sample 360 feedback report, gordon curphy, phd

Talent Assessment Process

360° F db k R t360° Feedback Report

Prepared forJohn Anderson

Talent Assessment Process - 360° Feedback Results

Introduction

Overview of the Report

Organization of the ReportSection 1: Understanding Your Report

Section 2: Work Challenges & Competency Priorities

This report provides you with feedback on the degree to which you demonstrate behaviors reflecting specific, essential leadership competencies at work. The results are based on the survey you completed, and the surveys completed by your manager(s), peers, direct reports, and/or others who were invited to share their observations. The report provides you with critical insights into how your performance is viewed by others, as well as how their perspectives are similar to or different from your own. You should use the feedback contained in this report, along with other relevant information (e.g., career objectives, future work demands, other performance data) to help you identify priorities for enhancing your effectiveness and impact at work.

Essential Leadership Competencies – The list of essential leadership competencies (skills) measured in this 360° feedback process is presented.

Tips for Effectively Using Your Results – A list of suggestions to help you understand and use your results.

Establishing effective development priorities requires that you understand your strengths (i.e., the areas in which you are well-prepared for the challenges you will face at work) and your development needs (i.e., the areas where there are important gaps between your current skill-level and the skill-level required to effectively address the challenges you will face). Clearly, your strengths and development needs depend on the challenges you will face and the skills that will be required to meet them. This section of the report provides you with an opportunity to record the most important challenges you are currently facing or will soon face at work. In addition, you will rank-order the list of competencies (skills) in terms of their importance for helping you address those work challenges. This section will then provide the context necessary for ultimately determining your development priorities.

This section provides background information that will help you interpret and effectively use this feedback report, and includes the following sub-sections:

Summary of Feedback Sources – A table presents the number of completed surveys received from each respondent type.

Rating Scale Description – The scale used for each item in the survey is defined.

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Introduction

Section 3: Executive Summary

Section 4: Perspective Comparisons: Competency Results

Section 5: Perspective Comparisons: Detailed Results

This section displays the aggregate ratings for each competency provided by each of the different respondent-types (e.g., self, manager, peers, direct reports). In the table, each respondent-type is represented by a different colored bar. This feedback can help you understand how each group perceives your impact and effectiveness at work.

This section of the report provides you with more detailed information about your competency- and item-level results. Average ratings and the range of ratings are presented for each competency. In addition, the ratings for each item are presented for each respondent type (i.e., self, manager, peers, direct reports).

Competency Profile – A bar chart displays the average rating (based on all respondents except self) for each competency. The green bars represent average ratings of 4.3 or above. Yellow bars represent average ratings of 3.7 to 4.2. Red bars represent average ratings of 3.6 or below.

This section provides a high-level summary of your results and includes the following sub-sections:

Ten Highest-Rated Items – The ten items (i.e., survey questions) that received the highest average ratings based on all respondents (excluding self) are presented. This information can help you detect themes or trends related to your strengths.

Verbatim Comments: Greatest Strengths – Verbatim responses to the question “What are this person’s greatest strengths?” are presented. Responses are sorted by respondent-type (e.g., manager, peers, direct reports).

Ten Lowest-Rated Items – The ten items that received the lowest average ratings based on all respondents (excluding self) are presented. This information can help you detect themes or trends related to possible improvement opportunities.

Verbatim Comments: Greatest Opportunities for Growth – Verbatim responses to the question “What are this person’s greatest opportunities for growth?” are presented. Responses are sorted by respondent-type (e.g., manager, peers, direct reports).



Section 1: Understanding Your ReportSummary of Feedback Sources

Respondent Type Invited Completed

Self 1 1Manager (Boss) 1 1Direct Reports 9 6Peers 4 3Others 5 3

Rating Scale Description

5 = Almost Always4 = Often3 = Occasionally2 = Seldom1 = Almost Never

Essential Leadership Competencies

Leading the Business Leading People

Analyzing Problems & Making Decisions Inspiring Aligned Purpose

Thinking Strategically Driving Change

Financial and Technical Savvy Building the Talent Base

Planning and Organizing

Managing Execution

The table below lists the respondent types or groups, the number of people from each group that were invited to provide feedback, the number of people from each group that completed and returned a survey, and whether or not the group’s data is reported as a separate group in your report. In order to preserve anonymity, non-manager groups with fewer than three respondents are not reported as separate groups in this report. However, their data are included in the “all respondents” category found throughout this report.

