360 degree feedback survey: one questionnaire for every rater

The manager, peers, direct reports and the person themselves answer the same 36 questions. Question 1 records who is answering.

36questions
About 10 minfor each rater

Use this template Take the survey first

360 Feedback Survey · answer to move through it

Use this template

Question 1 of 36 Rater

Which of these describes how you work with [NAME] today?

This is my own rating

[NAME] is my manager

I am [NAME]'s manager

We are peers or colleagues

I am in another team

Someone else

Question 2 of 36 Rater

How often do you and [NAME] work together?

Every day

Most weeks

A few times a month

A few times a year

Less often than that

Question 3 of 36 Communication

[NAME] listens to the whole point before answering.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 4 of 36 Communication

[NAME] says what they mean without leaving people to guess.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 5 of 36 Communication

[NAME] notices when someone in the room has not been heard.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 6 of 36 Communication

[NAME] tells the people whose work depends on theirs in time for them to act.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 7 of 36 Communication

[NAME] puts a decision in writing when it will need to be found again.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 8 of 36 Communication

[NAME] changes how they explain something when the first attempt does not land.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 9 of 36 Collaboration

[NAME] helps a colleague who is stuck without being asked twice.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 10 of 36 Collaboration

[NAME] takes other teams' constraints seriously when planning work.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 11 of 36 Collaboration

[NAME] notices when a teammate is under real pressure.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 12 of 36 Collaboration

[NAME] says so plainly when they were wrong.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 13 of 36 Collaboration

[NAME] gives the credit to the people who did the work.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 14 of 36 Collaboration

[NAME] argues with the point, not with the person.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 15 of 36 Reliability

[NAME] does what they said they would do, by when they said it.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 16 of 36 Reliability

[NAME] flags a slipping deadline while there is time to move it.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 17 of 36 Reliability

[NAME] checks their own work before handing it on.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 18 of 36 Reliability

[NAME] keeps to a rule even when nobody would notice if they did not.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 19 of 36 Reliability

[NAME] thinks about what could go wrong before committing the team to something.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 20 of 36 Reliability

[NAME] keeps a confidence.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 21 of 36 Composure

[NAME] stays even-tempered when the pressure goes up.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 22 of 36 Composure

[NAME] takes criticism without making the next conversation any harder.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 23 of 36 Composure

[NAME] keeps working sensibly while the plan is still unclear.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 24 of 36 Composure

[NAME] changes course when the evidence changes.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 25 of 36 Composure

[NAME] absorbs pressure rather than passing it on to others.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 26 of 36 Composure

[NAME] decides at the right time, neither rushed nor stalled.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 27 of 36 Leading and coaching

[NAME] picks up work that needs doing but is nobody's job.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 28 of 36 Leading and coaching

[NAME] holds their own work to a standard above the minimum.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 29 of 36 Leading and coaching

[NAME] keeps going on something difficult after the first attempt fails.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 30 of 36 Leading and coaching

[NAME] gives feedback that is specific enough to act on.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 31 of 36 Leading and coaching

[NAME] makes time to teach others what they know.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 32 of 36 Leading and coaching

[NAME] makes room for other people to lead a piece of work.

Almost never

Rarely

Sometimes

Often

Almost always

Cannot rate

Question 33 of 36 Comments

What is one thing [NAME] should start doing that they do not do now?

Question 34 of 36 Comments

What does [NAME] do well that would be a loss if it stopped?

Question 35 of 36 Comments

Is there anything the ratings above gave you no place to say?

Question 36 of 36 Comments

Which of these areas, if [NAME] worked on it next, would help you most?

Communication

Collaboration

Reliability

Composure

Leading and coaching

Nothing here needs work

The 360 feedback survey questions, all 36

A 360 degree feedback survey asks a person's manager, peers and direct reports how often they see that person do specific things at work, and the person rates themselves on the same items. These 36 cover five competencies adapted from the US Labor Department's O*NET[2] and are built in the free survey editor.

Plain text, one question per line, with the answer scale.

Who is answering

Asked first, so every response arrives tagged with its rater group.

Which of these describes how you work with [NAME] today?Pick one of 6Keep it first: the whole reading sorts on this answer.
How often do you and [NAME] work together?Pick one of 5

Communication

The template uses one scale for every rating: Almost never, Rarely, Sometimes, Often, Almost always, or Cannot rate.

[NAME] listens to the whole point before answering.5 points
[NAME] says what they mean without leaving people to guess.5 points
[NAME] notices when someone in the room has not been heard.5 points
[NAME] tells the people whose work depends on theirs in time for them to act.5 points
[NAME] puts a decision in writing when it will need to be found again.5 points
[NAME] changes how they explain something when the first attempt does not land.5 points

Collaboration

Peers see this block from an angle a manager does not.

