The CheckPoint 360 degree feedback system

The Checkpoint 360º feedback system is a powerful appraisal tool which assesses 18 specific job skills/abilities categorised into 8 leadership and management competencies. It is effective for performance appraisal, management and leadership development.

There is a proven relationship between the success of the organisation and the leadership skills of its management.
For more information on the impact of improved leadership on an organisation, click here.

Therefore raising the leadership skills and competencies of managers will improve bottom line performance. Ineffective line management is a major factor responsible for low morale*. The Checkpoint 360º appraisal system can identify those abilities/competencies which need development.
The Checkpoint 360º feedback system is also suitable for 180º and 270º feedback appraisal.

the Checkpoint system
performance factors - competencies
bespoke appraisal
the process
the report
implementation and follow-up - SkillBuilder
180º and 270º feedback appraisal
Organisational Management Analysis
guidelines for using 360º feedback appraisal
the Checkpoint 360 is available in 25 languages

Our 360º feedback process provides comprehensive full-colour reporting and is, more importantly supported by a pragmatic follow-up framework - the SkillBuilder series to enhance strengths as well as addressing weaknesses and development areas. For a free consultation, sample report or more information, please call Keith Irving on 01491 636300 or e-mail


the Checkpoint system
The Profiles CheckPoint 360° competency feedback system is a multi-layer, customisable appraisal process that provides managers and leaders with an opportunity to receive an evaluation of their job performance from the people around them – their boss, their peers, and the people whose work they supervise. From this feedback, managers can compare the opinions of others with their own perceptions, positively identify their strengths, and pinpoint the areas of their job performance that could be improved. Please note that this is a developmental appraisal tool based on performance - click here to see our guidelines. It is used to appraise performance but results should not be used to decide remuneration.

performance factors - competencies
This assessment process is concerned with a manager’s job performance in eight skill clusters and 18 universal competencies, described as follows:


bespoke appraisal using your own in-house developed management competencies
From February 2005, clients can develop their own feedback systems using their own management competencies based on our successful feedback methodology and reporting system. For further information and a tailor-made application, please call +44 (0)1491 574938 or click on need help or

the process
Each participant or rater (self, boss, peers and subordinates)completes an evaluation, a process that takes about 30 minutes. All participants are guaranteed anonymity (except for the 'boss' and 'self') and urged to be honest and objective in their responses. Participants may complete their assignments via the Internet and results from all participants are compiled into a report that is returned to the manager ('boss'). It consists of 70 highly targetted questions and takes approximately 30 minutes to complete. The report does highlight results from any group (peers or subordinates) where an individual's answers are significantly different to the others within that group eg. where someone may have an axe to grind.


full colour report
CheckPoint Reports have comprehensive graphs and charts (in colour) as well as narrative descriptions of the results to help the manager read, understand, and effectively use the data for self-development.
They have been developed to present complex data in a meaningful, simple and graphic way. They are structured to appeal to all types of users revealing an increasing level of data page by page. The CEO will appreciate the overview given at the beginning of the report whereas the manager/boss and individual will need to delve into more detail.
The report has a special personal growth section that coaches the manager and helps improve performance in development areas.
The CheckPoint 360° Competency Feedback System is an effective managerial development system that pays big dividends in improved performance.

For a free sample report click here.


implementation and follow-up - SkillBuilder
Where further development is required, the SkillBuilder series provides a framework across each of the 18 management and leadership competencies to enable the individual to develop an effective programme to ensure improvements are made. Such improvements can be based on either the individual's strengths or the individual's weaknesses and are directed at one, or at most two of the leadership and management competencies in question.

The chosen SkillBuilder competency is carried out with the support and direction of two 'performance coaches'. A performance coach is chosen by the individual ('self') for his/her support as well as his/her experience and knowledge. This can be the 'boss', a peer or anybody else who can provide the time, support and expertise required. Usually the first performance coach is the individuals boss whereas the second performance coach can be a trusted person who has the necessary experience to act effectively as a mentor. Such a mentor can come from inside or outside the organisation.