82 survey items (questions) were rated on the 5-point scale and all scores listed in your report are based on this 5-point scale. Respondents used the scale below to indicate the frequency with which they have observed you demonstrate each leadership behavior:

Building and Sustaining Relationships

The 82 survey items were grouped into 16 leadership competencies. A more detailed description of each competency and its corresponding survey items can be found later in this report.

Building Relationships

Customer Focus

Personal Drive

Adaptability

Learning Approach

Fostering Teamwork

Credibility

Reported Separately

YesYes

YesYes

Yes

Adaptive Capacity

Creating Open Communications



Section 1: Understanding Your Report

Tips for Effectively Using Your Results Look for the important themes or overall patterns in the feedback. What do the ratings tell you about your effectiveness as a leader? Where are your greatest strengths? Where are your greatest opportunities for improvement?

Think about the competencies that will be most critical for your current and future success. Based on this report, how effectively are you demonstrating those types of behaviors today?

Perception is reality. This report reflects others’ perceptions about you at work. Sometimes we believe that certain perceptions are inaccurate (sometimes they are, in fact, inaccurate). However, to the degree that a certain perception exists (accurate or not), it may be something that you need to address.

Talk to others about your results (e.g., your manager, peers or direct reports) to make sure that you really understand the feedback, and to gather ideas about ways to improve (e.g., “I learned from the 360 degree feedback process that I need to work on Fostering Teamwork. Could you help me understand this feedback better? What should I be doing differently?”).

Do not confront your respondents about the ratings they provided (e.g., “Why did you give me a ‘1’? ”). We all need feedback to grow, to learn and to change. Confronting people about the feedback they provided will likely eliminate any chance of your receiving accurate feedback in the future.

Focus. Identify the one or two things that, if changed, would have the greatest impact on your effectiveness as a leader.

Remember, this report is based on feedback from a relatively small number of people. In some cases, one person’s ratings can have a dramatic affect on the average.

Do not over-analyze the data (e.g., don’t focus on minor differences in ratings).

Do not try to figure out who provided a particular rating. This is wasted time and energy.




Important Work Challenges

Work Challenges Implications if NOT Addressed

1.

2.

3.

4.

5.

Leadership challenges can vary by industry, company, organizational level, customer segment, stakeholder agendas, business model and situation, type of team, available resources, or deliverables. Effectively addressing these different challenges requires leaders to demonstrate different competencies or skills and behaviors. Please take a few minutes and record in the space below the three to five most important challenges you will face at work over the next year. Be sure to think broadly as you list your challenges; potential challenges could be related to the market (e.g., customers, competitors), financial (e.g., revenue, profitability), operational (e.g., productivity, efficiency), or workforce issues (e.g., employee teamwork, retention, development).




Competency Priorities

Rank CompetencyAnalyzing Problems and Making Decisions: Effectively analyzes issues and makes sound, logical business decisions in a timely manner.

Thinking Strategically: Brings a broad perspective to bear on issues and problems (e.g., considers information from different industries, markets, competitors); deliberately evaluates strategic “fit” of possible decisions and actions.

Financial and Technical Savvy: Demonstrates strong technical and financial knowledge when resolving customer, operational and/or financial problems. Makes sound customer, operational, and financial trade-offs.

Planning and Organizing: Establishes clear goals and action plans, and organizes resources to achieve business outcomes.

Managing Execution: Directs and monitors performance, and intervenes as appropriate to ensure successful achievement of business objectives.

Inspiring Aligned Purpose: Successfully engages people in the mission, vision, values, and direction of the organization; fosters a high level of motivation.

Driving Change: Challenges the status quo and looks for ways to improve team or organizational performance. Champions new initiatives and stimulates others to make changes.

Building the Talent Base: Understands the talent needed to support business objectives (e.g., qualifications, capabilities); identifies, deploys, and develops highly talented team members.Fostering Teamwork: Creates an environment where employees work together effectively to achieve goals.

Creating Open Communications: Communicates clearly and creates an environment in which important issues are shared. Building Relationships: Develops and sustains effective working relationships with direct reports, peers, managers, and others; demonstrates that maintaining effective working relationships is a priority.

