Uncover strengths, gaps and blind spots from different perspectives
The way we see ourselves does not always match how others perceive us. Talent360 lets you assess competencies through self-assessment, targets and different observer groups, setting up 90º, 180º or 360º processes tailored to each organization. Work with more than 80 competencies and more than 80 predefined sets, build your own models and use re-assessments to check how development evolves.
Self-assessment provides information, but not all of it
A person may believe they demonstrate a competency in a certain way, while their manager, peers, direct reports, clients or other professionals perceive it differently.
These differences do not necessarily mean that one perspective is right and the others are wrong.
They can reveal:
The real Talent360 report compares self-assessment with observer ratings and lets you specifically analyze the gaps between both perspectives.
Feedback is not about deciding who is right. It is about generating information to understand and develop.
Configure only the perspectives you need
Talent360 lets you adapt the project to your objective.
Self-assessment only
The person assesses their own competencies without adding observers.
Self-assessment + one other perspective
Lets you contrast one's own rating with one or more groups relevant to the project.
Self-assessment + multiple perspectives
Adds different observer groups for a broader reading.
In addition, Talent360 supports up to 8 observer groups.
Groups are configurable; there is no mandatory structure.
Observers tailored to each project
Talent360 lets you configure observers in different ways.
No observers
Only the assessed person takes part.
Grouped by labels
Each participant belongs to a defined group: direct reports, managers, peers, external clients or other categories.
By number / anonymous
An anonymous observer model when the project needs to collect ratings without individually identifying respondents.
In addition, the project can:
- Allow observer comments.
- Enable the “Don’t know / No answer” option so no one is forced to rate behaviors they do not know well enough.
In the real individual report, perceptions can be shown by different groups and compared with one another to detect discrepancies.
Adapt the tool to your organization
Use existing competencies from the system or create your own. Each competency can include the specific behaviors or elements you want to observe.
More than 80 sets tied to different roles or needs. Start from an existing one, modify it or build your own set.
Assess the competencies your organization needs, not the ones a closed questionnaire imposes.
A competency does not have to be reduced to a single general question
Developing people
- Define development goals
- Provide practical coaching
- Create growth opportunities
Decision-making
- Define criteria
- Decide with the available information
- Review the outcome afterwards
Three ways to work with the desired target
No target
The assessment is interpreted without a custom target. When there is no target, 100% is used as the calculation reference for certain comparisons.
Defined by the assessed person
The person indicates the level they consider desirable.
Defined by the administrator
The organization sets the expected target level for the role, group or project.
A score makes more sense when there is a reference
The report calculates and represents these differences competency by competency, helping to detect those whose distance from the target is greater. But the target should not be read as a “pass or fail” boundary.
It is used to:
Weight according to what really matters
The configuration lets you assign different weights to competencies and also to observer groups.
Example: weights by competency
Example: weights by observer group
The real reports explicitly distinguish between flat and weighted ratings, and record the weights applied to competencies and observer groups.
Different ways to respond
The project does not force you to always use the same scale.
Numeric scale
Ratings from 1 to 10, including fractions where appropriate.
Emoji rating
A more visual alternative for certain types of project.
The choice depends on the context and the experience you want to offer the participant.
You don’t need to read dozens of scores to know where to look
The report classifies competencies according to how they meet the target:
Where is it worth focusing development first?
What I think I do and what others observe do not always match
Talent360 compares self-assessment and observers to detect differences in perception. The report specifically includes a Blind Spots analysis, showing the gap between both ratings per competency.
A difference may mean that:
- The person rates themselves above how others perceive them.
- They are underrating themselves.
- Certain behaviors are not equally visible.
- Different groups experience things differently.
The reading is not
“others are right”.
But rather
“there is a difference in perception here that deserves a conversation”.
Not all groups see the same thing
A manager may perceive a competency one way and direct reports another. Talent360 lets you analyze the differences between observer groups and identify perception discrepancies.
