270 degree feedback is a multi-rater performance assessment method in which leaders or employees receive feedback from three perspectives: self-assessment, peers, and supervisors. Unlike 360 degree feedback, it excludes perspectives from direct reports (for leaders) and external stakeholders such as customers. The method is particularly suited for leadership development, self-reflection, and identifying areas for development.

What is 270 Degree Feedback?

Definition: The Three Perspectives

270 degree feedback, also known as "partial feedback" or "limited multi-rater feedback," is a performance assessment method that collects information from a selected group of people who closely interact with an employee. The name "270 degree" refers to the three perspectives from which feedback is gathered:

1. Self-assessment: The evaluated person assesses themselves
2. Peers: Feedback from colleagues at the same hierarchical level
3. Supervisors: Top-down feedback from the direct supervisor

The method is based on the principle of multi-rater feedback – an assessment process in which a person receives feedback from multiple people from different perspectives. The central added value lies in the self-perception/external perception comparison: By comparing one's own assessment (self-image) with the assessment by others (external image), blind spots become visible and development areas can be specifically identified.

Comparison: 90°, 180°, 270°, and 360° Feedback

To understand the unique features of 270 degree feedback, a comparison with other feedback formats is helpful:

90 Degree Feedback:

• Only one perspective: Supervisor evaluates employee
• Classic top-down feedback
• Fast and straightforward, but one-sided
• No self-reflection through external perception comparison

180 Degree Feedback:

• Two perspectives: Self-assessment + supervisor
• Enables initial self/external perception comparison
• Still only hierarchical perspective

270 Degree Feedback:

• Three perspectives: Self-assessment + peers + supervisor
• More differentiated view through peer feedback
• Missing: Bottom-up feedback from direct reports, customer perspective
• Less complex than 360°

360 Degree Feedback:

• All perspectives: Self + supervisor + peers + direct reports + customers
• Most comprehensive view, but also most complex process
• Particularly suitable for leaders with personnel responsibility

270 degree feedback positions itself as a middle ground: more differentiated than 90° or 180°, but more pragmatic than 360°. It is particularly suitable for employees without leadership responsibilities or when external stakeholder perspectives are not relevant.

How Does 270 Degree Feedback Work?

The Involved Perspectives

At the center of 270 degree feedback is the self-perception of the person being evaluated (feedback recipient). This is complemented by two external perspectives:

Peers:The peer perspective particularly illuminates collegial exchange and the functioning of important interfaces within the organization. Peers observe daily collaboration at eye level and can particularly well assess aspects such as teamwork, communication style, and reliability. Ideally, 3-5 colleagues who regularly work with the person are selected.

Supervisors:The top-down feedback from the supervisor completes the all-round view of one's own behavior and provides important insights into personal development areas. Supervisors particularly evaluate performance, goal achievement, and strategic competencies from a hierarchical perspective.

The combination of these three perspectives makes it possible to create a holistic picture of a person's qualities and development opportunities. Leaders typically have many complex interaction points – feedback from different perspectives significantly increases the validity.

The Process in 5 Steps

1. Preparation (approx. 2 weeks)

• Goal definition: What will the feedback be used for? (Development, promotion, coaching?)
• Define competencies: Which skills should be evaluated? (e.g., leadership styles, communication, teamwork)
• Select feedback providers: 3-5 peers, 1 supervisor
• Provide tool/questionnaire: Use scientifically validated questionnaires (3-5 questions per competency)
• Communication: Create transparency about purpose, process, and confidentiality

2. Implementation (approx. 1-2 weeks)

• Self-assessment: Feedback recipient completes questionnaire (10-15 minutes)
• External assessment: Peers and supervisor evaluate anonymously (10-15 minutes)
• Ensure anonymity: Aggregation of results, no individual ratings visible
• Participation reminders: Higher response rate through friendly reminders

3. Evaluation (approx. 1 week)

• Aggregate data: Calculate average values per competency
• Self/external perception comparison: Where do self and external perception align? Where are there deviations?
• Identify development areas: Prioritize competencies with largest gaps
• Visualization: Clear presentation of results (e.g., spider diagram)

4. Feedback Discussion (approx. 60-90 minutes)

• Discuss results: Ideally with HR or coach
• Acknowledge strengths: What is already working well?
• Discuss development areas: Why are there deviations? What does this mean?
• Derive measures: What concrete steps will follow?

