Mastering questions for 360 degree feedback: Practical tips

360 degree feedback is a powerful tool for professional development, offering a holistic view of an individual’s performance by gathering insights from managers, peers, direct reports, and even external stakeholders. However, its effectiveness hinges entirely on the quality and structure of the questions asked. The right questions elicit specific, actionable feedback, while poorly phrased or generic ones can lead to vague, biased, or unhelpful responses that fail to drive genuine improvement.

In a competitive landscape, UK organisations need a robust feedback culture to nurture talent, identify leadership potential, and drive continuous improvement. Generic advice is no longer sufficient; a strategic approach to feedback is essential for retaining top performers and developing future leaders. This is where a well-designed set of questions for 360 degree feedback becomes a critical business asset, turning a simple review into a catalyst for growth.

This comprehensive guide breaks down the ten most effective types of questions, providing a blueprint for designing assessments that deliver meaningful and impactful results. We will explore everything from classic quantitative scales to nuanced narrative prompts, helping you build a feedback process that truly supports individual and organisational development. For organisations embedded in the Microsoft ecosystem, integrating these feedback mechanisms into platforms like Dynamics 365 and Microsoft Teams can transform a periodic review into a seamless, data-driven development cycle, creating a more agile and responsive workforce.

1. Likert Scale Rating Questions: The Gold Standard for Quantifiable Feedback

Likert scale questions are the cornerstone of most 360-degree feedback initiatives, providing a structured and quantifiable way to measure behaviours and competencies. This method asks respondents to rate a series of statements on a predefined scale, typically ranging from 1 to 5 or 1 to 7. The scale measures levels of agreement (e.g., Strongly Disagree to Strongly Agree) or frequency (e.g., Never to Always).

The primary advantage of this format is its ability to generate easily comparable, quantitative data. This allows HR and leadership teams to spot trends, identify collective strengths, and pinpoint specific areas for development across an individual, team, or the entire organisation. When designing questions for 360 degree feedback, this format provides a clear, numerical snapshot of performance that is less susceptible to interpretation bias than purely qualitative feedback.

Why Use Likert Scales?

This approach is highly effective for assessing core leadership and behavioural competencies in a standardised way. For instance, major consulting firms like Deloitte and tech giants such as Microsoft integrate scaled questions into their performance management systems to ensure consistency and enable large-scale data analysis. This method is ideal when you need to benchmark performance against a set of organisational values or role-specific capabilities.

Actionable Implementation Tips

To get the most out of Likert scale questions, follow these best practices:

• Choose the Right Scale Length: A 5-point scale is common for its simplicity and clarity. A 7-point scale offers more nuance but can sometimes lead to respondent fatigue. Avoid scales longer than 7 points.
• Define Your Anchors Clearly: Each point on the scale must have a clear, unambiguous label. For example:
  • 1 = Needs Significant Development
  • 3 = Meets Expectations
  • 5 = Role Model
• Balance with Qualitative Data: While invaluable for data analysis, numbers don’t tell the whole story. Always pair your Likert scale questions with corresponding open-ended questions. This allows reviewers to provide crucial context, examples, and suggestions behind their ratings.

2. Behavioral Frequency Questions: Focusing on Observable Actions

Behavioural frequency questions shift the focus from subjective ratings of traits to objective observations of actions. This method asks respondents to assess how often they see a colleague exhibit a specific, tangible behaviour, using a scale anchored by frequency terms like ‘Never’, ‘Rarely’, ‘Sometimes’, ‘Often’, and ‘Always’. The goal is to make feedback less about abstract qualities and more about concrete, observable conduct.

This format excels at reducing the ambiguity that can cloud other feedback methods. By focusing on what people do rather than who they are, these questions for 360 degree feedback provide clearer, more direct insights. The resulting feedback is less likely to feel like a personal judgement and more like a constructive observation of workplace habits, making it easier for the individual to understand and act upon.

Why Use Behavioural Frequency Questions?

This approach is highly effective for pinpointing specific developmental needs related to on-the-job performance. For instance, major leadership development firms like DDI and the Center for Creative Leadership popularised this method to build highly targeted coaching plans. It is ideal when you need to assess behaviours critical to a role’s success, such as a manager’s ability to give constructive feedback or a team member’s proactiveness in collaborating with others. Companies like Cisco use this format in their collaboration-focused 360 assessments to measure how frequently employees demonstrate key teamwork behaviours.

