360Learning reviews

Thank you for your feedback. We’re surprised by the perception that 360Learning has shifted toward “typical corporate practices,” given that Convexity is not just a set of values for us — it’s our operating model. It drives how we make decisions, collaborate, and hold each other accountable: radical transparency on information and decisions, constant feedback loops, and the principle of low authority applied at every level, including by our CEO, who grew up in this culture and is one of its strongest advocates. If there are specific examples behind this impression, we would genuinely welcome that discussion — whether with HR or directly with our CEO — so we can understand and address it. Convexity remains central to how we work and the results we deliver together.

Thank you for sharing your feedback and for recognizing the strengths you’ve experienced in our culture — especially our focus on transparency, autonomy, and learning. Performance management is, by nature, one of the hardest topics to get complete agreement on. Even with regular check-ins, clear frameworks, and open conversations, there will be times when an employee’s self-assessment doesn’t align with their manager’s evaluation. Transparency is something we work hard to uphold — but it doesn’t mean every conversation will lead to consensus. Our responsibility as a company is to ensure feedback is given early, consistently, and with concrete examples so expectations are clear. We’ll continue to strengthen that practice, while also recognizing successes as often as we address areas for improvement. Ultimately, our aim is to help every team member understand not just what is expected, but why — even when the discussion is a difficult one. If there are still unclear points or questions after a performance review, we strongly encourage team members to bring them directly to their HR partner or coach, so we can address them openly and constructively. Thanks again.