Customer Focus: Maintains a clear focus on customer needs; demonstrates a strong desire to provide exemplary customer service; actively seeks ways to increase customer satisfaction.Credibility: Earns others’ trust and confidence; builds credibility with others through consistency between words and actions and follow-through on commitments. Personal Drive: Demonstrates urgency in meeting objectives and achieving results; pursues aggressive goals and persists to achieve them.Adaptability: Confidently adapts and adjusts to changes and challenges; maintains a positive outlook and works constructively under pressure.

Learning Approach: Proactively identifies opportunities and resources for improvement.

Read the competency definitions provided below and identify the top five competencies in terms of their importance for helping you address the challenges you identified on the previous page. Place an “X” in the space next to the five competencies that you believe will be most important in helping you address the challenges you will face.




Competency Profile

Never Seldom Occasionally Often Always Number ofCompetency 1 2 3 4 5 Avg. Reviewers

4.5 12

4.1 12

4.0 13

3.9 13

3.9 12

Analyzing Prob. & Making Dec.


Customer Focus

The table below presents the average rating of all respondents (except self) for each competency. The competencies are listed down the left-hand margin in order from the highest to lowest rated competency. The rating scale is presented across the top. The colored bar graphically displays the average rating for each competency, and the columns at the right show the numerical average and the number of respondents who provided ratings for each competency. The bars are green for competencies rated 4.3 or higher, yellowfor competencies rated 3.7 to 4.2, and red for competencies rated 3.6 or lower.

Competency Profile

Adaptability

Personal Drive


3.9 13

3.7 13

3.7 13

3.7 11

3.7 12

3.7 12

3.5 12

3.4 12

3.4 13

3.3 12

3.3 10


Learning Approach

Driving Change

Fostering Teamwork

Building the Talent Base


Managing Execution

Inspiring Aligned Purpose

Credibility

Thinking Strategically

Financial and Technical Savvy




Ten Highest-Rated Items

Highest-Rated Items Avg. Rating CompetencyConveys an appropriate level of self confidence. 5.0 AdaptabilityMaintains confidentiality of sensitive, private or personal information.

4.6 Credibility

Persists in the face of obstacles. 4.5 Personal DriveRemains optimistic, focused and resilient in the face of setbacks.

4.5 Adaptability

Identifies the need or opportunities for change. 4.4 Driving ChangeSets challenging goals and expectations. 4.3 Inspiring Aligned PurposeResponds flexibly to changes and challenges (e.g., adjusts approaches).

4.3 Adaptability

Gathers information to understand issues or problems. 4.2 Analyzing Problems & Making DecisionsIntegrates information to identify trends, patterns, problems, opportunities.

4.2 Analyzing Problems & Making Decisions

Translates business strategy or goals into concrete objectives and priorities.

4.2 Planning and Organizing

Establishes clear measures of progress and success (e.g., deadlines, results).

4.2 Planning and Organizing

Develops goals, metrics and/or other processes that drive or support change.

4.2 Driving Change

Follows through on commitments. 4.2 CredibilityDemonstrates a strong sense of urgency (e.g., acts quickly to address issues).

4.2 Personal Drive

Meets deadlines and objectives. 4.2 Personal DriveWorks productively in conditions of change, ambiguity and multiple demands.

4.2 Adaptability

The following table presents your ten highest-rated items in rank order based on the average of all respondents’ ratings (excluding self). The name of the competency with which each item is associated is also presented. In the event that more than one item has the same rating, the list includes more than ten survey items.



Distribution of Highest-Rated Items by Competency

25%

19%

12%12%

13%

13%6%

Adaptability (4 items)

Personal Drive (3 items)

Credibility (2 items)

Driving Change (2 items)

Analyzing Problems & Making Decisions (2 items)

Planning and Organizing (2 items)

Inspiring Aligned Purpose (1 item)

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Verbatim Comments: Greatest Strengths

Manager ResponsesHighly energized and wants to accomplish many things simultaneously. Understands direction. Executes well under his own self determination.

Direct Report ResponsesSelf Confidence and willingness to work as a team. He consistently supports the team members giving chances to low performers which I would like him to continue to do more often.Motivated. Works hard.