Actionable Implementation Tips

To effectively implement behavioural frequency questions, consider these best practices:

• Use Specific, Action-Oriented Verbs: Phrase questions around observable actions. For example, instead of asking if someone “is collaborative,” ask, “How frequently does this person actively solicit input from colleagues during projects?”
• Define Frequency Anchors Clearly: Ensure everyone shares the same understanding of what ‘Often’ or ‘Sometimes’ means. You could define them in the instructions, for example, ‘Often = in more than 75% of opportunities’.
• Focus on Behaviours Vital to Success: Don’t create an exhaustive list of all possible behaviours. Concentrate on the 5-7 key actions that directly impact performance and align with your organisation’s competency framework.
• Include a “Not Observed” Option: For raters who haven’t had the opportunity to witness a specific behaviour, an N/A or “Not Observed” option prevents them from guessing and maintains data integrity.

3. Comparative/Relative Assessment Questions: Contextualising Performance

Comparative or relative assessment questions ask raters to evaluate an individual’s performance in relation to a specific benchmark. This benchmark could be their peers, established team standards, or broader organisational expectations. Instead of an abstract scale, this method provides a clear context, often using descriptors like ‘Below Expectations’, ‘Meets Expectations’, and ‘Exceeds Expectations’.

The core benefit of this approach is its ability to contextualise performance, moving beyond isolated ratings to show how an individual contributes within a wider framework. It grounds the feedback in tangible, shared standards, making it easier for employees to understand where they stand. When formulating questions for 360 degree feedback, this format helps standardise evaluations and align individual performance with organisational goals.

Why Use Comparative/Relative Assessments?

This method is particularly effective for leadership development and succession planning, as it helps identify high-potential individuals who consistently outperform established benchmarks. For example, many executive assessment programmes in Fortune 500 companies use this model to gauge leadership capabilities against a defined set of competencies. Adobe’s famous “Check-in” system also incorporates performance context to facilitate more meaningful development conversations between managers and employees.

Actionable Implementation Tips

To effectively use comparative questions, consider these best practices:

• Define Standards Clearly: Before launching the feedback cycle, ensure that what constitutes ‘Meets Expectations’ for each competency is clearly defined and communicated. This prevents ambiguity and subjective interpretation.
• Use Multiple Raters: To mitigate the risk of individual bias, gather input from a diverse group of raters. Averaging scores from various perspectives provides a more balanced and fair assessment of performance.
• Focus on Development, Not Ranking: While this method compares performance, its goal should be growth. Frame the feedback around developmental opportunities rather than creating a competitive ranking system, which can harm morale. This was a key lesson from GE’s controversial “rank and yank” system, which was later discontinued.

4. Open-Ended Narrative Questions: Uncovering the ‘Why’ Behind the Ratings

While scaled questions provide the quantitative “what,” open-ended narrative questions deliver the qualitative “why.” This format invites respondents to provide detailed written commentary, specific examples, and nuanced observations without the constraints of predefined response categories. These questions are crucial for capturing the rich context and human stories that numbers alone cannot convey.

Open-ended prompts are fundamental to a holistic feedback process, turning a simple performance rating into a powerful developmental conversation. When crafting questions for 360 degree feedback, this format allows reviewers to share valuable insights on behaviours and their real-world impact, providing the subject with a much deeper understanding of how their actions are perceived by others.

Why Use Open-Ended Questions?

This approach is highly effective for gathering specific, actionable feedback that can be used in coaching and development planning. For example, Netflix’s renowned “freedom and responsibility” culture relies heavily on candid, direct, and often written feedback to maintain high performance. Similarly, Patagonia’s culture encourages open dialogue, using narrative feedback to reinforce its values and drive personal growth. This method is ideal when you need to understand the nuances of an individual’s impact and provide them with concrete examples to learn from.

Actionable Implementation Tips

To maximise the value of narrative questions, consider these best practices:

• Provide Specific Prompts: Avoid overly broad questions like “Any other feedback?” Instead, guide the respondent with targeted prompts, such as, “Describe a specific situation where this person effectively demonstrated strategic thinking.”
• Balance with Quantitative Data: The most powerful feedback systems combine both quantitative and qualitative methods. Use narrative questions to add depth and context to the scores provided in Likert scale sections, creating a comprehensive picture.
• Ask for Examples: Encourage reviewers to ground their feedback in reality by explicitly asking for examples. Frame your questions to elicit stories, not just general impressions. For instance, ask, “What is the one thing this individual should start doing to be more effective?”

