360° feedback report for john or jane doe january, 20xx...boss direct reports importance rating 1 =...

Example, Inc.

360° Feedback Report

for

John or Jane Doe

Self-Participants: 1

Boss Participants: 1

Direct Report Participants: 6

Peer Participants: 4

Other Participants: 0

January, 20XX

Vector Data Services, Inc.

Importance Rating

1 Vector Data Services, Inc.

Self

Boss

Direct Reports

Peers

Other

Overall Summary Report John/Jane

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

007 Program

Practices

Example, Inc.

Focus Review

Practices

007 Program Practices : Integrity, Involvement, Win/Win Relationship, Empowerment,

Accountability, Innovation, Learning

Example, Inc. Focus

Review Practices : Accountability, Innovation, Learning, Service Excellence, Business Acumen,

Commitment & Drive, One Team, High Performing Leadership

Importance Rating


Integrity John/Jane

Being consistent in work and action.

Q1 Q2 Q3

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

Q1 : Sets an example for others and leads by it.

Q2 : Is open and honest.

Q3 : Is fair and consistent.

Self

Boss

Direct Reports

Peers

Other

Importance Rating

1 = Important

2 = Very Important

3 = Critical

Importance Rating


Self

Boss

Direct Reports

Peers

Other

Involvement John/Jane

Ensuring the active participation of all in the business.

Q4 Q5 Q6 Q7

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

Q4 : Practices two-way communication.

Q5 : Provides candid feedback when appropriate.

Q6 : Involves others to share knowledge.

Q7 : Establishes common goals for all.

Importance Rating

1 = Important

2 = Very Important

3 = Critical

2 = Very Important

3 = Critical Peers

Other

Importance Rating

Q11 : Communicates and shares ideas.


Self

Boss

Direct Reports

Importance Rating

1 = Important

Win/Win Relationship John/Jane

Working with others to achieve mutual success.

Q8 Q9 Q10 Q11

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

Q8 : Strives to understand and respect the goals of others in the organization.

Q9 : Cooperates with others.

Q10 : Is prepared to compromise as needed with others in the organization.

Q14 : Drives own and others’ personal development plans to enhance skill sets. 2 = Very Important

3 = Critical Peers

Other

Importance Rating


Self

Boss

Direct Reports

Importance Rating

1 = Important

Empowerment John/Jane

Free the potential of all to contribute.

Q12 Q13 Q14

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

Q12 : Trusts and supports individuals.

Q13 : Encourages people to take responsibility within a defined structure.

Q17 : Reviews results toward achieving business goals frequently. 2 = Very Important

3 = Critical Peers

Other

Importance Rating


Self

Boss

Direct Reports

Importance Rating

1 = Important

Accountability John/Jane

Ensuring ourselves and others have responsibility to take on and meet commitments.

Q15 Q16 Q17

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

Q15 : Establishes definitive lines of responsibility.

Q16 : Sets consistent, measurable goals and targets.

2 = Very Important

3 = Critical Peers

Other

Importance Rating

Q20 : Acts promptly on new useable ideas.


Self

Boss

Direct Reports

Importance Rating

1 = Important

Innovation John/Jane

Finding new and better ways of working.

Q18 Q19 Q20

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

Q18 : Strives to innovate by challenging current methods of working.

Q19 : Keeps an open mind toward innovation.


Self

Boss

Direct Reports

Peers

Other

Importance Rating

Learning John/Jane

Learning from our successes and problems and doing it better next time.

Q21 Q22 Q23 Q24

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

Q21 : Reviews own experiences in an open and positive manner.

Q22 : Actively shares business lessons learned.

Q23 : Learns from others.

Q24 : Actively seeks feedback from stakeholders.

Importance Rating

1 = Important

2 = Very Important

3 = Critical

Importance Rating


Self

Boss

Direct Reports

Peers

Other

Service Excellence John/Jane

Conducting all work in a professional manner and to expected quality levels.

Q25 Q26 Q27

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

Q25 : Manages internal and/or external customer expectations to reflect business realities.

Q26 : Effectively manages the cost of service across business processes.

Q27 : Identifies, implements and reviews changes to business processes or direction in

order to ensure service excellence and deliver value in line with company strategy.

