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360 Degree Feedback   | 8 Min Read

Handbook of 360 Degree Survey Templates

Written By Megha Singh

Contents

1. Introduction
2. Popular Job Roles
  2.1 Project Manager
  2.2 Sales Manager
  2.3 Senior Manager
  2.4 IT Team Lead
  2.5 Sales Individual Contributor
  2.6 IT Individual Contributor
  2.7 HR Manager
  2.8 Leadership Roles
3. List of Competencies

1. Introduction

There are a number of 360 degree feedback providers available
in the market. While, a majority of organizations are using some
form of feedback to meet their goals, many face troubles either in
implementation, reliability or validity. It is to be noted that, while a 360
degree feedback checks behavioral aspects of an individual, it also
takes into account other workplace and work related factors, making it
different from behavioral assessments.

This is why there is need for subject matter expert intervention to
smoothen the process for companies. Working under the guidance of
expert psychometricians helps you align your organization’s visions and
goals with that of the feedback’s objective which should be the first
thing on your to-do list. Once your needs are conveyed accurately,
psychometricians wisely craft 360 degree competency frameworks to
suit your organizational needs. Accordingly, the survey questions are
designed to get reliable results.

After thorough research and analysis, Mercer Mettl’s psychometric
research team has come up with 360 degree feedback templates for 8
in-demand job roles which organizations generally require for annual
feedback purpose. The following piece covers an overview of the job
roles accompanied with relevant and effective competency frameworks
to measure employees through a stellar 360 degree feedback.
Note: A list of competencies towards the end of the handbook takes you
through prevalent competencies and associated behavioral indicators.

2. Popular Job Roles

2.1 Project ManagerGOTOTOP

Responsible for successfully delivering a project and acts as a
leader who plans, organizes and leads the team to achieve end
results.

Competency Framework

Project_Manager_360_degree_feedback_survey

Sample Survey

  • Ensures all relevant stakeholders are kept informed appropriately.
  • Resolves interpersonal conflicts promptly and transparently.

Rating Scale

Job Roles Template-09

Hardly Ever - Rarely - Sometimes - Often - Nearly Always - Always

2.2 Sales Manager

Deals with retailers and distributors, runs day-to-day operations of sales team, generates revenue and maintains customer relationships in respective geographical area.

Competency Framework

Sales_Manager_360_degree_feedback_survey

Sample Survey

  • Guides team members in leveraging their networks efficiently.
  • Escalates customers’ issues timely to the most appropriate person, whenever necessary.

Rating Scale

Job Roles Template-09

Hardly Ever - Rarely - Sometimes - Often - Nearly Always - Always

2.3 Senior Manager

Plans, directs, coordinates and monitors team’s work progress. Aims at maximizing efficiency, productivity and performance by making sure all operations run smoothly.

Competency Framework

Senior_Manager_360_degree_feedback_survey

Sample Survey

  • Actively inspires and nurtures original and innovative thinking in others.
  • Looks beyond the obvious and immediate information when
    generating solutions.

Rating Scale

Job Roles Template-09

Hardly Ever - Rarely - Sometimes - Often - Nearly Always - Always

2.4 IT Team Lead

Plan, execute and lead a project from start to end as per respective business standards, methodologies and controls. Encourage and lead team innovation, prepare training module for juniors and client interaction to deliver high quality results.

Competency Framework

IT_Team_Lead_360_degree_feedback_survey

Sample Survey

  • Sets up rigorous processes for quality review.
  • Receives new information with an open mindset.

Rating Scale

Job Roles Template-09

Hardly Ever - Rarely - Sometimes - Often - Nearly Always - Always

2.5 Sales Individual ContributorGOTOTOP

Assist existing accounts, reach out to new customers and resolve their issues. Achieve designated sales target within delegated time period.

Competency Framework

Sales_Individual_Contributor_360_degree_feedback_survey

Sample Survey

  • Deals with difficult customers in a patient and courteous manner.
  • Ensures that the standard procedures are followed.

Rating Scale

Job Roles Template-09

Hardly Ever - Rarely - Sometimes - Often - Nearly Always - Always

2.6 IT Individual Contributor

Oversee technical operations, work with top executives to develop strategic plans for future improvements to ensure security and help the organization stay competitive.

