Guide to understanding your Individual Effectiveness 360 report – Culture Amp Support Guide

What can I learn from this page?	How to understand your Individual Effectiveness 360 report
Who is this guide for?	Survey Participants, Report Viewers

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

The report legend lists the people you asked for feedback, grouped by type of reviewer, including the employee's own self review.

Feedback is unattributed, unless you are the only person with that relationship that feedback was requested from (e.g., manager). While participation shows how many people of each reviewer type gave feedback, it does not show which individuals did.

If you don't see reviewer names it may be due to the survey template or configuration used by your administrator.

How is my feedback grouped?

The report presents the feedback you received, grouped by question. For each question, you can break down the feedback by reviewer type (Self, Manager, Direct report, and Co-worker).

This is where 360s show their value, enabling you to compare how each different group sees you, and contrast that with how you see yourself.

Work through your feedback in the order you see it. This means start with your strengths, followed by areas of opportunity. Take notes in the Take action page as you go. You’ll see feedback represented by 3 different question types:

1. Comments/Free Text Questions

The report identifies and sorts comments and free text responses by reviewer type.

When reviewing comments, remember that people differ in their feedback-giving skills. Some comments will be 'better' quality than others. Our immediate reaction is often to get caught up in a particular comment. Be aware of this and instead look for common themes in the feedback. Reflect on any examples given – was that your intended outcome? What in your behavior could be leading to that perception?

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 prioritize 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.

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