Unlike many courses and seminars, SkillBuilder modules are available online and are intergrated into a manager's daily tasks.
Being self-paced, SkillBuilder activities easily fit into a manager's schedule and visibly accelerate effectiveness and efficiency.

Once this process has been completed the 360º assessment is carried out again to measure the progress made.

This makes the Checkpoint/SkillBuilder combination a very effective management tool.


180º and 270º feedback appraisal
The Checkpoint system can easily be accommodated to provide either 180 degree or 270 degree feedback appraisals. A '180' is an appraisal between the boss and 'self' (the person who is being appraised). A '270' is an appraisal between the boss, 'self' and either subordinates or peers.


Organisational Management Analysis (OMA)
This is a 360 degree feedback system for the entire organisation; it is designed to summarise information from all of the CheckPoint individual feedback reports generated on the group selected. This is usually the senior group of managers and/or the Board of Directors. It alerts top management to potential managerial problems that can develop when managerial goals are not in alignment with the goals and direction of the enterprise. This information strengthens communications and builds stronger organisations.

An Organisational Management Analysis provides a description of where you are now. This has been described as "the fifth point of the compass". The "fifth point" concept means successful management decisions regarding the direction to take a company must be predicated on knowing where you stand now. False assumptions often lead to wasting time, effort, and resources. The OMA report is a guide to future development based on statistically accurate data. When you know where you are and where you want to go, you can chart your course with confidence and certainty.

The OMA process examines a company's culture and provides insights to the alignment of management groups with the company's goals and objectives. This information is used to analyse the human capital aspects associated with an organization's long-term strategic objectives. The report also provides an analysis of organisational development priorities and defines organisational training needs.

As a CEO, MD or HR Director, ask yourself these questions:
- Would I benefit from creating a baseline measurement against which to track progress in organisational development activities?
- Do my managers and employees share my vision, mission, and values for organisational success?
- Do I have a system to measure/quantify management effectiveness?
- Are my internal management practices in alignment with achievement of organisational goals or is there a negative correlation?
- Do the behavioural skills of managers contribute to a positive synergistic impact on performance for my company
- Am I settling for too little productivity from my management team thus creating a negative profit impact?
If you've answered yes to any of these questions, Organisational Management Analysis can help.

For a sample report or more information please call +44 (0)1491 636300 or email


Guidelines for using 360º feedback appraisal
Use 360º feedback appraisal for performance but not where the outcome results in a review of pay or bonus:
1. Identifying the skills, competencies, behaviours and practices needed to successfully achieve goals, outcomes and results.
2. Measure proficiencies in skills, competencies, behaviours and practices.
3. Assess where improvement is needed to achieve desired results
4. Create targeted development plans that increase capabilities and performance
5. Assess what environment will bring out the best results from individuals and teams

Performance appraisal where the outcome does influence remuneration should be used to:
1. Set clear, specific goals
2. Establish measurements to determine outcomes and results
3. Evaluate the degree to which outcomes and results were achieved
4. Determine, based on performance what increase or bonus is due


The Checkpoint 360 is available in 25 languages
For multi-nationals where it is can be important to assess an individual using his or her native language. The Checkpoint 360 is available in 25 languages including two different versions of French (European French, French Canadian) and two different versions of Portuguese (European Portuguese, Brazilian). New languages are being added all the time; please call us if the language you require is not mentioned here - tel. +44 (0)1491 636300 or e-mail

The Checkpoint 360 is available in:
Bosnian (Serbo-Croatian)
Chinese (Mandarin)
English (US)
French (European French, French Canadian)
Portuguese (European Portuguese, Brazilian)





*Low morale
The survey on low morale is from Personnel Today, 2003. This showed that out of the HR professionals surveyed, 74% blamed ineffective line management for poor morale. Only 2% rated the people management skills of line management as excellent.