Good knowledge of the business to share with his subordinates. Have good creative ideas and solution at times.

Peer ResponsesResults Orientation. Leadership Development.Proactive leadership. Assess and plan strategically and execute quickly with innovative skill and adaptability. Intuitive business acumen.Perseverance, deep understanding of business, sharing information, optimistic.

Other ResponsesCapacity to get things done no matter what it takes. Politically savvy. Entrepreneurial.Solution oriented. Highly customer focused, wanting to do the right thing. He has quality perspective.

He is the one who gets things done. His drive is incredible, and if a major project or task is his responsibility, it will get done, and on time. His initiative is unparalleled.

At the end of the survey, respondents were given the opportunity to answer the following open-ended question: “What are this person’s greatest strengths? What does this person do that you believe is particularly effective and that you would like to see him/her continue or do more often?” Verbatim responses to this question are provided below. Responses have been sorted by respondent-type.




Ten Lowest-Rated Items

Lowest-Rated Items Avg. Rating CompetencyResponds to mistakes or setbacks by focusing on learning vs. punishment.

2.9 Driving Change

Fosters enthusiasm and buy-in for the direction of the team/organization.

2.9 Inspiring Aligned Purpose

Demonstrates responsiveness and urgency in addressing others' concerns.

3.0 Building Relationships

Listens attentively and actively (e.g., paraphrases or summarizes) to ensure understanding.

3.0 Creating Open Communications

Provides clear expectations for improvement. 3.0 Building the Talent BaseProvides constructive performance feedback (i.e., timely, clear and helpful).

3.0 Building the Talent Base

Modifies behavior based on feedback and/or experience. 3.1 Learning Approach

Conveys interest in and sensitivity to others' needs, concerns and perspectives.

3.1 Building Relationships

Actively seeks performance feedback (e.g., from metrics, coworkers, customers).

3.2 Learning Approach

Actively and directly resolves disagreement or conflict. 3.2 Building Relationships

Solicits team member involvement and buy-in or support.

3.2 Fostering Teamwork

Provides coaching and/or other opportunities for skill development.

3.2 Building the Talent Base

Provides accountable parties with appropriate guidance and empowerment (e.g., neither under- or over-controlling).

3.2 Managing Execution

The following table presents your ten lowest-rated items in order from lowest to highest based on the average of all respondents’ ratings (excluding self). Again, in the event that more than one item has the same rating, the list includes more than ten survey items.



Distribution of Lowest-Rated Items by Competency

23%

23%

15%

7%

8%

8%

8%8%

Building Relationships (3 items)

Building the Talent Base (3 items)

Learning Approach (2 items)

Driving Change (1 item)

Inspiring Aligned Purpose (1 item)

Creating Open Communications (1 item)Fostering Teamwork (1 item)

Managing Execution (1 item)




Verbatim Comments: Greatest Opportunities for Growth

Manager ResponsesCould get his direct reports to do more by delegating more responsibility, rather than 'telling' them what to do. Talent identification for key countries to improve capability would help deliver better results.

Direct Report ResponsesI think his communication skill and attitude toward other people and subordinates may need improvement. 1. Show more true respect and concern of others from heart. 2. Give more clear and consistent instructions to his subordinates. 3. Build up trust and confidence of his team towards himself. To be frank, he may be a very good businessman that can make much profit for the company, but he may not be a good leader in the team.Listen to other ideas and adaptability to different situations. Communication with experienced and senior staff.2-way communication. Show more care and respect to staff.

Meetings last too long without breaks which sometimes goes beyond lunch and dinner depending on what time the meeting starts.

Peer ResponsesPatience .Interpersonal, people management skills and empathy. More life balance approach.Address issues with staff directly rather than giving an incomplete story to upper management (own view). Be more responsive or delegate more.

Other ResponsesWorking collaboratively with colleagues outside his immediate circle. Being willing to listen and change his thinking based on information provided, if new information is provided. Does not seem to ever take others' ideas or concerns into consideration, especially if it conflicts with his current position.

I don't see anything, although his persistency in what he believes in may be seen as a negative, I see it as a positive. He needs to be more transparent. He is usually right on issues and opportunities, but tends to develop them in isolation of the rest of the organization.

