Contact Click 360


If you're looking for change and you want us to help grow your ideas,
why not call us for inspiration on +44 (0)845 313 3357.

Alternatively, please complete and submit the Contact Form below with the nature of your enquiry and one of our team will get back to you by return.

TLC Online

The Long Barn,
Mouseden Farm, Halls Hole Road,
Tunbridge Wells

+44 (0)845 313 3357

Our clients


“With a client-centred approach from the start, TLC Online impressed me immensely. I am happy to give them
my professional backing. TLC’s product was assessed to be the ‘right fit’ for the Safe Information Group, and
more than that, the company was professional, easy to discuss issues with and extremely responsive to
suggestions for minor improvements/alterations. If you are serious about managerial development, seriously
consider the use of TLC’s  product.”

– Gareth Way - HR & Training Director, Safe Information Group Europe


“Linklaters is a global law firm, advising the world's leading companies, financial institutions and governments.So when a survey clearly identified the need for a more collaborative culture, they acted fast and they acted globally. click-360 is a robust application that can be used anywhere in the world. This was demonstrated during its use by the global Information Systems and Support department over a period of two years. Being highly accomplished IT experts, the 300 staff who participated in the 360-degree feedback tested the application to its limits. The product exceeded their expectations. The survey implementation included raters based in North and South America, as well as in mainland Europe and Asia. It passed all their tests with flying colours.”

– Linklaters ISS


“Swiss Re is one of the world's largest and leading reinsurers. Its Life and Health business has achieved nearly 400% growth over the last nine years and it needed a management development programme which would reflect its leadership. In this implementation, click-360 was deployed across a management population of 60, plus senior directors and the CEO. Results were shared in a series of two-day workshops where small feedback groups were facilitated by feedback coaches. One-to-one time was made available to all participants during the two days.”

– Swiss ReSwiss Re logo


“Some business contributions are not easily measured in £'s. But I have no doubt that the click-360 process has been of fundamental value to our business. TLC have been a tremendous partner in assisting with our focused and targeted approach to executing a 360 Leadership process across our global organisation... TLC have always been there to support the entire process with a relentless focus on achieving the project objectives and deliverables. They are able to offer a high value bespoke service at a very reasonable cost. The tool is excellent value for money.”

– Denis Kerrigan, former Director, Global Learning and Development, Harman International


“TLC Online has developed the systems to be incredibly easy to use, which means response rates are maximised. We have received lots of feedback that says the design of the sites and the style of questions are just right. This ensures employees are able to provide accurate feedback as simply as possible, and gives us valuable insights for development planning.”

– Joan Hodgins, former Global Head of Leadership Development Diageo


“TLC’s Online click-360 system gives us detailed and accurate insight into the progress made at senior level. Ultimately, a more effective leadership team will make better decisions on behalf of its constituents, and the people of Reading will be happy to learn that through this initiative we are doing all we can to look after their collective interests.”

– Reg Friddle, former Head of Learning & Development, Reading Borough Council


“We used Click-360 for the first time this year after a change from our usual provider. We were so impressed with how easy they were to do business with and how the end online digital reports looked. The team were able to deliver to tight deadlines and updated us throughout the whole process. The portal itself was also very simple to use and I was able to pull out reports with just a simple click. They also provided great value for money and we will be most definitely using them again next year.”

– Jaz Sandhu, Learning and Development Advisor, RHP

RHP logo


Frequently asked questions

What can people discover about themselves?

360 feedback should not bring any surprises to people. It should help them to understand how their behaviour is perceived by others and confirm the behaviour that is most likely to get results. If implemented appropriately, it can give good information about:

  • the difference between the way individuals see themselves and how they are perceived by others
  • the differences between the perceptions of different groups of respondents (for example, do the recipient's direct reports have a different view to his or her line manager?)
  • helping to make performance management a more objective and fair process.
What concerns will people have?

360 feedback is a sensitive issue. CIPD has come across instances where it has been questioned by individuals, many of which can be traced to inappropriate implementation. In general, if individuals are going to trust the 360 feedback process, practitioners must ensure that:

  • Issues of confidentially are clearly communicated detailing who will have access to the data and for what purpose.
  • It is clearly stated how feedback will be given and by whom.
  • The process for identifying respondents is clearly set out with recipients having some opportunity to input.
  • Sufficient time is allowed to pilot the process and to consult with individuals and employee groups on both the design and implementation of the process.
  • The process for identifying respondents is clearly set out with recipients having some opportunity to input.
  • Both recipients and respondents are adequately briefed on the process, how to complete the relevant forms and the aims and objectives of the exercise.
  • Adequate opportunity is given for people to comment and raise their concerns.
  • People are not forced or coerced to take part by managers.
  • Feedback is never attributed to an individual, that feedback reports and development plans are kept secure and that data protection rules are obeyed.
  • The process is constantly monitored and evaluated, all concerns acted on and any changes adequately communicated.