5. Paired Comparison Questions: Forcing Clarity and Reducing Bias

Paired comparison questions move away from rating a single statement and instead present respondents with two contrasting, yet often equally positive, behavioural statements. This format forces the rater to choose which of the two statements better describes the individual being reviewed. This “forced-choice” method is designed to mitigate central tendency bias (where raters stick to the middle of a scale) and social desirability bias (where raters give overly positive scores).

The main benefit of this approach is its ability to create a more nuanced and differentiated profile of an individual’s strengths and working style. Rather than just measuring proficiency, these questions for 360 degree feedback help uncover preferences and natural tendencies. This provides richer, more specific data for coaching and development conversations, moving beyond simple “good” or “bad” ratings to understand how a person operates.

Why Use Paired Comparison Questions?

This method is highly effective for leadership development and identifying high-potential employees. It reveals subtle distinctions that a standard Likert scale might miss. For example, executive assessment firms like Heidrick & Struggles and popular tools such as Gallup’s CliftonStrengths use this format to build a detailed picture of an individual’s core talents and leadership style. It is ideal when the goal is to understand a person’s unique behavioural signature rather than just measuring them against a generic competency framework.

Actionable Implementation Tips

To get the most out of paired comparison questions, follow these best practices:

• Ensure Genuine Distinction: The paired statements must represent two genuinely different, yet valid, approaches. Avoid pairing a clearly “good” behaviour with a “bad” one. For example, contrast ‘Is more of a strategic planner’ with ‘Is more of a tactical executor’.
• Use Anchored Contrasts: Frame the pairs around specific, observable behaviours. For instance, ‘Tends to make decisions based on data and analysis’ versus ‘Tends to make decisions based on experience and intuition’.
• Build a Complete Picture: A single paired question offers limited insight. Use a series of well-designed pairs to build a comprehensive profile of the individual’s communication, decision-making, and interpersonal styles. An “N/A – Not Observed” option can also be valuable.

6. Competency-Based Questions: Aligning Feedback with Organisational Strategy

Competency-based questions are designed to assess an individual against specific, predefined capabilities that are critical for success in their role and for the organisation’s overall strategy. This approach moves beyond general behaviours to focus on job-relevant skills like ‘Strategic Thinking,’ ‘Customer Focus,’ or ‘Innovation.’ Each competency is typically evaluated through several targeted questions that probe for observable behaviours, providing highly focused and actionable feedback.

This method is powerful because it directly links individual performance to the organisation’s strategic objectives. When designing questions for 360 degree feedback, this format ensures that the entire process is relevant, consistent, and geared towards developing the exact skills needed to drive the business forward. It creates a clear roadmap for personal and professional development that is perfectly aligned with company values and goals.

Why Use Competency-Based Questions?

This approach is highly valued by organisations that have invested in developing a clear framework for success. For instance, major consulting firms like McKinsey & Company and tech leaders such as Microsoft build their feedback systems around core competencies to ensure that employees are developing in line with business needs. It is ideal for organisations seeking to cultivate a high-performance culture where feedback is directly tied to role expectations and strategic priorities.

Actionable Implementation Tips

To effectively implement competency-based questions, consider these best practices:

• Ensure Competencies Are Current: Regularly review and update your competency model to reflect evolving business strategies and market demands. A model from five years ago may no longer be relevant.
• Use Behavioural Indicators: Instead of asking reviewers to rate a vague competency like “Communication,” break it down into observable behaviours. For example, “Clearly articulates complex ideas in writing” or “Actively listens without interrupting.”
• Validate Your Model: Ensure your competencies are genuinely linked to job success by using job analysis and gathering input from key stakeholders and high-performers in each role.
• Integrate with Development: Connect the feedback directly to development opportunities. To further understand how a focus on developing specific skills can integrate with feedback, explore this guide on competency-based training to build skills that deliver results.

7. Developmental Impact Questions

Developmental impact questions shift the focus from evaluating past performance to identifying future potential. Instead of only asking “How did they do?”, this approach asks, “What can they do next?”. These forward-looking questions are designed to uncover specific areas for growth, assess readiness for new challenges, and reveal potential blind spots that could hinder career progression.

