Strategic HR Partner Assessment (SHRPA)™ Feedback Results ... · Strategic HR Partner Assessment (SHRPA)™ Feedback Results Sample, ... (Sample) 1 1 100.00% ... Sample, Joe Page

Strategic HR Partner Assessment (SHRPA)™

Feedback Results

Sample, Joe

May 2016

Report format © Copyright 1997 - 2016 Assessment +, Inc.

Page 2

Introduction

This report is divided into four sections:

• Part I, The SHRPATM Model, explains how the SHRPA™ is designed

• Part II, the Interpretive Guide, explains what you should be considering when examining your report results.

• Part III, Your Results, with respect to your competencies and roles

• Part IV, the Individual Development section, assists you in analyzing your scores and forming an Individual Development Plan

Please read through each section carefully so as to allow you to gain the maximum development possible.

Page 3

PART I

The Strategic HR Partner Assessment Model TM

Page 4

The SHRPA™ Model Using meaningful language, the SHRPA™ enables Corporate Development professionals to shape and direct their behaviors to better drive organizational goals. Based on the practical experiences of HR leaders, observations from consultation practices, and research undertaken by Linkage, the SHRPA™ helps individuals clarify their roles as strategic business partners and target their development efforts.

Page 5

SHRPA Competency and Roles – Definitions

HR Expertise

• HR Optimizer: Facilitates business success by improving effectiveness and efficiency, removing obstacles, and by streamlining HR policies and processes

• Talent Leader: Leads HR by articulating its potential value, encouraging innovation, and by translating business strategies into actionable HR objectives and solutions to achieve results

Execution

• Results Manager: Ensures HR initiatives are successful by defining outcomes, clarifying responsibilities, managing assignments, meeting deadlines, and delivering quality results

• Change Agent: Leads, supports, and champions change by encouraging employee understanding and commitment, and by identifying and managing resistance to change

Self Mastery

• Trust Builder: Inspires trust through confidence, poise, respect for others, and a commitment to inclusion and fairness

• Systems Thinker: Understands root causes and systemic issues by asking provocative questions, surfacing assumptions, and through open-minded analyses using varying conceptual frameworks and points of view

Business Acumen

• Metric Analyst: Understands and uses metrics, financial concepts, and analytic frameworks to improve HR and business results

• Strategic Integrator: Uses understanding of the industry and the organization’s processes, culture, risks, and initiatives to drive organizational results

Relationship Management

• Leadership Coach: Constructively challenges, counsels, and supports leaders to understand talent trends, consider implications, see new possibilities and achieve business performance goals

• Partnership Developer: Builds and leverages a broad network to stay aware of needs, cultivate support, understand capabilities and enhance organizational collaboration

Page 6

PART II

Interpretative Guide

Page 7

Reading and Interpreting Your Results

Your SHRPA™ report has been carefully designed to detail your results in a simple, easy-to-read fashion that offers an analysis of your consulting roles and competencies across several levels. Whether examining scores on a very specific or very general level, you should find that the results generalize to a variety of situations.

When examining your results, remember that your scores are represented in both graphic and numerical fashion) with respect to each competency and each role. The scale for each is 1 (lowest) to 5 (highest). More specifically, the scale, as indicated on the SHRPA™, is as follows:

5 = Extremely Descriptive 4 = Very Descriptive 3 = Moderately Descriptive 2 = Slightly Descriptive 1 = Not at all Descriptive

Page 8

Report Sections A Competency Summary This section averages all item ratings within a competency by the self and all rater responses. The N signifies the total number of responses received for all items in each respective competency. B Role Summary This section averages all item ratings within a role by the self and all rater responses. The N signifies the total number of responses received for all items in each respective role. C Role Summary (Ranked by Rating) This section averages all item ratings within a role by all raters and sorts them by the resulting average for highest to lowest. The N signifies the total number of responses received for all items in each respective role. D Item Results Graphical and numerical data regarding ratings for each specific item are depicted by rater group. E Self Gaps Items in which the ratings between the Self rating and the average ratings of other groups are greater than 30% are listed here. The gaps are provided for each rater group. F Highest and Lowest Rated Items The items with the highest and lowest ratings from all raters are provided in this section. The number of items listed is determined as a percentage of the total number of items in the assessment instrument. If the average is within the highest 20% of the scale, the item will not be displayed as a low rating. If the average is within the lowest 20%, the item will not be displayed as a high rating. G Comments Comments from your raters are categorized by rater group. Comments will not appear on aggregate reports.

Page 9

Rater Response

The numbers below represent the number of completed surveys submitted by each rater group prior to the deadline. Please note that these numbers do not necessarily reflect the number of responses you received on each item as some individuals may not have given you feedback on every item. These figures only represent completed, submitted assessments.

Report N

NominatedN

Response Rate

Self (Sample) 1 1 100.00%

Manager 1 1 100.00%

Direct Reports 4 4 100.00%

Peers 4 4 100.00%

Clients 4 4 100.00%

Others 3 3 100.00%

TOTAL 17 17 100.00% For non-anonymous rater groups such as Self, Manager, ratings will be shown if at least one assessment has been submitted. To preserve anonymity, our processing program will not display responses from anonymous rater groups (e.g., Direct Reports, Peers) with fewer than three submitted surveys. If fewer than three surveys have been received from a rater group, their ratings will be combined with those of another rater group. Your report will indicate which groups have been combined. For any single item with fewer than three responses in a rater group, “Insufficient Responses” will appear for that item in lieu of data.