Competency Framework

IT_Individual_Contributor_360_degree_feedback_survey

Sample Survey

  • Ensures that each task one complete meets the set quality standards.
  • Respects and welcomes diverse set of colleagues.

Rating Scale

Job Roles Template-09

Hardly Ever - Rarely - Sometimes - Often - Nearly Always - Always

2.7 HR Manager

Manage overall HR department, design and implement HR policies, evaluate employee relation and serve as a link between management and staff.

Competency Framework

HR_Manager_360_degree_feedback_survey

Sample Survey

  • Communicates relevant information in a clear, timely and concise manner.
  • Effectively generates creative or unique solutions to a problem.

Rating Scale

Job Roles Template-09

Hardly Ever - Rarely - Sometimes - Often - Nearly Always - Always

2.8 Leadership RolesGOTOTOP-1

Set a clear vision, build morale and constantly lend support to the workforce. Analyze future trends when making decisions today to solve immediate problems, while also preparing for the future.

Competency Framework

Leadership_Roles_360_degree_feedback_survey

Sample Survey

  • Displays breakthrough thinking which would take the organization forward.
  • Is open to and encourages feedback.

Rating Scale

Job Roles Template-09

Hardly Ever - Rarely - Sometimes - Often - Nearly Always - Always

3. List of Competencies

The ‘Popular Job Roles’ section is followed by a list of top competencies as per market standards. The appendix section of the handbook includes 24 competencies that form a part of eight competency frameworks associated with each of the job roles mentioned above. The handbook further explains the competencies along with the behavioral indicators that employees depict at their workplace.

3.1 Accountability

Demonstrating an ability to take responsibility for one’s actions and decisions. Following through on the commitments made, without passing on the blame to others in case of failures.

Behavioral Indicators at Workplace

  • Takes ownership
  • Ensures commitments are met on time
  • Does not pass the blame

3.2 (Active) Problem Solving

Takes initiative to resolve issues and persistent in successfully overcome challenges by utilizing available resources.

Behavioral Indicators at Workplace

  • Resolves issues
  • Persists until goal accomplishment
  • Takes Initiative

3.3 CollaborationGOTOTOP-1

Working effectively with each other to accomplish common goals.

Behavioral Indicators at Workplace

  • Coordination within the team and between departments to accomplish common goals
  • Being inclusive and helpful to others

3.4 Communication

Imparting accurate information in a timely way and be receptive to other peoples’ opinions.

Behavioral Indicators at Workplace

  • Sharing information across departmental boundaries effectively
  • Accurately communicating organizational level decisions
  • Carefully receiving and understanding information from others

3.5 Customer Focus

Probing and gaining insights about the customers’ stated and unstated needs to provide them with the most optimal solution in a timely and efficient manner such that it leads to customer delight and further opportunities to grow and develop the relationship.

Behavioral Indicators at Workplace

  • Understands customer needs
  • Provides them timely and optimal solution
  • Deals with customers in a courteous and patient manner
  • Ensures future opportunities

3.6 Creativity and Innovation

Coming up with new ideas and different methods when faced with challenging situations. Applying novel means or repurposing old means to solve complex problems.

Behavioral Indicators at Workplace

  • Coming up with new or different approaches to generating solutions
  • Thinking laterally in challenging situations

3.7 Developing Others

Demonstrating an ability to improve performance, support and encourage individuals and teams, so that they give their best.

Behavioral Indicators at Workplace

  • Provide mentoring and opportunities to improve
  • Motivate the team

3.8 Developing Teams

Building efficient and competent work groups

Behavioral Indicators at Workplace

  • Supports development of necessary skills required for competent workforce
  • Promotes inter-team collaboration for efficient working

3.9 Driving ExcellenceGOTOTOP

Challenges self and others to surpass set standards and achieve exemplary results. Closely observes all details and pays attention to quality of deliverables at hand.