In organisations that do not have a tradition of open feedback or upward communication, it is likely that 360 feedback will be seen with greater levels of mistrust. This can be overcome with sufficient attention to the above issues but may also have to be accompanied with some pertinent challenges to the prevailing culture to establish higher levels of trust.

Generally, an organisation may not be ready for 360 feedback if is in the middle of a change programme which includes downsizing or restructuring and where the aims and objectives can be misinterpreted.

What does a good questionnaire look like?

Questionnaire wording

  • Questions should be relevant to the recipient's job. If they are not, the recipient will not be motivated to change or understand what changes are required.
  • Each question should be concise, use plain English, and omit qualifiers, such as ’when appropriate‘ and ’as necessary‘. Vague, complex questions rarely produce clear feedback.
  • Each question should be similar to other questions used to measure a particular competency, and be different from all other questions relating to other competencies. Muddled competencies make muddled feedback.
  • Questions should set standards, for example ’Makes decisions‘ is a poor question, because the decisions made could be unclear, late, autocratic, or wrong.
  • Questions that ask more than one thing should also be avoided, for example ‘Makes decisions which are clear, timely and well-judged”.

‘Free text’ questions

These provide the opportunity to add comments in support of the answers to the rated questions. They can be enormously helpful. The recipient can look for frequently used words or phrases, and for common themes which explain or expand on the report’s findings. When wording these questions avoid the use of HR jargon and use clear language, for example ’what does the recipient do well‘, and ’what does the recipient need to improve?’

Rating scale

performance scale, from ’poor‘ to ’excellent‘ for example, usually works best. Sometimes a frequency scale is used, (for example, from ’never does this‘ to ’always does this‘). The problem with this type of scale is that it confuses ability with opportunity.

What does a helpful feedback report look like?

A good report has summary graphs comparing Self scores for each competency/behaviour to the scores in all the other rater categories. It also breaks down each competency with detailed graphs that show each question (or behavioural indicator/statement), again with Self scores compared to the scores by rater category. If the graphs also show the ‘spread’ or range of scores, this will tell the recipient just how much concensus there is (or not) among each category. Other things to look for:

  • Comments clearly identifiable by rater category but not by individual name
  • Top 10 and bottom 10 questions overall
  • Comparison between this recipient’s scores and all others in the same cohort (if relevant)
  • It is also helpful if the report leads on to a development planning template.

Helping people make good use of their feedback

In simply giving someone their feedback report and leaving them to work out its implications for themselves, not much will change. Most people need the help of a skilled coach to use their feedback to produce a personal development plan that is practical, relevant, short term, and aims for tangible results. The coach will help the recipient to:

  • Focus on their goals – this gains their commitment to change.
  • Put the feedback into the context of what is expected of them, and of their goals, and of the skills and abilities they need to achieve those goals.
  • Work out for themselves the important messages from their feedback report (rather than just telling them what it says).
  • Identify the things that they need to achieve and to come up with a realistic, short-term, low-cost and engaging plan for doing that. That plan will take into account possible obstacles that they could foresee, opportunities for getting support, how to involve their manager where appropriate, and how they will check on their progress.
What kind of summary reports are useful?

A summary 360 feedback report for a group of people, a team for example, or a group of delegates on a development programme, can give a sense of perspective. It can enable individuals to gauge their performance against others, and to assess their group against other groups. In the hands of a skilled facilitator, a good group report challenges thinking, raises new questions, and promotes good decisions. It should enable individuals to make better judgements about their capabilities, personal development and careers.

360 feedback online

Traditionally, 360 feedback was collected using pen and paper questionnaires. The opportunity to do 360 feedback online has done much more than reduce the time and effort required to distribute questionnaires and collate the answers.
Questionnaires are now interactive, so that:

  • Recipients can choose which competencies to receive feedback on.
  • Confidentiality is improved, as questionnaires and reports can be protected by passwords.
  • Questionnaire rules can improve the quality of feedback by, for example, requiring that a minimum number of questions are answered, and a minimum percentage of critical feedback, or of positive feedback.
  • Accuracy is improved - an online system can ensure that essential data is provided.

Other benefits of online systems are:

  • Reports are available online; answers can be collated instantly, so reports are immediately available and up-to-date. Reports can also include comparison with previous feedback.
  • The amount of administration required is much reduced. Individuals can be responsible for managing their own feedback, for requesting feedback and for chasing late questionnaires.
  • Demographic information can be collected, and the fact that data is held in a database simplifies analysis and the production of summary reports.