Importance Rating

1 = Important

2 = Very Important

3 = Critical

Importance Rating


Business Acumen John/Jane Proactively using knowledge of systems, customers, competition and culture to identify

potential opportunities and global market trends.

Q28 Q29 Q30

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

Q28 : Critically evaluates financial and commercial risks and benefits of work

proposed by internal and/or external customers.

Q29 : Is able to communicate and discuss financial and strategic information with

confidence and clarity internally and externally.

Q30 : Identifies business development opportunities to gain significant competitive

advantage and/or grow the business.

Self

Boss

Direct Reports

Peers

Other

Importance Rating

1 = Important

2 = Very Important

3 = Critical

Importance Rating


Business Acumen John/Jane Proactively using knowledge of systems, customers, competition and culture to identify

potential opportunities and global market trends.

Q31 Q32 Q33

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

Q31 : Suggests alternatives when the customer proposes an unprofitable opportunity.

Q32 : Works effectively with internal and/or external customers to address the

impact of market developments.

Q33 : Anticipates market reactions to Computacenter’s strategy.

Self

Boss

Direct Reports

Peers

Other

Importance Rating

1 = Important

2 = Very Important

3 = Critical

2 = Very Important

3 = Critical Peers

Other

Importance Rating

Q36 : Willingly makes sacrifices to ensure delivery and recognizes the sacrifices of others.


Self

Boss

Direct Reports

Importance Rating

1 = Important

Commitment & Drive John/Jane

The drive to succeed on a personal, team, department or organizational level.

Q34 Q35 Q36

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

Q34 : Identifies and overcomes barriers to the achievement of own or team’s goals.

Q35 : Readily confronts performance issues and problems across business area and

works to resolve them without delay.

stake and a variety of input is required. Importance Rating


Self

Boss

Direct Reports

Peers

Other

Importance Rating

1 = Important

2 = Very Important

3 = Critical

One Team John/Jane Recognising that different groups and business areas are all part of the same team,

working together regardless of the role (i.e., leader, member).

Q37 Q38 Q39

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

Q37 : Demonstrates the ability to create, develop and lead teams both inside and outside

of own business area.

Q38 : Demonstrates cultural awareness and sensitivity and is comfortable building

virtual teams.

Q39 : Brings teams together to address substantial issues where multiple interests are at

Self

Boss

Direct Reports

Peers

Other

Importance Rating

High Performing Leadership John/Jane

Creating and communicating an inspiring vision or sense of purpose for the business.

Q40 Q41 Q42 Q43 Q44

3

2.5

2

1.5

1

0.5

0

-0.5

-1

-1.5

-2

Vector Data Services, Inc.

Q40 : Conveys a sense of purpose that inspires and captures the imagination of others.

Q41 :Facilitates open debate among others and can ensure that all participants are able to

contribute fully.

Q42 :Creates and communicates a clear vision and strategic direction for own business area

and/or Example, Inc..

Q43 :Generates commitment for decisions by involving key influencers and teams in the

decision making and problem solving process.

Q44 :Ensures that networking is taking place throughout own business area to support the

achievement of strategic goals. 14

Importance Rating

1 = Important

2 = Very Important

3 = Critical

15

Example, Inc. 360° Feedback Report Perspective Comparisons

John/Jane Doe

Integrity

Involvement

Win/Win Relationship

Practices Importance Ratings



Empowerment

Practices

Importance Ratings

Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other

1. Sets an example for others and leads by it 0.74 0.58 0.87 0.31 - 3.00 3.00 2.83 3.00 - 2. Is open and honest 1.40 -0.36 0.59 0.31 - 2.00 2.00 2.50 2.50 -

3. Is fair and consistent 1.40 -0.36 0.59 1.02 - 3.00 2.00 2.50 2.25 -


4. Practices two-way communication 0.74 0.58 0.30 0.78 - 3.00 2.00 2.33 2.50 - 5. Provides candid feedback when appropriate 0.74 1.52 0.44 -0.63 - 2.00 2.00 1.83 2.25 -