5. Follow-up (ongoing)

• Create development plan: Coaching, training, mentoring, job rotation
• Track progress: Regular check-ins (e.g., every 3 months)
• Repetition: Renewed 270 degree feedback after 12-24 months to measure success

The total duration from start to feedback discussion is typically 4-6 weeks. The actual survey takes only 10-15 minutes per person.

Benefits of 270 Degree Feedback

Objective Assessment Through Multiple Perspectives

Unlike traditional top-down evaluations by a single person, 270 degree feedback reduces biases and subjective assessments. By involving multiple feedback providers from different contexts, a more objective assessment basis is created.

The German Society for Human Resource Management (DGFP) emphasizes in its analysis of multi-rater methods that the combination of different perspectives is particularly valuable for obtaining a comprehensive picture of competencies and development potential. The method creates high objectivity and independence through the assessment by multiple people – similar to how objective aptitude diagnostic methods reduce unconscious bias in recruiting.

Specific advantages:

• Reduction of sympathy effects and personal preferences
• Balancing of "blind spots" of individual evaluators
• Higher acceptance of results through triangulation
• More valid basis for development decisions

Self-Reflection and Development Areas

The self-perception/external perception comparison is the heart of 270 degree feedback. By comparing one's own assessment with the evaluations of peers and supervisors, discrepancies become visible – and this is where the greatest learning potential lies.

Typical insight patterns:

• Overestimation: Person rates themselves better than their environment → reality check needed
• Underestimation: Person is more self-critical than others → make strengths conscious
• Congruence: Self and external perception align → confirmation of self-perception

In an intensive consultation between the leader and coach or HR, individual action areas are identified. The goal is for each person to recognize how they can better fulfill their role in the future. A practice-oriented feedback culture develops when such processes are conducted regularly and constructively.

Less Effort Than 360 Degree

While 360 degree feedback includes all available perspectives (including direct reports and external stakeholders), 270 degree focuses on the three essential perspectives. This brings practical advantages:

Efficiency gains:

• Fewer feedback providers → shorter turnaround time
• Lower organizational effort
• Lower costs (software, consulting)
• Faster evaluation

Focus:

• Concentration on the most relevant perspectives
• Less complexity in evaluation
• Clear focus on peer and leadership perspective

Especially for smaller organizations or specific development purposes, 270 degree is often the more pragmatic choice. It offers a good cost-benefit ratio without the complexity of 360 degree.

Challenges and Disadvantages

Missing Perspectives (Direct Reports, Customers)

The central disadvantage of 270 degree feedback lies in the missing perspectives:

Missing Bottom-up Perspective:For leaders, feedback from their own employees is missing. However, the team's perception is crucial for leadership competencies: How is the leader experienced? Does she create psychological safety? Does she provide constructive feedback?

The practical example of Frankfurt Public Transport (VGF) shows: Since September 2016, the company has been using 270 degree feedback for over 150 leaders. Feedback providers are employees, peers, supervisors, and other self-selected persons. However, external customer feedback is deliberately omitted here, as the focus is on internal leadership and collaboration.

Missing External Perspective:For customer-facing roles (sales, service, consulting), the important customer perspective is missing. How is the person perceived by customers? Is she experienced as competent and trustworthy?

When is this problematic?

• For leaders with personnel responsibility
• In customer-oriented roles
• When external impact is central
• For holistic assessment

When is it acceptable?

• For employees without leadership responsibilities
• In internal functions (HR, IT, finance)
• For focused development purposes
• As an entry point before later 360 degree

Prerequisites: Trust and Anonymity

270 degree feedback only works under certain framework conditions:

Psychological Safety Required:The term psychological safety refers to a work climate in which people dare to openly express their opinions without fearing negative consequences. Without this foundation, feedback becomes dishonest or embellished.

Critical Success Factors:

• Ensure anonymity: Minimum 3-5 feedback providers per category, aggregation of results
• Build trust: Clear communication about purpose and use of data
• Voluntariness: No forced participation, no negative consequences for refusal
• Professional moderation: Support from HR or external coaches
• Constructive culture: Feedback as development opportunity, not punishment

Risks with Insufficient Trust:

• Socially desirable responses (no one dares to criticize)
• Retaliation effects ("You rated me poorly, so I'll rate you poorly too")
• Instrumentalization (feedback misused for political purposes)
• Resignation ("Doesn't help anyway, nothing changes")

Data Protection & GDPR:The collection and processing of feedback data is subject to GDPR. Important:

• Obtain consent from participants
• Communicate data storage transparently
• Define and comply with deletion periods
• Involve works council (if present)

Regularity is crucial: A one-time implementation brings little. The greatest benefit comes from repeated feedback loops (every 1-2 years) and consistent follow-up.