The core benefit of this format is its direct link to creating actionable development plans. By asking raters to think like a coach or mentor, you gather rich, qualitative insights that are explicitly geared towards future capability. When crafting questions for 360 degree feedback, this method helps organisations build a pipeline of talent by focusing on growth trajectory rather than just a snapshot of current performance.

Why Use Developmental Impact Questions?

This approach is highly effective for succession planning, high-potential employee programmes, and career pathing. Organisations like Google and the Center for Creative Leadership have popularised this method to ensure feedback is constructive and future-focused. For example, asking about overused strengths-strengths that become weaknesses when used inappropriately-can provide profound insights that standard performance questions might miss.

Actionable Implementation Tips

To get the most value from developmental impact questions, follow these best practices:

• Be Specific About Development: Avoid vague questions like “What is their potential?”. Instead, ask, “What is the single most important skill this person should develop to prepare for a leadership role?”. This prompts concrete and usable advice.
• Incorporate a ‘Stop, Start, Continue’ Model: Frame questions around this simple yet powerful model. Ask raters: “What is one thing this person should stop doing, one thing they should start doing, and one thing they should continue doing to maximise their impact?”.
• Link Feedback to Resources: Ensure the feedback process doesn’t end with the report. The insights gathered should be used to co-create a development plan with the individual, connecting them with coaching, mentoring, or specific training resources to act on the suggestions.

8. Stakeholder-Specific Questions: Capturing Role-Appropriate Perspectives

Stakeholder-specific questions involve tailoring the feedback survey to the unique relationship each rater group has with the individual. Instead of a one-size-fits-all approach, managers, peers, direct reports, and even external customers receive a distinct set of questions designed to elicit insights relevant to their specific interactions. This method acknowledges that how an individual demonstrates leadership or collaboration differs depending on the context.

The core advantage of this format is the depth and relevance of the feedback it produces. A manager can comment on strategic alignment, a peer can assess collaborative spirit, and a direct report can evaluate supportive leadership. When designing questions for 360 degree feedback, this targeted approach ensures the insights gathered are contextual, actionable, and directly linked to the specific dynamics of each professional relationship.

Why Use Stakeholder-Specific Questions?

This approach is highly effective for gaining a nuanced, multi-faceted view of an individual’s performance, particularly in complex leadership roles. Organisations like Korn Ferry and the Center for Creative Leadership champion this method to move beyond generic competency ratings. For instance, a manager’s question might be, “Does this person effectively translate company strategy into actionable team goals?” while a direct report’s question might be, “Does this person provide the coaching and support needed for you to succeed?”. This differentiation is key to building a complete performance picture and can significantly improve employee engagement by showing that all perspectives are valued.

Actionable Implementation Tips

To get the most out of stakeholder-specific questions, follow these best practices:

• Create Distinct Question Sets: Develop unique but related sets of questions for each rater group (e.g., manager, peer, direct report). Ensure the language and focus are appropriate for each group’s perspective.
• Maintain Core Competency Themes: While questions should differ, they should all map back to the same core competencies. For example, all groups might answer questions about “Communication,” but the specific behaviours they are asked to rate will vary.
• Ensure Anonymity within Groups: To encourage honest feedback, you must have a sufficient number of respondents in each category, especially for peers and direct reports. A minimum of three to five raters per group is recommended to protect confidentiality.
• Compare Insights Across Perspectives: The real power of this method lies in comparing the feedback from different stakeholder groups. Look for patterns, disconnects, and alignment between how a person is perceived by their manager versus their team.

9. Strength and Development Gap Questions

Strength and development gap questions introduce a powerful two-dimensional analysis to the feedback process. Instead of just rating a person’s current performance on a competency, this method asks reviewers to rate two separate but related factors: the importance of that competency to the individual’s role and their current capability level. This dual-rating approach uncovers the most critical areas for development by highlighting where the biggest gaps exist between what is required for success and current performance.

The primary advantage of this format is its strategic focus. It moves beyond a simple performance score to provide a prioritised roadmap for development, ensuring that training and coaching resources are directed towards skills that will have the greatest impact on role effectiveness and organisational goals. When crafting questions for 360 degree feedback, this method helps distinguish between a “nice-to-have” skill and a “must-have” competency, making development planning far more targeted and effective.

Why Use Strength and Development Gap Analysis?

This approach is invaluable for succession planning, leadership development, and identifying skill gaps for critical technical roles. Companies like Intel and IBM have used similar gap analysis methodologies to align employee development with strategic business needs. It is especially useful when an organisation needs to ensure its talent pipeline is prepared for future challenges by pinpointing high-priority, high-impact development areas.