6. Involves others to share knowledge 0.08 -0.36 0.59 0.07 - 2.00 3.00 2.17 2.50 -

7. Establishes common goals for all 0.74 -0.36 -0.27 -0.16 - 2.00 2.00 2.00 2.00 -


8. Strives to understand and respect the goals of others in the

2.00

2.00

1.83

2.00

- organization -0.59 -0.36 -0.12 -0.16 -

9. Cooperates with others 0.08 1.52 0.30 0.31 - 2.00 2.00 1.83 2.25 -

10. Is prepared to compromise as needed with others in the organization 0.74 1.52 -0.41 -0.16 - 2.00 2.00 1.83 2.00 -

11. Communicates and shares ideas 0.08 1.52 0.16 -0.16 - 2.00 3.00 1.83 2.50 -


12. Trusts and supports individuals 1.40 0.58 0.44 0.78 - 3.00 2.00 2.17 2.50 - 13. Encourages people to take responsibility within a defined structure 0.74 -1.31 0.16 0.55 - 3.00 2.00 2.17 2.50 - 14. Drives own and others' personal development plans to enhance skill sets -1.91 -0.36 -0.12 -0.40 - 2.00 2.00 1.67 2.25 -

16


John/Jane Doe

Accountability

Practices

Importance Ratings

Innovation


Learning


Service Excellence



15. Establishes definitive lines of responsibility 0.74 -0.36 -0.55 0.31 - 2.00 2.00 2.50 2.25 - 16. Sets consistent, measureable goals and targets 0.08 -0.36 -0.69 0.07 - 2.00 2.00 2.17 2.25 -

17. Reviews results toward achieving business goals frequently 0.08 -0.36 0.02 0.31 - 2.00 2.00 1.83 2.75 -


18. Strives to innovate by challenging current methods of working

-0.59

0.58

0.02

0.31

-

2.00

2.00

2.17

2.50

- 19. Keeps an open mind toward innovation 1.40 0.58 0.59 0.31 - 2.00 2.00 2.17 2.00 -

20. Acts promptly on new useable ideas 0.74 -0.36 -0.12 0.07 - 3.00 2.00 1.83 2.50 -


21. Reviews own experiences in an open and positive manner

0.08

0.58

-0.55

0.07

-

2.00

2.00

1.50

2.25

- 22. Actively shares business lessons learned -1.91 0.58 -0.83 0.07 - 2.00 2.00 1.83 2.00 -

23. Learns from others 1.40 0.58 -0.27 -0.40 - 3.00 2.00 1.67 2.00 -

24. Actively seeks feedback from stakeholders -1.25 -3.19 0.02 -1.11 - 2.00 2.00 1.83 2.00 -


25. Manages internal and/or external customer expectations to

2.00

2.00

2.17

2.25

- reflect business realities -0.59 -0.36 0.16 0.07 - 26. Effectively manages the cost of service across business processes 0.74 -0.36 1.01 0.31 - 3.00 2.00 2.67 2.50 -

27. Identifies, implements and reviews changes to business processes or direction in order to ensure service excellence and deliver value in line with company strategy -0.59 1.52 0.02 0.31 - 2.00 3.00 2.33 2.50 -

17


John/Jane Doe

Business Acumen


Commitment & Drive

One Team

High Performing Leadership





28. Critically evaluates financial and commercial risks and benefit

2.00

2.00

2.00

2.50

- of work proposed by internal and/or external customers 0.74 -0.36 0.30 0.55 -

29. Is able to communicate and discuss financial and strategic information with confidence and clarity internally and externally 0.74 -1.31 0.73 -0.16 - 2.00 2.00 2.17 2.25 -

30. Identifies business development opportunities to gain significant competitive advantage and/or grow the business 0.08 0.58 0.02 -0.63 - 3.00 2.00 2.17 2.25 - 31. Suggests alternatives when the customer proposes an unprofitable opportunity 0.08 1.52 -0.12 -0.40 - 2.00 3.00 2.00 2.25 - 32. Works effectively with internal and/or external customers to address the impact of market developments -1.25 0.58 -0.41 -0.40 - 2.00 2.00 2.17 2.25 -