How to Successfully Implement 270 Degree Feedback

Preparation Checklist

Strategy & Goal Definition:

• Clearly define goal: Development, promotion, coaching, team building?
• Determine target group: All leaders? Certain levels? Individual persons?
• Calculate budget: Software, consulting, working time
• Create timeline: When to start, when feedback discussions, when follow-up?

Competencies & Questionnaire:

• Select 3-5 focus areas (e.g., leadership, communication, collaboration)
• Formulate 3-5 scientifically validated questions per topic
• Define rating scale (e.g., 1-5 or 1-7)
• Optional: Include open comment fields
• Questionnaire duration: Max. 10-15 minutes

Feedback Provider Selection:

• Minimum: 3-5 peers (for anonymity)
• 1 direct supervisor
• Criterion: Regular work context (at least 3 months of collaboration)
• Mix: Different hierarchical levels and work areas
• Self-selection by feedback recipient possible (with HR approval)

Tool & Infrastructure:

• Select software solution (use external tools, not Excel!)
• Check GDPR compliance
• Test anonymization mechanisms
• Ensure mobile accessibility (smartphone-compatible)

Communication & Change Management:

• Involve leaders early
• Inform works council (if present)
• Transparent communication: What is the feedback for?
• Address fears: No negative consequences!
• Share success stories (e.g., VGF Frankfurt)

Implementation and Evaluation

Implementation Phase (1-2 weeks):

1. Kick-off: Inform all participants, explain process
2. Self-assessment: Feedback recipients complete questionnaire first
3. External assessment: Peers and supervisors evaluate (reminder after 7 days)
4. Track participation rate: Goal: >80% response rate
5. Offer support: Hotline or FAQ for questions

Evaluation Phase (approx. 1 week):

• Automatically aggregate data (average values per competency)
• Visualize self/external perception comparison (e.g., spider diagram)
• Identify development areas (largest discrepancies)
• Create individual result reports (1-2 pages per person)
• Maintain confidentiality: Only feedback recipient receives own results

Evaluation Best Practices:

• Focus on top 3 development areas (not everything at once)
• Also highlight strengths (not just weaknesses)
• Consider context (e.g., recent team changes)
• Offer comparison values (average of leadership level, if anonymously possible)

Follow-up: From Results to Actions

Feedback is just the beginning – consistent follow-up is crucial:

Feedback Discussion (within 2 weeks of results):

• Ideally with HR expert or external coach
• Duration: 60-90 minutes
• Atmosphere: Confidential, appreciative, development-oriented
• Structure: Strengths → Development areas → Measures → Commitment

Create Development Plan:

• Short-term (0-3 months): Quick wins, behavior changes
• Medium-term (3-6 months): Training, coaching, mentoring
• Long-term (6-12 months): Structural changes, new responsibilities

Typical Measures:

• 1:1 coaching with external coach
• Internal training (e.g., communication, conflict management)
• Mentoring by experienced leader
• Job rotation or job shadowing
• Participation in leadership development program
• Peer learning groups

Track Progress:

• Check-ins every 3 months (e.g., as part of regular employee conversations)
• Celebrate and acknowledge small successes
• Adjust measures if needed

Repetition:

• Renewed 270 degree feedback after 12-24 months
• Comparison: Have the development areas improved?
• Ensure sustainability

The Haufe Academy emphasizes in its practical examples: Leadership feedback only unfolds its full impact with regular repetition and professional follow-up. One-time implementations often fizzle out without effect.

Frequently Asked Questions About 270 Degree Feedback

What is the difference between 270 degree and 360 degree feedback?

270 degree feedback includes three perspectives: self-image, peers, and supervisors. 360 degree feedback extends this to include direct reports (bottom-up) and external stakeholders such as customers or partners. 270 degree thus lacks bottom-up feedback from direct reports, which is particularly valuable for leaders. In return, 360 degree is more comprehensive but also more complex and elaborate. 270 degree is particularly suitable for employees without leadership responsibilities or when the customer perspective is not relevant.

How does the 270 degree feedback process work?