The real individual report shows a perception table by group and highlights the competencies with the largest differences between groups.
Why is this person perceived differently by their team and by their peers?
Different levels of reading the report
Executive summary
Scores by competency and area; distinguishes flat and weighted results.
Radar by area
Visualizes the major areas of the model and compares self-assessment, target and observers.
Radar by competency
Drills down into each competency.
Ranking
Orders strengths and areas for improvement by distance from the target.
Rating by group
Shows how different groups rate each competency.
Competency detail
Descends from the general competency to the behaviors or questions that make it up.
Gaps against target
Compares current state and desired level.
Blind spots
Compares self-assessment and observers.
Discrepancies between observers
Shows where different groups perceive things differently.
Flat and weighted results
Lets you view the rating with and without the configured weights.
Comments
When enabled, incorporates grouped observer comments.
One person. One group. Two readings.
Individual report
How does this person see themselves and how do others perceive them?
Lets you drill down into:
Goes from the general summary to the behavior-by-behavior detail of each competency.
Group report
What is happening in the group?
Provides an aggregated reading of areas and competencies and compares the results of several people.
Offers an aggregated view of the group and comparisons against the group average.
Beyond the PDF, group charts and data
The platform provides group charts and data to analyze results from a collective perspective.
Which competencies are strengths of the group?
Where do the main gaps appear?
What differences exist between groups?
Which people move away from or closer to the average?
The group report shows, for example, comparisons between assessed people and the group average.
Your results are not locked inside a PDF
Talent360 lets you export the data to Excel to keep working with it outside the platform.
Read the reports in Talent360 or take the data into your own analysis models.
Assess. Develop. Assess again.
A competency assessment does not have to end in a report. Talent360 lets you run up to two additional re-assessments with a single click, keeping the project and generating comparative data to analyze evolution.
Initial assessment
Strengths and gaps · Development plan
Re-assessment 1
Compare · New actions
Re-assessment 2
Evolution
Don’t assess only to diagnose. Use re-assessment to check evolution.
Compare assessments over time
Re-assessments provide comparative data between different moments of the same process. This helps to observe:
Important: an improvement between T0 and T1 does not automatically prove that a specific training was the only cause. It lets you observe evolution, not automatically attribute its cause.
Configure the assessment around your talent model, not the other way around
Target
- No target
- Defined by the assessed person
- Defined by the administrator
Observers
- No observers
- By labels
- By number / anonymous
- Up to 8 groups
Model
- +80 competencies
- +80 sets
- Own competencies
- Own sets
Weighting
- By competency
- By observer
Response
- 1–10
- Emoji
- Don’t know / No answer
- Comments
Results
- Individual
- Group
- Charts
- Data · Excel
Follow-up
- Up to 2 re-assessments
Feedback only has value if it helps you act
The results can be used to:
Connects naturally with:
How competency feedback is used
Talent development
Detects strengths and gaps to personalize development priorities.
Leadership development
Assesses competencies specific to managers and leaders from different perspectives.
360º programs
Combines self-assessment and multiple observer groups.
Individual Development Plans
Turns specific gaps into goals and actions.
Corporate academies
Uses before-and-after information to understand needs and evolution.
Succession and mobility
Adds information about competencies relevant to new responsibilities.
Teams and groups
Uses group reports and data to analyze shared needs.
Development follow-up
Re-assesses to observe how competencies evolve after a period of work.
A score needs context
The result of an assessment reflects the responses collected within a specific project. It should not be used in isolation to state:
- A person’s overall worth.
- Their absolute potential.
- That they definitively possess or lack a capability.
- That a difference in perception represents an objective fact.
Especially in multi-source feedback, different people may experience different behaviors in different contexts. Discrepancies are not report errors: they are often precisely the information worth exploring.
Frequently asked questions
Uncover strengths, identify gaps and measure evolution
Configure the competencies, targets and perspectives your organization needs, turn results into development priorities and assess again to observe progress.