33. Anticipates market reactions to Computacenter’s strategy -1.91 -2.25 -1.15 -0.79 - 1.00 2.00 1.80 2.00 -


34. Identifies and overcomes barriers to the achievement of own

2.00

-

2.17

2.25

- or team's goals 0.74 -1.31 0.16 -0.63 -

35. Readily confronts performance issues and problems across business area and works to resolve them without delay 0.74 -0.36 -0.83 0.31 - 3.00 2.00 2.00 2.25 - 36. Willingly makes sacrifices to ensure delivery and recognises the sacrifices of others 0.08 0.58 -0.41 0.07 - 1.00 2.00 1.67 2.00 -


37. Demonstrates the ability to create, develop and lead teams

1.00

2.00

2.00

2.25

- both inside and outside of own business area 0.08 0.58 -0.12 0.07 - 38. Demonstrates cultural awareness and sensitivity and is comfortable building virtual teams -1.25 -0.36 -0.47 0.07 - 1.00 2.00 1.60 2.25 -

39. Brings teams together to address substantial issues where multiple interests are at stake and a variety of input is required -1.91 -1.31 -0.12 -0.87 - 1.00 2.00 2.00 2.50 -


40. Conveys a sense of purpose that inspires and captures the

2.00

2.00

2.17

2.75

- imagination of others -1.25 0.58 -0.27 0.07 - 41. Facilitates open debate among others and can ensure that all participants are able to contribute fully 0.08 -0.36 0.02 0.07 - 2.00 2.00 2.00 2.50 - 42. Creates and communicates a clear vision and strategic direction for own business area and/or Example, Inc. -0.59 0.58 -0.12 -0.40 - 3.00 2.00 2.67 2.50 -

43. Generates commitment for decisions by involving key influencers and teams in the decision making and problem solving process 0.08 -0.36 0.30 0.07 - 2.00 2.00 2.17 2.50 -

44. Ensures that networking is taking place throughout own business area to support the achievement of strategic goals -1.91 -0.36 -0.12 -0.40 - 2.00 2.00 1.83 2.00 -

18

Example, Inc. 360° Feedback Report Top/Bottom Analysis

John/Jane Doe

Top 6 Self Scores

Bottom 6 Self Scores

Top 6 Boss Scores

Practices

Practices

Practices

Importance Ratings

Importance Ratings

Importance Ratings


23. Learns from others. 1.40 0.58 -0.27 -0.40 - 3.00 2.00 1.67 2.00 - 19. Keeps an open mind toward innovation. 1.40 0.58 0.59 0.31 - 2.00 2.00 2.17 2.00 -

12. Trusts and supports individuals. 1.40 0.58 0.44 0.78 - 3.00 2.00 2.17 2.50 -

3. Is fair and consistent. 1.40 -0.36 0.59 1.02 - 3.00 2.00 2.50 2.25 -

2. Is open and honest. 1.40 -0.36 0.59 0.31 - 2.00 2.00 2.50 2.50 -

35. Readily confronts performance issues and problems across business area and works to resolve them without delay. 0.74 -0.36 -0.83 0.31 - 3.00 2.00 2.00 2.25 -


14. Drives own and others` personal development plans to enhance skill sets.

-1.91

-0.36

-0.12

-0.40

-

2.00

2.00

1.67

2.25

- 22. Actively Shares business lessons learned. -1.91 0.58 -0.83 0.07 - 2.00 2.00 1.83 2.00 -

33.Anticipates market reactions to Example, Inc.`s strategy. -1.91 -2.25 -1.15 -0.79 - 1.00 2.00 1.80 2.00 -

39. Brings teams together to address substantial issues where multiple interests are at stake and a variety of input is required. -1.91 -1.31 -0.12 -0.87 - 1.00 2.00 2.00 2.50 - 44. Ensures that networking is taking place throughout own business area to support the achievement of strategic goals. -1.91 -0.36 -0.12 -0.40 - 2.00 2.00 1.83 2.00 -

24. Actively seeks feedback from Stakeholders. -1.25 -3.19 0.02 -1.11 - 2.00 2.00 1.83 2.00 -


31. Suggests alternatives when the customer proposes an unprofitable opportunity.

0.08

1.52

-0.12

-0.40

-

2.00

3.00

2.00

2.25

- 27. Identifies, implements and reviews changes to business processes or direction in order to ensure service excellence and deliver value in line with company strategy. -0.59 1.52 0.02 0.31 - 2.00 3.00 2.33 2.50 -