Actionable Implementation Tips

To get the most out of strength and development gap questions, follow these best practices:

• Use Consistent Scales: Ensure the scales for both “Importance” and “Capability” are identical (e.g., both 1-5 scales). This allows for a direct and meaningful calculation of the gap.
• Visualise the Data: Plot the results on a quadrant map. The axes represent Importance and Capability, which helps to visually categorise competencies into four groups: Strengths (High Importance/High Capability), Development Priorities (High Importance/Low Capability), Secondary Skills (Low Importance/High Capability), and Lower Priorities (Low Importance/Low Capability).
• Focus Development Efforts: Concentrate personal development plans on the “High Importance/Low Capability” quadrant. These are the areas where improvement will yield the most significant returns. This targeted approach is a key component of effective annual appraisals.
• Leverage Strengths: Don’t ignore the “High Importance/High Capability” quadrant. These are the individual’s core strengths, which should be leveraged in mentoring others or taking on more challenging projects.

10. 360-Degree Assessment Matrix Questions

The 360-degree assessment matrix is a highly efficient format for evaluating multiple competencies in a single, consolidated view. This approach organises related questions into a grid, where rows list specific behaviours or skills and columns provide a consistent rating scale (e.g., “Needs Development” to “Exceeds Expectations”). It streamlines the feedback process by allowing reviewers to assess a suite of related items quickly without answering individual questions one by one.

This structure is particularly effective for comprehensive competency models, as it condenses what could be a lengthy survey into a more manageable and visually organised format. When designing questions for 360 degree feedback, the matrix provides a structured yet comprehensive method, allowing for detailed assessment without overwhelming the respondent.

Why Use Matrix Questions?

This format is ideal for assessing a defined leadership or behavioural framework where multiple skills fall under a single competency. For example, a “Communication” competency could have matrix rows for “Listens Actively,” “Articulates Ideas Clearly,” and “Provides Constructive Feedback.” Leading HR technology platforms and consulting firms use matrices to build robust leadership pipeline assessments, ensuring that all facets of a competency are evaluated consistently. To deepen your understanding of this efficient format, you can explore resources on mastering matrix questions in surveys.

Actionable Implementation Tips

To effectively implement 360-degree assessment matrices, consider the following best practices:

• Limit Matrix Size: Keep each matrix focused on a single competency and limit it to 15-20 rows. Long matrices can cause survey fatigue and lead to respondents rushing their answers.
• Use Clear Row Labels: Each behaviour or skill listed in a row must be concise, unambiguous, and directly observable. Avoid jargon or abstract concepts that are open to interpretation.
• Ensure Mobile Accessibility: Test the matrix format on various devices, especially mobile phones. A poorly rendered matrix can be frustrating to complete and may skew results.
• Follow Up with Open-Ended Questions: While the matrix provides excellent quantitative data, it lacks context. Always include an open-ended question immediately following the matrix, such as, “Please provide specific examples or comments related to your ratings above.”

360° Feedback Question Types Comparison

Question Type	Implementation complexity	Resource requirements	Expected outcomes	Ideal use cases	Key advantages
Likert Scale Rating Questions	Low — simple design and scoring	Low — standard survey tools, basic analysis	Quantitative, comparable scores and trends	Large-scale surveys, benchmarking, trend tracking	Easy to analyze, consistent, high completion rates
Behavioral Frequency Questions	Low–Medium — define observable behaviors	Low–Medium — clear anchors, rater guidance	Actionable frequency data for behavior change	Coaching, performance improvement, role-specific feedback	Focuses on observable actions; reduces subjective bias
Comparative/Relative Assessment Questions	Medium — requires norms and standards	Medium–High — calibration sessions, multiple raters	Relative positioning vs peers; calibration insights	Succession planning, talent calibration, competitive roles	Provides context; aids calibration and talent decisions
Open-Ended Narrative Questions	Low to design; high effort to analyze	Medium–High — qualitative coding and time	Rich contextual insights, examples and nuance	Development conversations, exploratory feedback	Captures nuance and concrete examples; reveals surprises
Paired Comparison Questions	Medium — careful item pairing required	Medium — design distinct contrasts, test items	Forced-choice distinctions between competencies	Clarifying strengths, differentiating similar traits	Reduces neutral responses; clarifies trade-offs
Competency-Based Questions	High — build and validate competency model	High — job analysis, stakeholder validation	Role-aligned scores and targeted development plans	Job-specific reviews, succession planning, competency mapping	Direct tie to job performance; consistent language across org
Developmental Impact Questions	Medium — forward-looking framing needed	Medium — follow-up development resources	Identification of potential and growth priorities	Talent development, career pathing, high-potential ID	Focuses on growth; supports long-term development planning
Stakeholder-Specific Questions	High — create tailored sets per rater group	High — multiple surveys, calibration across groups	Role-appropriate perspectives and cross-stakeholder gaps	True 360 feedback with managers, peers, reports, customers	More relevant feedback; reveals perception differences
Strength and Development Gap Questions	High — dual-scale design and gap logic	Medium–High — analysis and visualization tools	Prioritized high-impact development gaps	Strategic development planning, ROI-driven learning	Prioritizes development where importance ≠ capability
360-Degree Assessment Matrix Questions	Medium–High — matrix layout and item selection	Medium — digital interface and analytics	Comprehensive, scannable multi-item ratings	Broad competency assessments, organizational programs	Efficient completion, easy comparison, supports benchmarking

