Carry perspective differences into action
An overall average can hide a useful difference. FeedbackMount keeps group perspectives visible so people can choose a relevant development goal.
A 360 report shouldn't end up in a drawer.
Turn 360 feedback into focused development
FeedbackMount connects useful perspectives with practical goals and follow-up measurement. Help people understand their strengths, see where perceptions differ and decide what to develop next.
Book a demonstration using fictional data and see the complete FeedbackMount workflow in action.
Demonstrations use fictional data.
DelegationFictional data
An average can hide the difference
Average rating from 1 to 5
Overall average: 2.7
Progress Check · Direct reports’ rating for delegation
First report 2.2Progress Check 3.1
Colleagues report a change. This does not establish what caused it.
The FeedbackMount approach
Protect privacy across repeat measurement
Privacy matters when revisiting feedback as well as when collecting it. Comparisons are withheld where changing participation or insufficient feedback could reveal too much.
AI that makes feedback easier to give and to understand
AI enables new, innovative functionality.
Explore new ways to contribute useful feedback and understand what it says, with human choice and review throughout.
Voice commentFictional data
- Speak
- Review and edit
- Choose
Transcript — review and edit before submitting
In project reviews, they summarise the decisions but rarely say who owns each next step.
Writing suggestion
Add the effect you observed — for example, which follow-up was delayed.
See which parts of your organisation need attention
The organisation attention heatmap shows patterns across departments on any topic your surveys cover. See low scores, departments below the rest of the organisation, falling scores over time, differences between manager and team perspectives, and behaviours colleagues have not had the opportunity to observe.
Use it to decide where to offer support.
Organisation attention heatmapFictional data
Operations · Cybersecurity behaviour — Reporting suspicious messages: 2.3 — Needs attention
Product · Delegation: 3.4 — Falling over time
No pattern is highlighted for this topic.
No pattern is highlighted for this topic.
Finance · Customer focus: 3.5 — Rarely observed
- Sales3.9
- Operations2.3Needs attention
- Finance4.1
- Product3.8
- Support3.6
- LegalHidden: group too small
- Sales3.7
- Operations3.5
- Finance3.3
- Product3.4Falling over time
- Support3.8
- LegalHidden: group too small
- Sales3.8
- Operations3.6
- Finance3.9
- Product3.4
- Support4.0
- LegalHidden: group too small
- Sales4.0
- Operations3.7
- Finance3.8
- Product3.9
- Support4.1
- LegalHidden: group too small
- Sales3.6
- Operations3.9
- Finance3.5Rarely observed
- Product3.7
- Support4.3
- LegalHidden: group too small
| Survey topic | Sales | Operations | Finance | Product | Support | Legal |
|---|---|---|---|---|---|---|
| Reporting suspicious messagesCybersecurity behaviour | 3.9 | 2.3 — Needs attention | 4.1 | 3.8 | 3.6 | Hidden: group too small |
| Delegation | 3.7 | 3.5 | 3.3 | 3.4 — Falling over time | 3.8 | |
| Communication | 3.8 | 3.6 | 3.9 | 3.4 | 4.0 | |
| Collaboration | 4.0 | 3.7 | 3.8 | 3.9 | 4.1 | |
| Customer focus | 3.6 | 3.9 | 3.5 — Rarely observed | 3.7 | 4.3 |
Operations · Cybersecurity behaviour (Reporting suspicious messages): 2.3 — Needs attention
HigherLower
Needs attention
Falling over time
Rarely observed
Hidden: group too small
A fictional example: Most people receiving feedback in one department receive low ratings on a cybersecurity-behaviour question. The highlighted cell gives HR and leadership a topic to explore and a starting point for targeted support. The same approach works for any surveyed topic.
Only groups large enough to protect anonymity are shown — typically departments with about 10 or more people receiving feedback, with additional checks and smaller groups hidden. The heatmap shows group patterns, not individual reports or a manager scorecard, and it does not predict outcomes or explain why a pattern exists.
A clear path from feedback to follow-up
Start with the behaviours your programme aims to develop. Bring together perspectives from managers, peers, direct reports and other colleagues. Deliver a protected report, choose a focused development goal and return to it with a Progress Check.
A few months after the report, the same colleagues answer a short survey on the skills the person chose to develop, to see whether they notice a change.
- Configure
- Collect
- Protect
- Understand
- Act
- Revisit
Useful feedback with a practical next step
Run a structured 360
Choose a competency framework, adapt your questions, nominate raters and review the participant list before collecting feedback.
Understand different perspectives
Compare self-assessment with feedback from others. Radar charts and colour-coded competency tables make strengths and differences easier to explore.
Create practical goals
Turn a feedback point into a goal with a date, milestones and a progress status. Keep the next step connected to the insight that prompted it.
Revisit what matters
Use a short Progress Check to revisit the skills a person chose to develop, rather than repeating the whole questionnaire.
Support everyone involved in development
For organisations of any size. HR and L&D teams coordinate the programme. Employees and leaders receive perspectives they can use. Managers support development conversations. Raters understand their contribution and how it will be handled.
Make the feedback rules clear
Know which feedback is anonymous, who can receive a report and what happens when too few people respond. Direct-manager feedback is attributable by design; anonymous groups follow minimum-size rules and protected reporting.
See the development journey in practice
Book a fictional-data demonstration of feedback, reporting, goals and a Progress Check. Discuss your programme and the capabilities you want to evaluate.
Demos and enquiries are available in English, French, Spanish, German and Japanese.