11. Communicates and shares ideas. 0.08 1.52 0.16 -0.16 - 2.00 3.00 1.83 2.50 -

10. Is prepared to compromise as needed with others in the organization. 0.74 1.52 -0.41 -0.16 - 2.00 2.00 1.83 2.00 -

9. Cooperates with others. 0.08 1.52 0.30 0.31 - 2.00 2.00 1.83 2.25 -

5. Provides candid feedback when appropriate. 0.74 1.52 0.44 -0.63 - 2.00 2.00 1.83 2.25 -

19


John/Jane Doe

Bottom 6 Boss Scores


Top 6 Direct Report Scores

Bottom 6 Direct Report Scores

Practices

Practices

Importance Ratings

Importance Ratings


24. Actively seeks feedback from Stakeholders. -1.25 -3.19 0.02 -1.11 - 2.00 2.00 1.83 2.00 - 33.Anticipates market reactions to Example, Inc.`s strategy. -1.91 -2.25 -1.15 -0.79 - 1.00 2.00 1.80 2.00 -

13. Encourages people to take responsibility within a defined structure. 0.74 -1.31 0.16 0.55 - 3.00 2.00 2.17 2.50 -

29. Is able to communicate and discuss financial and strategic information with confidence and clarity internally and externally. 0.74 -1.31 0.73 -0.16 - 2.00 2.00 2.17 2.25 -

34. Identifies and overcomes barriers to the achievement of own or team`s goals. 0.74 -1.31 0.16 -0.63 - 2.00 - 2.17 2.25 -

39. Brings teams together to address substantial issues where multiple interests are at stake and a variety of input is required. -1.91 -1.31 -0.12 -0.87 - 1.00 2.00 2.00 2.50 -


26. Effectively manages the cost of service across business processes . 0.74 -0.36 1.01 0.31 - 3.00 2.00 2.67 2.50 - 1. Sets an example for others and leads by it. 0.74 0.58 0.87 0.31 - 3.00 3.00 2.83 3.00 -

29. Is able to communicate and discuss financial and strategic information with confidence and clarity internally and externally. 0.74 -1.31 0.73 -0.16 - 2.00 2.00 2.17 2.25 -

19. Keeps an open mind toward innovation. 1.40 0.58 0.59 0.31 - 2.00 2.00 2.17 2.00 -

6. Involves others to share knowledge. 0.08 -0.36 0.59 0.07 - 2.00 3.00 2.17 2.50 -

3. Is fair and consistent. 1.40 -0.36 0.59 1.02 - 3.00 2.00 2.50 2.25 -


33.Anticipates market reactions to Example, Inc.`s strategy. -1.91 -2.25 -1.15 -0.79 - 1.00 2.00 1.80 2.00 - 22. Actively Shares business lessons learned. -1.91 0.58 -0.83 0.07 - 2.00 2.00 1.83 2.00 -


16. Sets consistent, measureable goals and targets. 0.08 -0.36 -0.69 0.07 - 2.00 2.00 2.17 2.25 -

15. Establishes definitive lines of responsibility. 0.74 -0.36 -0.55 0.31 - 2.00 2.00 2.50 2.25 -

21. Reviews own experiences in an open and positive manner. 0.08 0.58 -0.55 0.07 - 2.00 2.00 1.50 2.25 -

20


Joh/Jane Doe

Top 6 Peer Scores

Bottom 6 Peer Scores

Practices

Practices

Importance Ratings

Importance Ratings

Top 6 Other Scores



3. Is fair and consistent. 1.40 -0.36 0.59 1.02 - 3.00 2.00 2.50 2.25 - 12. Trusts and supports individuals. 1.40 0.58 0.44 0.78 - 3.00 2.00 2.17 2.50 -

4. Practices two-way communication. 0.74 0.58 0.30 0.78 - 3.00 2.00 2.33 2.50 -

28. Critically evaluates financial and commercial risks and benefits of work proposed by internal and/or external customers. 0.74 -0.36 0.30 0.55 - 2.00 2.00 2.00 2.50 -