The process is divided into five steps: (1) Preparation – Define goals, determine competencies, select feedback providers. (2) Implementation – Self-assessment and external assessment by peers and supervisors via questionnaire. (3) Evaluation – Aggregation of results, self/external perception comparison, visualization. (4) Feedback discussion – Discuss results, identify development areas, ideally with HR or coach. (5) Follow-up – Derive measures such as coaching or training. The survey takes approximately 10-15 minutes per person, the overall process 4-6 weeks.

When should I use 270 degree feedback instead of 360 degree?

270 degree is the right choice when employees have no leadership responsibilities and therefore no bottom-up feedback is needed. Also when the external perspective from customers is not relevant – for example in internal functions such as HR, IT, or finance – 270 degree is sufficient. The format is recommended when 360 degree seems too elaborate or complex, or when the focus is on development rather than performance evaluation. In smaller organizations with flatter hierarchies, 270 degree is often more pragmatic.

How many feedback providers should I include in 270 degree feedback?

The minimum is 3-5 feedback providers from the peer group to maintain anonymity. Optimal is 5-8 feedback providers from different work contexts (different projects, departments, hierarchical levels). More than 10 feedback providers can lead to overwhelm and complicate evaluation. Important: The people should have regular work context with the evaluated person (at least 3 months of collaboration) and represent a good mix of different perspectives.

What are the benefits of 270 degree feedback?

The method enables objective assessment through multiple perspectives instead of one-sided top-down evaluation. It promotes self-reflection through the comparison of self and external perception, making blind spots visible. Development areas can be specifically identified and prioritized. Compared to 360 degree, 270 degree is less elaborate while providing a significantly more differentiated view than 90° or 180° feedback. It strengthens the feedback culture in the organization and provides a solid foundation for targeted development measures such as coaching or training.

What are the disadvantages of 270 degree feedback?

The main disadvantage is the missing perspective from employees for leaders – yet for leadership competencies, team feedback is particularly valuable. The customer perspective is also missing, which can be problematic for customer-facing roles. The process requires considerable time investment for implementation and evaluation. Without trust and psychological safety, there is a risk of distorted feedback through sympathy or social desirability. A one-time implementation brings little – regularity is necessary to achieve sustainable development.

How often should 270 degree feedback be conducted?

The recommendation is 1-2 times per year for leaders, but at least every 2-3 years to measure success. It's important not to survey too frequently – this can lead to "feedback fatigue" and reduce the quality of responses. The ideal time is after completion of development measures to measure their effectiveness. Regularity is crucial for comparability and progress measurement. VGF Frankfurt, for example, repeats the 270 degree feedback after 2-3 years to ensure the sustainability of personal development.

How do I ensure anonymity and data protection?

Central is a minimum of 3-5 feedback providers per category (peers) so that individual ratings are not recognizable. Results must be aggregated – individual ratings should never be visible. Use external tools or professional software, not Excel lists. Involve the works council if present. Ensure GDPR compliance: Clear consent, transparent data storage, defined deletion periods. Emphasize the voluntariness of participation – no forced participation, no negative consequences for refusal. Clearly communicate what the data will be used for and who has access.

Conclusion

270 degree feedback is an effective personnel development instrument that provides valuable development impulses through the comparison of self and external perception from three perspectives. It positions itself as a pragmatic middle ground: more differentiated than one-sided top-down feedback, but less complex than comprehensive 360 degree feedback.

For HR professionals, the method provides a solid foundation for identifying development areas and planning targeted measures. Prerequisites for success, however, are psychological safety, anonymity, professional support, and above all: consistent follow-up. Without sustainable implementation of insights, even the best feedback fizzles out without effect.

270 degree is particularly suitable for employees without leadership responsibilities, internal functions, and focused development purposes. For leaders with personnel responsibility or customer-facing roles, the more comprehensive 360 degree format should be considered.

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Sources

• 360° Feedback: Concept, Benefits and Instruments. German Society for Human Resource Management (DGFP), 2021. https://www.dgfp.de/
• Leadership Development with 270 Degree Feedback (VGF Practical Example). Geva Institute, 2019. https://www.geva-institut.de/referenzen/zur-personalentwicklung/270-grad-feedback-vgf
• Performance Management: Concepts, Case Studies and Basic Schema for Practice. Ridder, Hans-Gerd, 2017. Academic literature
• Personnel Development: Education, Promotion and Organizational Development. Becker, Manfred, 2013. Academic literature
• Leadership Feedback: Instruments, Success Factors and Practical Examples. Haufe Academy, 2022. https://www.haufe-akademie.de/