Drafting a 360 surveys questionnaire should take a strategic approach. You should know what types of information you wish to gather, taking into account this is not the way to measure:

The survey should be customized for that particular employee with ratings that will capture the data you are looking for. It should also allow comments to be made for each and every item listed. The questions should be subjective. Standard categories should include Interpersonal communication, character, knowledge, innovation and leadership at a minimum. Based on the level of the employee, it may also include Talent Building, Strategic Capacity and Execution. To formulate an effective questionnaire, think about the following:

Prior to putting together your 360 surveys questionnaire, senior management should identify standard competencies and what is expected across the board. The level of authority the employee has in the organization should determine which behavior patterns should be evaluated. It is important to delineate what a successful employee looks and acts like to pinpoint key functions that should be included. When including questions, think about what type of data you wish to capture. Having a balanced amount of numeric and written feedback is key.

Once you have put everything together, one or two associates should test the survey by rating an employee that you are familiar with. This will eliminate any duplicate questions, any items that are confusing or misleading, and will allow you to include or discard any competencies that do not apply. The individuals who test the survey should be able to give feedback on the survey as a whole and determine whether or not it was thorough enough or if there were any parts missing.

Using this system will help you develop a 360 surveys questionnaire that can be adapted for any level of the organization based on your preferences and data you wish to capture.