At the end of the survey, respondents were given the opportunity to answer the following open-ended question: “What do you consider to be this person’s greatest opportunities for growth? That is, what are the things he/she should change or do differently?” Verbatim responses to this question are provided below. Responses have been sorted by respondent-type.



Never Seldom Occasionally Often Always Number ofCompetency 1 2 3 4 5 Avg. ReviewersAnalyzing Prob. & Making Dec.

John Anderson 5.0 1Manager 4.2 1Direct Reports 3.7 6Peers 4.8 3Other 3.7 3All Respondents 4.0 13

Thinking StrategicallyJohn Anderson 5.0 1Manager 4.3 1Direct Reports 3.5 6Peers 4.4 3Other 3.3 3All Respondents 3.7 13

Financial & Technical SavvyJohn Anderson 5.0 1Manager 4.0 1

The table below displays the ratings you received for each competency from the different respondent groups. Each respondent group is represented by a different colored bar. Your ratings on each competency are represented by the top (blue) bar. The average of all respondents for each competency (excluding self) is represented by the bottom (yellow) bar. The columns to the right present the numerical averages and the number of respondents who provided ratings for each competency.



Direct Reports 3.2 6Peers 4.6 3Other 3.7 3All Respondents 3.7 13

Planning & OrganizingJohn Anderson 5.0 1Manager 4.2 1Direct Reports 3.5 6Peers 4.6 3Other 3.9 3All Respondents 3.9 13

Managing ExecutionJohn Anderson 5.0 1Manager 3.7 1Direct Reports 3.4 6Peers * 2Other * 2All Respondents 3.7 11

Inspiring Aligned PurposeJohn Anderson 5.0 1Manager 4.2 1Direct Reports 3.4 5Peers 4.3 3Other 3.5 3All Respondents 3.7 12



Never Seldom Occasionally Often Always Number ofCompetency 1 2 3 4 5 Avg. ReviewersDriving Change

John Anderson 5.0 1Manager 3.4 1Direct Reports 3.8 6Peers * 2Other 3.5 3All Respondents 3.7 12

Building the Talent BaseJohn Anderson 4.7 1Manager 3.3 1Direct Reports 3.0 6Peers * 2Other 3.6 3All Respondents 3.4 12

Fostering TeamworkJohn Anderson 5.0 1Manager 3.3 1Direct Reports 3.3 6Peers * 2Other 3.3 3All Respondents 3.5 12

Creating Open CommunicationsJohn Anderson 5.0 1Manager 4.0 1



Direct Reports 2.9 6Peers 4.2 3Other * 2All Respondents 3.3 12

Building RelationshipsJohn Anderson 4.4 1Manager 4.0 1Direct Reports 2.8 6Peers 4.4 3Other 3.4 3All Respondents 3.4 13

Customer FocusJohn Anderson 4.5 1Manager 4.8 1Direct Reports 3.4 6Peers * 2Other 4.0 3All Respondents 3.9 12

CredibilityJohn Anderson 5.0 1Manager 4.7 1Direct Reports 3.5 6Peers 4.7 3Other 3.6 3All Respondents 3.9 13



Never Seldom Occasionally Often Always Number ofCompetency 1 2 3 4 5 Avg. ReviewersPersonal Drive

John Anderson 5.0 1Manager 4.8 1Direct Reports 3.6 5Peers 4.9 3Other 4.1 3All Respondents 4.1 12

AdaptabilityJohn Anderson 5.0 1Manager 4.5 1Direct Reports 4.3 5Peers 4.7 3Other 4.6 3All Respondents 4.5 12

Learning ApproachJohn Anderson 5.0 1Manager 3.8 1Direct Reports 3.0 5Peers * 1Other 3.0 3All Respondents 3.3 10




Section 5: Perspective Comparisons: Detailed ResultsThis section of the report provides you with more detailed information about your competency- and itemlevel results. On the pages that follow, each competency is defined and then two tables of data are presented. The first table presents the average ratings for that competency and the range of ratings for each of the groups that provided feedback for you. This information can help you understand the degree to which people are in agreement regarding your performance and effectiveness.

The second table presents the average ratings for each item representing that competency for each of the respondent-types. The column at the far right of the table presents the average of all respondents (excluding self) for each item representing that competency.