[NAME] helps a colleague who is stuck without being asked twice.5 points
[NAME] takes other teams' constraints seriously when planning work.5 points
[NAME] notices when a teammate is under real pressure.5 points
[NAME] says so plainly when they were wrong.5 points
[NAME] gives the credit to the people who did the work.5 points
[NAME] argues with the point, not with the person.5 points

Reliability

Whether work lands on time and problems surface early.

[NAME] does what they said they would do, by when they said it.5 points
[NAME] flags a slipping deadline while there is time to move it.5 points
[NAME] checks their own work before handing it on.5 points
[NAME] keeps to a rule even when nobody would notice if they did not.5 points
[NAME] thinks about what could go wrong before committing the team to something.5 points
[NAME] keeps a confidence.5 pointsShort on purpose. Cannot rate is the honest answer.

Composure

How the person behaves when the plan slips.

[NAME] stays even-tempered when the pressure goes up.5 points
[NAME] takes criticism without making the next conversation any harder.5 points
[NAME] keeps working sensibly while the plan is still unclear.5 points
[NAME] changes course when the evidence changes.5 points
[NAME] absorbs pressure rather than passing it on to others.5 points
[NAME] decides at the right time, neither rushed nor stalled.5 points

Leading and coaching

Stepping up and teaching count, so it fits people with no direct reports.

[NAME] picks up work that needs doing but is nobody's job.5 points
[NAME] holds their own work to a standard above the minimum.5 points
[NAME] keeps going on something difficult after the first attempt fails.5 points
[NAME] gives feedback that is specific enough to act on.5 points
[NAME] makes time to teach others what they know.5 points
[NAME] makes room for other people to lead a piece of work.5 points

In your own words

Three optional open questions, then one pick of the next area.

What is one thing [NAME] should start doing that they do not do now?Long text, optional
What does [NAME] do well that would be a loss if it stopped?Long text, optional
Is there anything the ratings above gave you no place to say?Long text, optional
Which of these areas, if [NAME] worked on it next, would help you most?Pick one of 6Count the votes: the top area is the first job.

Sending it and reading it by group

Replace [NAME] everywhere, the survey title included. Send the one link on the same day to the person, their manager, peers, direct reports and anyone else who sees the work, and tell them it is for development.[1]

Read the comments first, then sort the ratings by question 1: the manager alone, peers as a set, reports as a set. An item one group rates high and another low is the finding. Leave Cannot rate out, and let question 36 pick the first area to work on.

When a low block is a skill gap, a training needs assessment finds the course. When it is a habit, a mentor matching questionnaire pairs the person with someone strong in it.

One central survey link connected outward to four separate groups of simple figures, with their answers returning into a single labeled stack — One link out to every rater group, one set of answers back, sorted by question 1.

360 degree feedback FAQ

How many raters do you need for 360 feedback?

Three or more in each group of peers, direct reports and others, plus the manager and the person. A typical Public Service Commission of Canada 360 has 10 to 12 raters in all.[1] An organizational network analysis survey shows who the person actually works with.

Is 360 degree feedback anonymous?

For peers and direct reports, yes: the survey asks for no names, and three or more in a group keeps each voice hidden. The manager is one person, so their answers are recognizable; the Canadian standard says the same.[1]

What questions should a 360 degree feedback survey ask?

Things colleagues can watch: how the person communicates, works with others, keeps promises, handles pressure and helps others grow, plus who is answering and a few open questions. For a whole team, a team effectiveness survey fits better.

Can managers and employees answer the same 360 questionnaire?

Yes. Every item is about [NAME], never "my manager" or "I", so a boss, a peer and a direct report can all answer it. When only a team rates its manager, the manager effectiveness survey is the shorter fit.

Michael Hodge, survey methodology · Updated 26 September 2026 · How templates are reviewed

This page includes information from the O*NET 31.0 Database by the U.S. Department of Labor, Employment and Training Administration (USDOL/ETA). Used under the CC BY 4.0 license. SuperSurvey has modified all or some of this information. USDOL/ETA has not approved, endorsed, or tested these modifications.

Sources (2)

Public Service Commission of Canada. "360 Degree Feedback Services: Frequently Asked Questions," 15 January 2019. canada.ca
O*NET 31.0 Database, U.S. Department of Labor, Employment and Training Administration. Used under the CC BY 4.0 license. onetcenter.org

Four views of one person, from one form

Thirty-six questions, about ten minutes for each rater. Put the name in and it is ready for the manager, the peers and the reports.

Use this template

The 360 feedback survey questions, all 36

Who is answering

Communication

Collaboration

Reliability

Composure

Leading and coaching

In your own words

Sending it and reading it by group

360 degree feedback FAQ

How many raters do you need for 360 feedback?

Is 360 degree feedback anonymous?

What questions should a 360 degree feedback survey ask?

Can managers and employees answer the same 360 questionnaire?

Related employee survey templates