Behavioral Indicators at Workplace

  • Ensures quality and consistency
  • Attentive to detail
  • Exceeds standards and achieves extraordinary results

3.10 Effective Communication

Receive, comprehend and convey untampered information by putting across one’s thoughts and ideas clearly and briefly. Active management of communication process by ensuring that information is successfully delivered, received and understood.

Behavioral Indicators at Workplace

  • Carefully receives information
  • Clearly understands information
  • Accurately shares information

3.11 Empowering Others

Involving key stakeholders in developing organizational vision, setting strategy and fosters self-sufficiency in employees

Behavioral Indicators at Workplace

  • Inclusive development of organizational vision
  • Including stakeholders in setting strategy
  • Fostering self-sufficiency

3.12 Integrity

Behaves in an honest, fair and ethical manner. Consistent in aligning actions with words while maintaining high ethical ground.

Behavioral Indicators at Workplace

  • Consistent with what one says
  • Fair
  • Transparent

3.13 Leading Others


Frames a vision, creates strategy after analyzing market trends, delegates work in a way that keeps the team engaged in order to achieve short and long-term business goals.

Behavioral Indicators at Workplace

  • Formulates a vision
  • Sets a strategy
  • Engages people towards common goals

3.14 Learning Agility

Ability and urge to continuously learn new skills and apply that learning in new and changing contexts to achieve desired results.

Behavioral Indicators at Workplace

  • Ability and willingness to learn new skills
  • Apply new learnings henceforth and share knowledge

3.15 Negotiation and InfluenceGOTOTOP

Convincing others of one’s view point and effectively arrive on common ground to accomplish goals and objectives.

Behavioral Indicators at Workplace

  • Arrives on a common ground to accomplish goals
  • Convinces others of one’s idea

3.16 Networking

Build, maintain and leverage professional networks and personal relationships within and outside the organization as a way of gathering information and resources to ensure individual as well as organizational success.

Behavioral Indicators at Workplace

  • Builds professional networks and personal relationships
  • Leverages to gather information and resources

3.17 People Orientation

Being empathetic, respectful and culturally sensitive to make others feel empowered. Build healthy work relationship and lend help to others.

Behavioral Indicators at Workplace

  • Empathy
  • Culturally sensitive
  • Being inclusive and helpful to others

3.18 Planning & Organizing

Panache for detailing out the steps required to accomplish one’s objectives. Ability to prioritizing tasks and shuffle between various roles to maximize efficiency.

Behavioral Indicators at Workplace

  • Details out the steps required to accomplish one’s objectives
  • Allocates optimum resources
  • Prioritizes tasks and does contingency planning

3.19 Process Orientation

Following standard procedures, adhering to rules and regulations to ensure compliance and efficiency in the workplace.

Behavioral Indicators at Workplace

  • Follows standard procedures to ensure efficiency
  • Adheres to rules and regulations to ensure compliance

3.20 Project Relationship Management

The active development, cultivation and maintenance of project- associated relationships.

Behavioral Indicators at Workplace

  • Develops of project associated relationships effectively
  • Arbitrates and resolves differences
  • Manages meetings effectively

3.21 Quality Focus

Determined to stay focused on the quality of each and every deliverable by ensuring consistency and adherence to high standards as well as paying close attention to even the minutest details involved.

Behavioral Indicators at Workplace

  • Ensures quality and consistency
  • Attentive to detail

3.22 Team Management and Development

Active management of team members, provision of support and encouragement to ensure optimum team productivity.

Behavioral Indicators at Workplace

  • Effectively manages team work
  • Provides mentoring
  • Motivates the team
  • Resolves conflicts and promotes cooperation

3.23 Team Management

Actively manage team members to ensure optimum team productivity.

Behavioral Indicators at Workplace

  • Effective division and distribution of work
  • Resolves conflicts and promotes cooperation

3.24 Vision & Strategy

Building an explicit plan for the future, delineating both long and short-term goals clearly. Creating an effective and efficient plan of action to achieve the goals and a supportive environment for its accomplishment.

Behavioral Indicators at Workplace

  • Building plan for the future
  • Creating effective and efficient plan of action
  • Creating supportive environment for its accomplishment

Topics: 360 Degree Feedback

Originally published January 10 2020,updated January 20 2020

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