360 Feedback
360s that don't stop at the report
Starting at $13 per employee per month. Unlimited 360s.
Unlimited cycles, unlimited competency sets, unlimited customization, and Aida, our AI coach, included. A standard 360 is live about 24 hours after your onboarding call.
Blind spot · Delegating decisions
Self 4.6 · Stakeholders 2.9. The widest gap in the report, and the one nobody had said out loud.
Hidden strength · Coaching others
Self 2.8 · Stakeholders 4.5. Under-leveraged, and the thing the team values most.
Aida: Let's start with delegation. Three things to try before your next staff meeting, measured against your own competency set.
Why run a 360 at all
Everyone is working from an incomplete picture of themselves
How you see yourself and how the people around you experience you diverge, and nobody gets told. The gap stays invisible until something forces it into the open, usually a promotion that does not happen or a team that quietly stops functioning. A 360 makes that gap visible while it is still fixable.
This is not a performance review and should not feel like one. Nobody is being evaluated. The point is to give a person information they cannot get any other way, because nobody volunteers it unprompted.
“It feels like often the performance goals of the organization and the development of individuals are almost at odds. Our philosophy is they should be completely aligned.”
Chris Blackwell
Chief People and Performance Officer, Autogen AI
Not a rating exercise. No scores rolled up for a review cycle. The report belongs to the person it is about.
You do not need a review cycle to attach it to. A CEO, a department head or a team lead can run one on their own at any time.
What comes out of every 360
Two things a person cannot see on their own
The report surfaces blind spots and hidden strengths automatically by comparing self-assessment against stakeholder feedback in both directions.
Then, Aida coaches the person through what to do about each one.
Where you rate yourself high and everyone else rates you low
The most costly gaps in the report. The person has no idea the problem exists, which is exactly why they have never worked on it.
Where you rate yourself low and others rate you high
Usually under-leveraged. Often the thing someone is best at and least confident about, going unused because they never knew.
“The review system is great to enable a leader to gain a full view of their performance and conduct, enhancing their self-awareness and enabling them to prioritise development needs.”
Abi Hadley-Clift
United Kingdom HR Manager, Cannondale
What happens after the report lands
Every other tool delivers a report and stops
The report circulates, everyone reads it, nothing changes, and twelve months later it runs again. SkillCycle's 360 results feed Aida, which coaches each person through acting on them — against your own competency set, not generic best practice.
“Everything from the 360-feedback survey and analytics to measure the behaviors and values that we care about at Belharra to the ability for each employee to interview and select the right coach for them, SkillCycle is enabling us to support the leadership and personal development of every single individual on our team in an unprecedented way.”
Kelly Chow
Vice President, People and Operations, Belharra Therapeutics
For the admin
Blind spots and hidden strengths, across the whole organization
The same comparison every individual gets — self-rating against stakeholder rating — run across everyone who took part. Each behavior lands in one of four quadrants, and the quadrant decides what kind of development it needs.
Self high · Stakeholders low
Blind spot
Needs a direct conversation grounded in the specific feedback. Group training cannot fix what someone does not know is happening.
Self low · Stakeholders high
Hidden strength
The cheapest win on the list. The capability is already there, so the work is visibility and a stretch assignment, not training.
Both low
Growth area
Everyone already agrees. No debate required, so it goes straight into the coaching curriculum and individual goals.
Both high
Confirmed strength
Leverage it. These are the people who should be mentoring peers on the thing they are demonstrably good at.
The admin action plan
Illustrative example · synthetic dataCompany-level development goals come out of the quadrants, each with an owner and a measure. This is the first screen an admin sees when a cycle closes.
Calibrate strategic confidence
Leaders' self-view on critical thinking runs 21 points above their stakeholders — the largest gap in the set.
Owner: L&D lead + assigned coach
Target: gap under 10 points next wave
Close the innovation follow-through gap
Two behaviors where leaders overrate their own execution. Ideas are not converting into shipped results.
Owner: Ops lead + coaches
Target: idea-to-impact completion rate
Unlock hidden collaboration capacity
Four behaviors where stakeholders already rate leaders higher than leaders rate themselves.
Owner: Managers + Aida nudges
Target: self-ratings rise toward the stakeholder view
Sharpen strategic execution
The one area both leaders and stakeholders already agree needs work, so there is nothing to debate.
Owner: L&D + exec sponsor
Target: stakeholder score moves up next wave
And every row becomes an individual plan
The same quadrant logic runs per person. Each behavior gets a suggested goal, which lands in that person's development plan in Aida with a coach matched to it — no manual interpretation between the data and the goal.
Illustrative rows built with synthetic data. In a live cycle these generate as soon as both the self-assessment and the stakeholder responses are in.
Why run them often
The annual 360 is an artifact of cost, not of how people develop
When a 360 is expensive and takes six weeks to run, you run it once a year. Once a year is too slow to be useful: you get a snapshot, a reaction, and then eleven months of nothing.
Annual 360s exist because most vendors make them expensive. Ours do not carry that constraint, so your cadence can match your actual need.
Measure whether the thing someone worked on actually moved, instead of waiting a year to find out
Give a new manager a baseline in their first quarter, rather than after they have already formed habits
Check a team going through a reorg, a new strategy or an AI transition mid-change instead of after
Development becomes a loop rather than an event
Pricing
Starting at
per month
Nobody in this category publishes a number. Ours covers everyone, not just the executive population.
“The scalability and cost structure allowed us to make this valuable offering available to ALL employees, not just the execs.”
Kelly Chow
Vice President, People and Operations, Belharra Therapeutics
Before you ask
The questions that stall a 360
How much of this lands on my team?
Less than you expect. People generate their own feedback requests, reminders go out automatically, and admins review and supplement rather than managing rater lists centrally.
We have never run a 360 and have no competency set
Then start from one of ours and edit it. Nothing has to be built before you can see the thing running.
Is it really anonymous?
No report generates under three responses. Respondents see who was asked and the completion rate, never individual answers.
Does this feed our performance process?
It is a development instrument, not a rating one. It sits alongside whatever review process you run, or without one.
Elsewhere in the work
“They provided coaching and 360 Assessments for our Women's Development Program. Every person in the program had nothing but exceptional feedback on the process and the coaches.”
Senior Vice President, Learning and Organizational Development
“Over our time working with SkillCycle, we've seen about a 10% decrease in turnover, from 32% to about 22% to 24% as of this year.”
Ryan Estes
Chief Operations Officer, Coastal Horizons Center
Send us your competency set. Any format.
A messy spreadsheet is fine, and it is usually what we get. We load it in and show you live how fast this stands up.