Section 5: Perspective Comparisons: Detailed Results

Analyzing Problems & Making Decisions

Effectively analyzes issues and makes sound, logical business decisions in a timely manner.

Average Ratings for Each Respondent Group and Range of Ratings Across Items

Respondent Groups Average Score

Low Score

High Score

Self 5.0 5.0 5.0Manager 4.2 4.0 5.0Direct Reports 3.7 2.8 4.3Peers 4.8 4.7 5.0Others 3.7 3.3 4.0All Respondents (except self) 4.0 2.8 5.0

Average Ratings for Each Item and Respondent Type

Items Self Manager Direct Reports

Peers Others All Respondents (except self)

Gathers information to understand issues or problems.

5.0 5.0 4.2 4.7 3.3 4.2

Integrates information to identify trends, patterns, problems, opportunities.

5.0 4.0 4.3 5.0 3.3 4.2

Critically evaluates important costs, risks, and benefits of alternatives.

5.0 4.0 3.8 4.7 3.7 4.0

Makes timely decisions in spite of ambiguity.

5.0 4.0 2.8 5.0 4.0 3.7

Makes effective, productive decisions that are aligned with business objectives.

5.0 4.0 3.2 4.7 4.0 3.8

Detailed Results



Thinking Strategically



Low Score

High Score





Considers a broad range of internal and external factors when making decisions.

5.0 5.0 3.8 4.3 3.3 3.9

Understands the impact of decisions broadly inside and/or outside the organization.

5.0 4.0 3.5 4.3 3.7 3.8

Understands the long-term impact of decisions.

5.0 4.0 3.0 4.3 3.3 3.5

Anticipates future issues and problems or challenges.

5.0 4.0 3.5 4.7 3.0 3.7

Brings a broad perspective to bear on issues and problems (e.g., considers information from different industries, markets, competitors); deliberately evaluates strategic “fit” of possible decisions and actions.



Financial and Technical Savvy



Low Score

High Score





Possesses strong financial skills. 5.0 4.0 3.5 4.7 * 3.9Possesses strong technical or operational skills.

5.0 5.0 3.2 5.0 3.7 3.8

Uses financial and operational analyses to evaluate strategic choices.

5.0 4.0 3.5 4.3 3.7 3.8

Effectively balances customer, operational and financial demands.

5.0 4.0 2.8 * 3.7 3.3

Readily identifies and manages unexpected and/or undesired variances or deviations in budgets.

5.0 3.0 3.2 4.7 * 3.6

Demonstrates strong technical and financial knowledge when resolving customer, operational and/or financial problems. Makes sound customer, operational, and financial trade-offs.






Low Score

High Score





Translates business strategy or goals into concrete objectives and priorities.

5.0 5.0 4.0 4.7 3.7 4.2

Determines action steps required to achieve objectives.

5.0 4.0 3.5 5.0 4.0 4.0

Identifies resources necessary to implement plans (e.g., time, staff, money).

5.0 4.0 3.0 4.3 4.0 3.6

Establishes clear measures of progress and success (e.g., deadlines, results).

5.0 5.0 4.0 4.7 4.0 4.2

Anticipates potential obstacles and develops contingency plans.

5.0 3.0 3.7 4.0 3.7 3.7

Effectively schedules work activities to meet operational and customer demands.

5.0 4.0 3.0 4.7 4.3 3.8

Establishes clear goals and action plans, and organizes resources to achieve business outcomes.



Managing Execution



Low Score

High Score

Self 5.0 5.0 5.0Manager 3.7 3.0 4.0Direct Reports 3.4 2.8 4.0Peers * * *Others * * *All Respondents (except self) 3.7 2.8 4.0




Assigns work with clear objectives and deadlines.

5.0 4.0 3.5 * * 3.8

Conducts effective, productive meetings (e.g., provides clear agendas, minimizes tangents or distractions).

5.0 4.0 3.2 * * 3.5

Provides accountable parties with appropriate guidance and empowerment (e.g., neither under- or over-controlling).

5.0 3.0 2.8 * 3.3 3.2

Monitors progress to ensure that schedule, budget, quality and other requirements are met.

5.0 4.0 3.8 * 3.7 4.0

Intervenes when appropriate to ensure that desired results are achieved.

