360-Degree Feedback
360-degree feedback is a review in which an employee is rated by the people who work around them (their manager, peers, direct reports and sometimes clients) as well as by themselves. Answers are pooled by group so that raters can be candid.
Also called: 360 feedback, 360 degree feedback, 360 review, multi-rater feedback
Key facts
- Raters
- Manager, peers, reports, selfClients where the role faces them.
- Anonymity
- By groupA group with too few raters is withheld.
- Best use
- DevelopmentWeaker as a direct pay input.
Who gives the feedback
A manager sees results, and no single person sees everything. Peers see collaboration, direct reports see how someone manages, and clients see how they show up for the customer. A 360 asks each group the same questions and sets the answers side by side, with the employee's own self-review as the baseline.
Protecting anonymity
Peers and reports are only candid when an answer cannot be traced back to them. Answers are pooled by relationship and shown without names, and a group with too few raters is withheld (fewer than three is a common floor), because two peers' average plus one known opinion gives the third away.
The manager's answers are usually shown as the manager's. There is only one manager, so anonymity was never possible there.
Using the results
- Read the gaps between groups, not just the average. Strong with the manager and weak with peers is a specific story.
- Compare the self-review with everyone else's: the widest gap usually points at the most useful conversation.
- Use it for development first. Tie it straight to pay and raters start scoring tactically.
- Run it on a cycle, so this year's result can be read against last year's.
360-Degree Feedback, answered
A review in which an employee hears from their manager, peers, direct reports and sometimes clients, alongside their own self-review, so the picture does not rest on one person's view.
Peer, direct-report and client answers are normally pooled and shown without names, and a group with too few raters is withheld so nobody can be singled out. The manager's answers are usually named, since there is only one manager.
Most companies use it for development rather than pay. When it feeds pay directly, raters start scoring strategically and the feedback loses the candour that made it worth collecting.
This page explains general practice in Nepal. It is not legal or tax advice, and statutory figures are revised from time to time. Check the current Act, rule or notice before acting on it.
Related terms
- OKR (Objectives and Key Results)OKR stands for Objectives and Key Results: a goal-setting method that pairs an objective written in words with a few measurable key results that show whether it was reached. Company OKRs cascade into department, team and individual ones, so each person's goals trace back to the company's.
- Performance Improvement Plan (PIP)A performance improvement plan (PIP) is a written plan that sets out where an employee's work is falling short, what has to change, the support they will get and the dates progress will be reviewed. It turns a general concern into a fixed, shared record before any decision about the job is taken.
- Probation Periodपरीक्षणकालProbation is the initial period during which an employer assesses a new employee before confirming them. Nepal's Labour Act 2074 caps it at six months, after which the employee is confirmed or the engagement ends.
- Attrition RateAttrition rate is the proportion of employees who leave over a period, usually expressed annually. It is calculated as leavers divided by average headcount for the period, times one hundred.
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