Reference
Feedback survey glossary
Plain definitions of the 32 terms used across the Org360 feedback guide, from 360-degree feedback to eNPS. Each definition links to the article that explains it.
Part 1. Principles of honest feedback
- Honest feedback
- feedback given without self-censorship. In Org360's view, it needs a short survey, a report that goes only to the person who asked, and answers nobody can trace. Read more
- 360-degree feedback
- a survey in which a person gets confidential ratings and comments from the people they work with, such as peers, direct reports and their manager. Read more in article 10
- The 10-minute budget
- Org360's term for the roughly 10 minutes people give a survey, however many questions it has. Read more in article 1
- eNPS (employee Net Promoter Score)
- a 0 to 10 "how likely are you to recommend" question that gives one headline number to track over time. Read more in article 13
- Feedback ownership
- the principle that whoever launches a 360 controls its report and decides who else sees it. Read more in article 2
- Semi-public feedback
- a 360 report that several people can read, such as HR, the department and the person's leader, which leads respondents to soften what they say. Read more in article 2
- Open-text confidentiality
- protecting respondents from being identified by what they write or how they write it. Read more in article 3
- Confidentiality mode
- Org360's setting for how a report protects respondents. Standard opens after 3 replies; Highest opens after 5 and replaces raw comments with an AI summary. Read more in article 3
- Composite report
- Org360's AI-written report that combines scores and comments by topic, sums up the feedback and proposes a development plan. Read more in article 4
- Feedback archetype
- a 3-word summary of the essence of the feedback someone received. Read more in article 4
- Open-source survey
- a question set published under an open license, so anyone can use, adapt and share it, with credit. Read more in article 5
Part 2. Running a survey well
- Feedback cycle
- run a short survey, pick 3 priorities, act on them, then survey again to check what changed. Read more
- Rater group
- a set of raters who share the same working relationship with the person being reviewed, such as manager, peers or direct reports. Read more in article 6
- Confidentiality threshold
- the minimum number of replies a survey needs before results can be shown. Org360 uses 3 in Standard mode and 5 in Highest mode. Read more in article 6
- Response rate
- the share of invited people who reply. Read more in article 6
- Pulse survey
- a very short survey, often an eNPS question and 1 or 2 open-text questions, run between full surveys. Read more in article 7
- Always-on survey
- a survey that stays open and collects responses continuously, such as a client satisfaction survey sent after each project. Read more in article 7
- Self-other gap
- the difference between how a person rates themselves and how others rate them on the same item. Read more in article 9
- Blind spot
- an area where others rate you lower than you rate yourself. Read more in article 9
- Development plan
- the part of an Org360 report that turns 3 priorities into concrete actions. Read more in article 9
Part 3. Feedback survey types
- 360-degree feedback
- a confidential survey in which a person receives ratings and comments on how they work from the people around them, alongside their own self-rating. Read more in article 10
- Upward feedback
- feedback from direct reports to their manager. Read more in article 10
- Well-designed 360
- in Org360's terms, a 360 that is short, owned by the person receiving it, confidential for respondents, and followed by action on a few priorities. Read more in article 11
- Leadership 360
- a 360 focused on how a person leads, as experienced by their team, peers and manager. Read more in article 12
- Competency
- a group of related behaviors a survey measures, such as active listening or prioritization. Read more in article 12
- Employee engagement
- in Kahn's terms, "the harnessing of organization members' selves to their work roles." Read more in article 13
- Employee engagement survey
- a confidential survey that asks everyone in a team or organization how they feel about their work, their team and the organization. Read more in article 13
- eNPS (employee Net Promoter Score)
- the percentage of employees who would strongly recommend the organization as a place to work (9 or 10) minus the percentage who wouldn't (0 to 6). Read more in article 13
- NPS (Net Promoter Score)
- the same calculation applied to clients or customers, introduced by Fred Reichheld in 2003. Read more in article 14
- Promoters, passives and detractors
- respondents who answer 9 or 10, 7 or 8, and 0 to 6 on the recommend question. Read more in article 13
- Client satisfaction survey
- a short, recurring survey that asks clients how likely they are to recommend you and why. Read more in article 14