13. Encourages people to take responsibility within a defined structure. 0.74 -1.31 0.16 0.55 - 3.00 2.00 2.17 2.50 -



24. Actively seeks feedback from Stakeholders. -1.25 -3.19 0.02 -1.11 - 2.00 2.00 1.83 2.00 - 39. Brings teams together to address substantial issues where multiple interests are at stake and a variety of input is required. -1.91 -1.31 -0.12 -0.87 - 1.00 2.00 2.00 2.50 -

33.Anticipates market reactions to Example, Inc.`s strategy. -1.91 -2.25 -1.15 -0.79 - 1.00 2.00 1.80 2.00 -

5. Provides candid feedback when appropriate. 0.74 1.52 0.44 -0.63 - 2.00 2.00 1.83 2.25 -

30. Identifies business development opportunities to gain significant competitive advantage and/or grow the business. 0.08 0.58 0.02 -0.63 - 3.00 2.00 2.17 2.25 -

34. Identifies and overcomes barriers to the achievement of own or team`s goals. 0.74 -1.31 0.16 -0.63 - 2.00 - 2.17 2.25 -


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21


John/Jane Doe

Bottom 6 Other Scores



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Written Comments

Example, Inc. 360° Feedback Report

Written Comments

John/Jane Doe

Areas of Greatest Strength

1. What are this person's greatest strengths?

Self

-- Approachability, Knowledge of systems and processes. Honesty and Integrity.

Boss

-- Creative

-- good communicator

-- team player

-- good listener

-- high achiever

-- enthusiastic

-- John/Jane has a great personality and people like working with him or her. S/he is calm in difficult

situation. A great quality to have.

Direct Reports

-- Easy to work with

-- receptive to suggestions.

-- Interpersonal skills

-- fair

-- good listener

-- objective

-- Communicating to staff at all levels, leads by example and inspires others.

-- Good work ethic. Excellent communication skills. Likable personality.

-- allows others to develop ideas

-- allows individuals to set own targets

Peers

-- working as team leader and team player

-- cost management

-- commerciality

-- decisiveness

-- system and process knowledge

-- management of change

-- supportive, trusting

-- compassion and knowledge,

-- John/Jane is a good team player, s/he believes in leading by example and demonstrates this. His or her

knowledge of the system is awesome and is invaluable in developing his team. S/he is supportive of his/her team

and shows compassion when needed.

Others

Written Comments

Areas for Improvement

2. What are this person's areas for improvement?

Self

-- Realization of his or her own potential and assistance and pushing of those around him to realize their ambitions.

Boss

-- John/Jane should use the great skills s/he has outside is own area and get to know the wider business more

through engaging on what XXX should be doing differently to support the business.

Direct Reports

-- Strength to confront personnel issues head-on.

-- Doesn't like confrontation too much.

-- Managing individual performance. (1-1 reviews)

-- sometimes needs to be more aware of day to day issues

Peers

-- develop reporting to own needs, style, and review in greater detail from time to time

-- building virtual teams

-- n/a

-- John/Jane could take a harder approach to poor performance. From the outside it can often look like

people get off lightly, and that he or she shies away from confrontation.

Others

Written Comments

3. What one piece of advice would you provide to this person?

Self

-- Go out and seek feedback all the time, it is valuable and it provides the biggest insight into any progress

that has been made, or ground that that has been lost.

Boss

-- Find reasons to engage outside XXX. Whilst it is absolutely great that John/Jane and Simon work so well

together for personal development John should find opportunities to be separate from Simon.

Direct Reports

-- Become a bit harder if people are obstructive.

-- Know and value your staff

-- More guidance and direction for his less experienced members of the Management team.

-- Review team performance more frequently (performance against objectives)

-- To meet once a month to discuss individual’s needs, and development

Peers

-- Now that the new structures within XXXare in place look to gain a greater understanding of the other areas

of the Product Division. Work with and learn from the managers in these areas.

-- Communicate the vision and take the lead more

-- To continue with the excellent work already commenced, in establishing and re-inventing XXX

-- Be more visible to your direct report’s teams and don’t be worried about sending out harsh but fair

messages.

Others

360° feedback report for john or jane doe january, 20xx...boss direct reports importance rating 1 =...

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