360 Voice Facilitator Toolkit

How to run safe, reflective, and growth-oriented feedback conversations

You’ve collected rich feedback through 360 Voice, now what?

This toolkit is designed to help facilitators (HR, leaders or trained peers) lead effective, bias-aware conversations that turn feedback into meaningful growth.

360 Voice is built to support reflection, not judgment. Your role is not to explain the feedback, but to create space for the individual to interpret it, ask questions, and build awareness.

Your Role as a Facilitator

Facilitators guide, not evaluate.

You are here to:

• Create a safe, comfortable space
• Support honest exploration of feedback themes
• Encourage reflection, not defensiveness
• Help translate insight into development actions

You are not here to:

• Defend, justify, or interpret the feedback
• Read the report line-by-line
• Offer your own performance judgment

Preparation Checklist

Before your conversation:

1. Read the report in full – Look for:

• Patterns or themes
• Contrasts between rater groups (peers vs. manager)
• Blind spots (over- or underestimation)
• Extreme scores or high variation

2. Understand the context

• How long has the individual been in their role?
• Who are the raters and what’s their relationship?

3. Review organisational benchmarks (if available)
4. Prepare 3–5 open-ended reflection prompts 
5. Create a calm, uninterrupted space for the session

Conversation Flow

Set the Scene:

Open warmly. Reassure them of the purpose: development, not evaluation.

“This session is about understanding how others see your strengths and areas for growth—so you can reflect and decide what you want to do with that insight.”

Explain the structure briefly. Confirm the report is theirs to explore.

Explore the Report Together:

Start broad, then focus.

• “What stood out most to you?”
• “Any surprises or confirmations?”
• “How does this align or differ from your self-assessment?”

Encourage them to read aloud a section or summary if comfortable. If discrepancies emerge:

• “Why do you think others may have rated this differently than you did?”
• “Can you think of examples that help explain this pattern?”

Spot Strengths and Growth Areas

Help them identify:

• 1–2 key strengths to leverage
• 1–2 development opportunities to focus on

Use the feedback to draw out possibilities, not problems.

• “What’s something you’re proud of in this report?”
• “What’s the behaviour you’d like to try shifting?”
• “Is there feedback here that feels especially useful?”

Define Next Steps

End with a clear path forward.

• “What’s one thing you want to do differently?”
• “Would support from a coach, mentor, or team member help?”
• “What feedback would you want to follow up on next time?”

Optional: capture actions or goals in Hive and revisit them at the next cycle.

Techniques for Effective Facilitation

• Reflection – “How does that land with you?”
• Paraphrasing – “So what I hear is that the feedback felt unexpected?”
• Summarising – “We’ve talked about collaboration and feedback—do those feel like the main focus areas?”
• Focusing – “Let’s go deeper on that one piece—what might be driving that perception?”
• Questioning – “What do you think others are seeing that you might not?”
• Silence – Give space. Let them think. It’s okay not to fill every moment.

 Common Traps to Avoid

Trap	Instead, Try
Reading the report aloud like a performance review	Let the individual lead the reading and discussion
Offering opinions or judgments	Ask reflective questions to guide their insight
Trying to fix discomfort or defend raters	Validate feelings, but stay neutral and supportive
Rushing through the session	Create time for pause and processing

Optional Tools & Follow-Ups

• Open Door – Provide a channel if they want to raise concerns about fairness or process
• Hive Professional Services – For deeper coaching, bias training, or group sessions
• Follow-Up conversations – Ask: “Was the conversation helpful for your development?”

Sample Prompts

Opener Prompts:

• “What feedback here matches your own perception?”
• “Were there any surprises in the feedback?”

Exploration Prompts:

• “How might your role or visibility have influenced these scores?”
• “How do different rater groups seem to perceive you?”

Action Prompts:

• “What’s one small change you might make?”
• “Who could you ask for support in developing this area?”

Great facilitators don’t deliver answers. They create space for insight. When employees are given the chance to reflect, with support, on how they are perceived, they become more self-aware, more accountable, and more equipped to grow.

And when feedback is handled well, it builds trust—not tension.