A performance evaluation method that gathers feedback about an employee from multiple sources including supervisors, peers, subordinates, and sometimes customers. It provides a comprehensive view of performance from all directions, like a 360-degree perspective.
The term combines '360' (referring to degrees in a complete circle) with 'review' from Old French 'reveoir' (to see again). This evaluation method developed in the 1980s as organizations sought more comprehensive feedback mechanisms, using the geometric metaphor of seeing from all angles.
The 360-review is like getting feedback from everyone at the office party - your boss, your colleagues, and even the people who report to you get to weigh in on your performance! It can be humbling because it's harder to dismiss feedback when it comes from multiple directions.
360-reviews reflect evaluator biases: women rated lower for identical behaviors (assertiveness seen as aggressive), higher emotional labor expectations, gendered performance standards in feedback.
Use bias training for raters, ensure diverse evaluator panels, monitor for gendered language patterns (emotion descriptors for women, competence for men), define behavioral criteria objectively.
["multi-source-feedback","peer-review"]
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