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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
2 Vector Data Services, Inc.
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
3 Vector Data Services, Inc.
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.
4 Vector Data Services, Inc.
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
5 Vector Data Services, Inc.
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
6 Vector Data Services, Inc.
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.
7 Vector Data Services, Inc.
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.
8 Vector Data Services, Inc.
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
9 Vector Data Services, Inc.
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
10 Vector Data Services, Inc.
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
11 Vector Data Services, Inc.
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.
12 Vector Data Services, Inc.
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
13 Vector Data Services, Inc.
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
Practices Importance Ratings
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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
Example, Inc. 360° Feedback Report Perspective Comparisons
John/Jane Doe
Accountability
Practices
Importance Ratings
Innovation
Practices Importance Ratings
Learning
Practices Importance Ratings
Service Excellence
Practices Importance Ratings
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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
Example, Inc. 360° Feedback Report Perspective Comparisons
John/Jane Doe
Business Acumen
Practices Importance Ratings
Commitment & Drive
One Team
High Performing Leadership
Practices Importance Ratings
Practices Importance Ratings
Practices Importance Ratings
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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
Example, Inc. 360° Feedback Report Top/Bottom Analysis
John/Jane Doe
Bottom 6 Boss Scores
Practices Importance Ratings
Top 6 Direct Report Scores
Bottom 6 Direct Report Scores
Practices
Practices
Importance Ratings
Importance Ratings
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
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 -
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
Example, Inc. 360° Feedback Report Top/Bottom Analysis
Joh/Jane Doe
Top 6 Peer Scores
Bottom 6 Peer Scores
Practices
Practices
Importance Ratings
Importance Ratings
Top 6 Other Scores
Practices Importance Ratings
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
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 -
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
-- - - - - - - - - - - -- - - - - - - - - - -
-- - - - - - - - - - -
-- - - - - - - - - - -
-- - - - - - - - - - -
-- - - - - - - - - - -
21
Example, Inc. 360° Feedback Report Top/Bottom Analysis
John/Jane Doe
Bottom 6 Other Scores
Practices Importance Ratings
Self Boss Dir. Rep. Peers Other Self Boss Dir. Rep. Peers Other
-- - - - - - - - - - - -- - - - - - - - - - -
-- - - - - - - - - - -
-- - - - - - - - - - -
-- - - - - - - - - - -
-- - - - - - - - - - -
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