5.0 4.0 3.3 * * 3.7

Consistently gets results through others. 5.0 3.0 4.0 * * 4.0

Directs and monitors performance, and intervenes as appropriate to ensure successful achievement of business objectives.



Inspiring Aligned Purpose



Low Score

High Score





Communicates a compelling vision of the future.

5.0 4.0 3.8 4.3 3.3 3.8

Provides a clear sense of purpose and direction for the team.

5.0 4.0 3.0 3.7 3.7 3.4

Sets challenging goals and expectations. 5.0 5.0 4.2 4.7 4.0 4.3

Fosters enthusiasm and buy-in for the direction of the team/organization.

5.0 3.0 2.8 * 2.7 2.9

Supports initiatives of upper management through words and actions.

5.0 5.0 3.4 5.0 4.0 4.1

Successfully engages people in the mission, vision, values, and direction of the organization; fosters a high level of motivation.



Driving Change



Low Score

High Score

Self 5.0 5.0 5.0Manager 3.4 3.0 4.0Direct Reports 3.8 2.8 4.5Peers * * *Others 3.5 2.5 4.0All Respondents (except self) 3.7 2.5 4.5




Identifies the need or opportunities for change.

5.0 4.0 4.5 4.7 4.0 4.4

Effectively communicates the need for change.

5.0 3.0 3.3 * 3.7 3.4

Gets team members actively involved in the change process.

5.0 3.0 4.0 * 3.3 3.7

Develops goals, metrics and/or other processes that drive or support change.

5.0 4.0 4.3 * 3.7 4.2

Responds to mistakes or setbacks by focusing on learning vs. punishment.

5.0 3.0 2.8 3.3 * 2.9

Challenges the status quo and looks for ways to improve team or organizational performance. Champions new initiatives and stimulates others to make changes.



Building the Talent Base



Low Score

High Score





Maintains a network of internal/external relationships as a pipeline for new talent.

4.0 3.0 3.0 4.3 4.0 3.5

Consistently selects top talent for important assignments (e.g., new hires or teams).

5.0 3.0 3.2 4.3 4.3 3.7

Accurately assesses performance, identifying individual strengths and weaknesses.

5.0 4.0 2.8 * 4.0 3.5

Provides constructive performance feedback (i.e., timely, clear and helpful).

5.0 4.0 2.7 * 3.0 3.0

Provides coaching and/or other opportunities for skill development.

5.0 3.0 3.2 * * 3.2

Provides clear expectations for improvement.

5.0 3.0 2.7 * 3.0 3.0

Takes decisive action to reassign or terminate chronic poor performers.

4.0 3.0 3.8 * * 3.9

Understands the talent needed to support business objectives (e.g., qualifications, capabilities); identifies, deploys, and develops highly talented team members.



Fostering Teamwork



Low Score

High Score





Establishes clear rules or expectations regarding how team members will work together.

5.0 3.0 3.5 * * 3.6

Promotes the importance of teamwork within and across groups.

5.0 4.0 3.8 * 3.3 3.8

Works collaboratively with others. 5.0 4.0 3.0 * 3.3 3.4Solicits team member involvement and buy-in or support.

5.0 3.0 3.2 * 3.0 3.2

Ensures the team has the authority, equipment, staff, etc. it needs in order to succeed.

5.0 3.0 3.2 * * 3.5

Celebrates accomplishments in order to build team morale.

5.0 3.0 2.8 * * 3.3

Creates an environment where employees work together effectively to achieve goals.






Low Score

High Score

Self 5.0 5.0 5.0Manager 4.0 3.0 5.0Direct Reports 2.9 2.5 3.5Peers 4.2 4.0 4.5Others * * *All Respondents (except self) 3.3 2.5 5.0




Speaks and writes in a clear and organized manner.

5.0 5.0 2.5 4.3 3.3 3.3

Listens attentively and actively (e.g., paraphrases or summarizes) to ensure understanding.

5.0 4.0 2.5 4.0 * 3.0

Shares information to keep people effectively informed.

5.0 4.0 3.2 4.0 * 3.3

Helps others understand issues (e.g., addresses rumors or clarifies confusing issues).

5.0 4.0 3.0 * * 3.3

Encourages others to share information and ideas.

