priorities are clear.
Explain privacy before asking for feedback
Be precise about who can see responses and how results will be shared. Don’t promise anonymity unless the survey setup and reporting process support it. In a small team, writing style or a specific example may identify someone even when names aren’t collected.
Collect only the details you need. If the results will be grouped by rater type, set a sensible minimum group size before showing a separate breakdown. Otherwise, a “peer” or “direct report” result may point back to one person.
Use 360° feedback to guide a conversation
Treat the results as input for development, not as a verdict on someone’s performance. A rating reflects one person’s experience, and different roles may see different parts of the work.
Look for repeated themes, read comments in context, and discuss what the person wants to work on. Agree on one or two actions, then check in later to see whether anything has changed. If feedback is collected but never discussed or acted on, people have little reason to put care into the next survey.
SurveyKar’s 360° Evaluation Surveys can help collect input from multiple evaluators. Choose questions that match what each group can observe, and explain how responses will be used.
Frequently asked questions
Peer feedback comes from colleagues at a similar level. A 360° process can combine several perspectives, such as the person’s self-assessment, manager feedback and peer feedback. It may also include direct reports when the survey is designed for that group.
Use enough questions to cover the skills you want to discuss, but keep the survey short enough for raters to answer thoughtfully. Start with a focused set and remove questions that repeat each other or ask raters to judge something they cannot observe.
That depends on the purpose, survey setup and reporting rules. Be clear about whether responses are identifiable, who can view them and whether results are grouped by rater type. Don’t promise anonymity if small groups or detailed comments could reveal who responded.
It can inform a performance discussion, but it shouldn’t be the only measure of performance. Use it alongside role expectations, work outcomes and a conversation about the examples behind the feedback.
Focus on observable work behaviors, such as communication, collaboration, decision-making and follow-through. Avoid questions about personality or motives; they’re harder to answer fairly and less useful for deciding what to change.
Look at the different perspectives rather than averaging them away. A manager and a direct report may see different parts of someone’s work. Review the comments and examples, then discuss what might explain the difference.
Explain the purpose, who will see the responses, and what will happen afterward. Ask about specific actions people can observe, and avoid pressuring anyone to take part or reveal which answers they gave.
Try it
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