Who Should Choose Responders for 360-Degree Feedback?

360-degree feedback can be a game-changer for professional growth, leadership development, and performance evaluation. However, the effectiveness of this process hinges on one crucial factor: who provides the feedback. The quality, relevance, and credibility of the insights gathered all depend on selecting the right responders.

So, who should decide which voices matter most — the Subject, their manager, or HR?  The answer often depends on the purpose of the feedback. Let’s break it down.

1. When the Subject Selects Responders 

Many believe that when a 360-degree assessment is used for personal development, the Subject should choose their own responders. This approach has several advantages:

✅ Builds trust and comfort – The Subject may be more open to receiving feedback from people they respect and whose opinions they value.

✅ Boosts engagement – When individuals have a say in who gives them feedback, they tend to feel more invested in the feedback and their own growth.

✅ Encourages self-reflection – Selecting responders forces the Subject to think critically about who they interact with and whose opinions they value.

✅ Increases actionability – Feeling comfortable with the source of feedback can make the Subject more likely to absorb and act on the insights.

However, there is a potential downside: The Subject might select. If the goal is genuine self-improvement, it’s important to ensure a diverse range of perspectives in the feedback.

However, there are potential downsides:

• Risk of cherry-picking – The Subject might only select people who view them favorably, reducing the chances of receiving well-rounded, constructive feedback.

• Missed perspectives – Important voices, such as peers with critical insights, may be unintentionally excluded.

Best practice: If the Subject is selecting their responders, encourage them to include a diverse mix of perspectives—such as managers, peers, and direct reports—rather than just friendly voices.

2. When Responders Are Pre-Selected by HR or a Manager

For performance appraisals—or when feedback influences promotions, compensation, or other career decisions—HR or a manager typically selects the responders. This approach helps ensure:

✅ A balanced mix of perspectives – Reduces the risk of only hearing the “friendly” voices.

✅ Consistency across assessments – Helps standardize the process across the organization.

✅ A more accurate performance picture – Ensures that people who regularly observe the Subject’s work are included. Prioritizes feedback from those who regularly observe the Subject’s work.

However, this approach also has challenges:

• Less buy-in from the Subject – If they don’t trust the selection process, they may be more defensive about the feedback.

• Potential gaps in feedback – If HR or the manager selects responders without input from the Subject, they may overlook key working relationships.

Best practice: Allow the Subject to review the pre-selected list of responders and suggest additional responders.

3. A Hybrid Approach: Finding the Middle Ground

Since both approaches have pros and cons, a hybrid model can be a great compromise:

• For personal development: The Subject selects their responders but is encouraged to include a diverse mix of responders to gain well-rounded insights.
• For performance reviews: The organization selects most responders but allows the Subject to suggest a few names, ensuring that feedback includes perspectives they find meaningful.

This approach keeps the feedback process fair and credible while maintaining the Subject’s engagement and trust.

Final Thoughts

The process of selecting responders in a 360-degree feedback assessment is not just a procedural step – it directly impacts the effectiveness of the feedback.

The best approach in selecting responders depends on the goal of the 360-degree feedback. If the focus is personal growth, letting the Subject choose responders can increase engagement. If the focus is performance evaluation, a structured selection process ensures fairness and credibility.

No matter who selects responders, the key is diversity – ensuring that the feedback comes from people who can provide honest, well-rounded insights into the Subject’s strengths and areas for growth.

Panoramic Feedback supports all three approaches, giving you the flexibility to choose the best option for each of your 360-degree feedback projects.