5.0 3.0 3.5 * * 3.5

Communicates clearly and creates an environment in which important issues are shared.






Low Score

High Score





Initiates and maintains a broad set of relationships with superiors, peers, direct reports, customers, vendors, or others.

4.0 4.0 3.2 4.7 3.7 3.7

Conveys interest in and sensitivity to others' needs, concerns and perspectives.

4.0 4.0 2.5 * 3.0 3.1

Demonstrates responsiveness and urgency in addressing others' concerns.

4.0 3.0 2.5 4.3 2.7 3.0

Actively and directly resolves disagreement or conflict.

5.0 4.0 2.7 4.3 * 3.2

Demonstrates organizational savvy in getting things done.

5.0 5.0 3.2 4.3 5.0 4.0

Develops and sustains effective working relationships with direct reports, peers, managers, and others; demonstrates that maintaining effective working relationships is a priority.



Customer Focus



Low Score

High Score





Solicits specific information to clearly understand customer needs and concerns.

5.0 5.0 3.3 * 4.0 3.9

Conveys sincere concern, caring and respect for customer needs.

5.0 5.0 3.5 * 4.0 4.0

Responds immediately to customer needs, concerns or other feedback.

4.0 4.0 3.3 * * 3.8

Regularly goes "above and beyond the call of duty" (within reason) and finds ways to enhance customer satisfaction.

4.0 5.0 3.4 * * 4.0

Maintains a clear focus on customer needs; demonstrates a strong desire to provide exemplary customer service; actively seeks ways to increase customer needs and concerns.



Credibility



Low Score

High Score





Follows through on commitments. 5.0 5.0 3.8 4.7 4.3 4.2Behaves consistently with stated values. 5.0 4.0 3.2 4.7 3.0 3.5

Adheres to relevant standards and expectations.

5.0 4.0 3.5 4.7 3.7 3.8

Maintains confidentiality of sensitive, private or personal information.

5.0 5.0 4.4 * 4.7 4.6

Considers ethical or fairness issues when making decisions.

5.0 5.0 3.2 * 3.3 3.6

Accepts responsibility for own mistakes. 5.0 5.0 3.2 * * 3.5

Earns others’ trust and confidence; builds credibility with others through consistency between words and actions and follow-through on commitments.



Personal Drive



Low Score

High Score





Demonstrates a strong sense of urgency (e.g., acts quickly to address issues).

5.0 5.0 3.7 4.7 4.3 4.2

Takes ownership of important issues, problems and opportunities (e.g., even if outside formal responsibilities).

5.0 5.0 3.2 5.0 4.0 3.9

Takes a proactive versus reactive approach to issues.

5.0 5.0 3.4 5.0 3.7 4.0

Persists in the face of obstacles. 5.0 5.0 4.2 5.0 4.3 4.5Meets deadlines and objectives. 5.0 4.0 3.8 4.7 4.3 4.2

Demonstrates urgency in meeting objectives and achieving results; pursues aggressive goals and persists to achieve them.



Adaptability



Low Score

High Score





Conveys an appropriate level of self confidence.

5.0 5.0 5.0 5.0 5.0 5.0

Works productively in conditions of change, ambiguity, and multiple demands.

5.0 4.0 3.8 4.7 4.3 4.2

Responds flexibly to changes and challenges (e.g., adjusts approaches).

5.0 4.0 4.0 * 4.7 4.3

Remains optimistic, focused and resilient in the face of setbacks.

5.0 5.0 4.4 4.7 4.3 4.5

Confidently adapts and adjusts to changes and challenges; maintains a positive outlook and works constructively under pressure.



Learning Approach



Low Score

High Score





Actively seeks performance feedback (e.g., from metrics, coworkers, customers).

5.0 3.0 3.0 * 3.0 3.2

Understands personal strengths and weaknesses.

5.0 4.0 3.0 * 3.3 3.3

Actively seeks opportunities to develop new knowledge and skills.

5.0 4.0 3.0 * 3.0 3.5

Modifies behavior based on feedback and/or experience.

5.0 4.0 3.0 * * 3.1

Proactively identifies opportunities and resources for improvement.


sample 360 feedback report, gordon curphy, phd

Business

talent assessment

translates

executive

establishes

modifies behavior

manager direct

essential

persons greatest