Choosing an online 360 feedback provider

Search Google UK for ’online 360 feedback‘ and you'll get over one and a half million matches. There is a huge selection of providers, and no doubt each will do 360 feedback slightly differently. In choosing a provider, it is important to ask the questions that will result in a system that fits your business, and complies with regulatory requirements and best practice.

  • Is it an easy, step-by-step process, with clear guidance and online help?
  • How flexible is it? Can it use your competencies? Can you choose the rating scale? Can you add your branding, extra supporting information and help pages? Will it cope with the number of users anticipated?
  • Is it easy for recipients to own the process, by requesting their own feedback, designing their own questionnaires, being involved in selecting, briefing and following up their respondents?
  • How useful are the feedback reports?
  • How much administration is involved? Does it minimise the opportunity for human error, and allow those that do occur to be quickly corrected?
  • Does it run on the Internet or on an intranet? If the latter, is it compatible with existing software, how will it be affected by changes or upgrades, and what are the maintenance overheads and security implications. If on the Internet, do people have access, and if not, what is involved in setting up access.
  • How responsive is the provider to requests for changes?
  • How is confidentiality protected?
  • Does the supplier offer strong information security? The ISO/IEC 17799 Code of Practice for Information Security Management6 establishes guidelines and general principles for organisations.
  • How accessible is the system to people with disabilities? The Disability Discrimination Act 1995 (DDA) requires service providers to ensure the services they provide are accessible to people with disabilities. The DDA requirement applies to services delivered via the Internet and it applies to all businesses and all public sector organisations.
What is 360 degree feedback?

The process in which you evaluate yourself against a set of criteria behavioural statements (often linked to a competency framework), and you invite a set of colleagues to do the same (typically manager/ peers/ direct reports/ other stakeholders). You receive a gap analysis between how you perceive yourself and how others perceive you. Effective 360-degree feedback processes also include development planning and coaching sessions.

What are the common terms used for the people involved?

There are two sets of people involved: 1) the person getting the report and 2) the colleagues who contribute their feedback. Common terms for each set:

  • Participant, Recipient, Subject, Ratee
  • Rater, Respondent, Feedback Provider

click-360 uses the term Participant for 1) and Rater for 2).

What type of information should be targeted in the survey?
  • Knowledge - familiarity with job, industry, company
  • Skills - task proficiency
  • Behaviours - patterns in relating to the environment (energy, optimism)
  • NOT personality traits or styles

Often, the questions are drawn from the competency framework that supports the organisation’s performance management system.

What are the benefits of 360 degree feedback?

To the individual:

  • Perception is reality and this process helps individuals to understand how others perceive them
  • Uncovers blind spots
  • Feedback is essential for learning
  • Individuals can better manage their own performance and careers
  • Provides quantifiable data to individuals on soft skills

To the team:

  • Increases communication between team members
  • Makes it ok to give and receive feedback generally (ie outside of the formal 360 process)
  • Higher levels of trust and better communication as individuals identify the causes of conflict
  • Better team environment as people discover how to treat others in the ways they want to be treated
  • Supports teamwork by involving team members in the development process
  • Increases team effectiveness

To the organisation:

  • Reinforces corporate culture by linking survey items to organisational leadership competencies and company values
  • Better career development for employees
  • Aids succession planning – leads to promotions from within
  • Improves customer service by having customers contribute to the evaluation process
  • Provides quantifiable data to organisations on soft skills
  • Leads to relevant learning & development solutions
How has 360 degree feedback changed over the years?
  • Participants were originally senior executives. Now 360 is open to individuals at all levels of the organisation
  • Delivery method used to be paper or scanned forms. Now 360 is paperless, using web-based surveys
  • Surveys used to be rigid and inflexible. Now they are locally customised by the user organisation or third-party provider
  • Feedback used to focus on numerical ratings. Now there is targeted commentary provided for each survey item (qualitative as well as quantitative data)
  • Cost used to be expensive. Now it is scalable and affordable.
  • click-360 is the only UK product to offer simultaneous rating. This allows questionnaire completion on several participants at the same time (on the same screen). This allows the rater to think in relative, not just absolute, terms about each one. Set in the context of our slidey scales, simultaneous rating speeds up the process while providing greater accuracy.

How do I know if my organisation is ready to conduct 360 degree feedback?

By conducting a 360 readiness review, you can determine if your organization is ready to conduct 360 degree feedback. The review should include topics such as:

  • 360 awareness - understanding of 360 and how it works
  • Support - belief that the organisation and manager would support development processes
  • Feedback climate – there needs to an environment of trust that the information would be used for development purposes and that people would be fair (belief in confidentiality and usage)
  • Openness - willingness to give and receive feedback

Featured case studies

Download Free Research Report

Find out what makes leadership development interventions a success, both culturally as well as commercially, and what gets in the way.

We will never SPAM you.