Turning Feedback into Action with DynamicsHub

This comprehensive exploration has armed you with a diverse arsenal of questions for 360 degree feedback, from the nuanced ratings of Likert Scales to the rich narratives of open-ended queries. We have journeyed through behavioural frequency assessments, comparative rankings, and competency-based evaluations, providing a structured framework to build feedback surveys that are both insightful and relevant. The key takeaway is clear: the power of 360-degree feedback lies not in a single, perfect question type, but in the thoughtful combination of several, tailored to your specific organisational goals, roles, and desired outcomes.

Mastering this process means moving beyond a simple tick-box exercise. It is about creating a structured dialogue that uncovers blind spots, validates strengths, and paves a clear path for professional growth. By carefully selecting and phrasing your questions, you create the foundation for meaningful developmental conversations that resonate with individuals and align with team and company objectives.

Key Insights to Carry Forward

As you move from theory to implementation, remember these core principles that transform a good feedback process into a great one:

• Clarity is Paramount: Your questions must be unambiguous. Avoid jargon, double-barrelled questions, and leading language. Each query should focus on a single, observable behaviour to ensure the feedback collected is specific and actionable.
• Balance is Essential: A successful 360-degree review combines quantitative and qualitative data. Pairing rating scale questions (the “what”) with open-ended questions (the “why” and “how”) provides a holistic, three-dimensional view of an individual’s performance and impact.
• Context Defines Relevance: The most effective questions for 360 degree feedback are not generic. They are deeply rooted in your organisation’s competency framework, values, and the specific requirements of an individual’s role. Customisation is not a luxury; it is a necessity for generating relevant insights.
• Psychological Safety is Non-Negotiable: The entire process hinges on trust. Guaranteed anonymity and a clear communication strategy explaining how the data will be used are foundational to encouraging honest, constructive, and candid feedback from all participants.

From Insight to Impact: Your Actionable Next Steps

The true value of this exercise is realised only when feedback is translated into tangible action. An effective 360-degree feedback programme is not a standalone event but a catalyst within a continuous cycle of development. It should be the starting point for creating focused Individual Development Plans (IDPs), coaching conversations, and targeted learning opportunities.

This is where integrating your feedback process into your core HR systems becomes a strategic advantage. For organisations embedded in the Microsoft ecosystem, the potential is enormous. Imagine deploying feedback surveys directly from Microsoft Teams, securely storing anonymised responses within your own Microsoft 365 tenant, and using Power BI to generate dynamic, visual reports that highlight development trends across the entire organisation. This creates a seamless, data-driven loop of feedback, analysis, action, and growth.

By moving away from disconnected spreadsheets and third-party tools, you build a cohesive and efficient system that reinforces a culture of continuous improvement. You empower managers and employees with the data they need, right where they work every day. The right questions are your starting point, but the right system is what ensures the insights they generate lead to lasting, positive change.

Ready to transform your feedback process from a manual task into a strategic, integrated function of your business? DynamicsHub provides a complete HR Management solution built for Microsoft Dynamics 365, enabling you to manage the entire 360-degree feedback cycle within the secure, familiar Microsoft environment. To discover how you can build a modern feedback culture that drives performance and development, phone 01522 508096 today or send us a message at https://www.dynamicshub.co.uk/contact/.