This article covers key concepts that will help you make sense of your Effectiveness (360) feedback report.
When your Effectiveness (360) feedback is ready, your coach will share the report with you. If your survey is coachless, you’ll have access to your feedback as soon as the survey collection period is over.
Before you start, have a look at Making the Most of Your Individual Feedback for valuable tips on how to learn and act on the feedback you've received.
Reviewers and participation
If you don't see reviewer names it may be due to the survey template or configuration used by your administrator.
1. Comments/Free Text Questions
2. Select Questions
Multi-select strengths and opportunities are also categorized by reviewer type, and how many people within that group selected each option. The items appear in order of popularity, surfacing the most selected items first. Pay attention to which groups have selected which items, and also the selections you have made.
3. Focus Scale Questions
If you are a manager, team lead, supervisor, or any role responsible for leading or managing people then there is a good chance you have received feedback using our Focus Scale. The purpose of the focus scale is exactly that – to help you to focus on what is most important to your team. This scale does not reflect how 'good' or 'bad' you are at something, instead it reflects individual needs. These needs will vary according to the individual's own skills, experience and challenges.
This scale is a little different to other Culture Amp response scales so here is a quick guide to interpretation.
- More focus and Much more focus - selected when an individual would like to see more (or much more) of this particular area from you. This may be something that you are already doing, just not at the desired level or quantity. Common examples are career development and helping to align their goals with company strategy.
- Maintain - this selection suggests that you are doing great in this area and to continue your efforts as they are. This feedback is often a good reinforcer for people leaders who worry that they are not doing enough in a certain area.
- Less focus and Much less focus - selected when it is important to the individual that you put less effort and energy towards this area. This may be because they fulfil the area themselves (or someone else does), for example 'focussing on performance outcomes'. It may also be linked to feeling micro-managed. Common examples here are 'giving feedback', 'working alongside the team' and 'monitoring goals'.
Areas identified as requiring much more focus or more focus are where you likely want to prioritise your efforts. Next look at those needing much less focus or less focus, as you may be wasting time and effort here, or you could even be perceived as micro-managing. At the same time, if there are areas identified that you believe you are acting at the required level then this feedback is a good base for a discussion with your team around expectations. Anything marked as maintain suggests that you should keep going. Review any comments alongside your focus scale feedback as these can provide valuable context. You may also want to discuss your feedback further with any direct reports.