Page 10

How to Read Your Report

HR Optimizer

Positive GapNegative Gap

Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Streamlines HR processes to minimize employee burden1

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

3.00 0 0 1 0 0

3.25 0 0 3 1 0

3.00 0 1 2 1 0

3.33 0 0 2 1 0

3.25 0 1 1 2 0

3.19 0 2 9 5 0

1 Competency Heading – This is the competency into which the items are grouped. In this

example, “HR Expertise” is shown. 2 Symbol Key – This key will be useful in determining the meaning of different symbols used

throughout the report. The horizontal arrows indicate significant gaps, either positive or negative, between the Self rating and the average rating from any other rater group.

3 Scale – In the above example, the rating scale used is a 5-point scale ranging from “Not at all

Descriptive” to “Extremely Descriptive.”

4 Item Results – This graph shows the results by rater group for a specific item. This and other similar items create a role.

5 Rater Groups – These titles depict the different rater groups that provided feedback. In this

example, responses from the participant’s Manger, Direct Reports, Peers, Others, Clients, and the participant (labeled as Self) are shown.

6 Mean Bar – The bars graphically depict the average of the ratings for each rater group. In this

example, the average of the ratings from Direct Reports is 3.25 for the item. The vertical line indicates the Self rating. This line is included so that participants can easily see the differences between their Self rating and the ratings of others.

7 Distribution – The numbers above each mean bar show the number of ratings provided for each

point on the rating scale for that particular rater group. In this example, four Direct Reports responded to the item. Of those, three provided a rating of “Moderately Descriptive” and one a rating of “Very Descriptive.”

1

3

4

5

7

2

6

HR EXPERTISE

Page 11

PART III

Your Results

SHRPA™ Competencies and Roles

Competency Summary

Section ASample, Joe

Page 12


Symbol Key

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri

ptive

HR EXPERTISE

Self

Overall

Avg.2.90

3.39

EXECUTION

Self

Overall

Avg.4.00

3.78

SELF MASTERY

Self

Overall

Avg.2.60

3.17

BUSINESS ACUMEN

Self

Overall

Avg.3.20

3.16

RELATIONSHIP MANAGEMENT

Self

Overall

Avg.3.40

3.66

© 1997-2016 Assessment+, Inc.

Role Summary

Section BSample, Joe

Page 13


Symbol Key

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri

ptive

HR EXPERTISE

HR Optimizer

Self

Overall

Avg.2.80

3.40

Talent Leader

Self

Overall

Avg.3.00

3.38

EXECUTION

Results Manager

Self

Overall

Avg.3.40

3.76

Change Agent

Self

Overall

Avg.4.60

3.79

SELF MASTERY

Trust Builder

Self

Overall

Avg.3.00

3.05

Systems Thinker

Self

Overall

Avg.2.20

3.29


Role Summary

Section BSample, Joe

Page 14


Symbol Key

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri

ptive

BUSINESS ACUMEN

Metric Analyst

Self

Overall

Avg.4.00

3.39

Strategic Integrator

Self

Overall

Avg.2.40

2.94


Leadership Coach

Self

Overall

Avg.3.60

3.98

Partnership Developer

Self

Overall

Avg.3.20

3.34


Role Summary (Ranked by Rating)

Section CSample, Joe

Page 15

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri

ptive

Leadership Coach

OverallAvg.3.98

Change Agent

OverallAvg.3.79

Results Manager

OverallAvg.3.76

HR Optimizer

OverallAvg.3.40

Metric Analyst

OverallAvg.3.39

Talent Leader

OverallAvg.3.38

Partnership Developer

OverallAvg.3.34

Systems Thinker

OverallAvg.3.29

Trust Builder

OverallAvg.3.05

Strategic Integrator

OverallAvg.2.94


HR EXPERTISE

Section DSample, Joe

Page 16


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Role: HR Optimizer

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.80 0 2 2 1 0

3.00 0 1 3 1 0

3.20 0 4 10 4 2

3.30 0 7 4 5 4

3.87 0 2 3 5 5

3.45 0 6 3 7 4

3.40 0 20 23 22 15

Streamlines HR processes to minimize employee burden1

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

3.00 0 0 1 0 0

3.25 0 0 3 1 0

3.00 0 1 2 1 0

3.33 0 0 2 1 0

3.25 0 1 1 2 0

3.19 0 2 9 5 0

Continuously searches for and identifies methods to increase the efficiency of HR administration6

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0

3.00 0 0 1 0 0

3.75 0 0 2 1 1

4.00 0 0 1 2 1

4.33 0 0 0 2 1

4.00 0 0 2 0 2

3.94 0 0 6 5 5

Tailors HR administrative systems (e.g., payroll, benefits, etc.) to the processes of the organization11

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

4.00 0 0 0 1 0

3.50 0 1 1 1 1

3.50 0 2 0 0 2

4.00 0 1 0 0 2

3.75 0 1 0 2 1

3.69 0 5 1 4 6


HR EXPERTISE


Page 17


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Identifies and removes obstacles to employee performance16

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

3.00 0 0 1 0 0

2.75 0 1 3 0 0

3.00 0 2 0 2 0

3.33 0 1 0 2 0

2.50 0 3 0 1 0

2.88 0 7 4 5 0

Recognizes and minimizes employee-related legal risks and compliance issues21

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0

2.00 0 1 0 0 0

2.75 0 2 1 1 0

3.00 0 2 1 0 1

4.33 0 0 1 0 2

3.75 0 1 0 2 1

3.31 0 6 3 3 4


HR EXPERTISE


Page 18


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Role: Talent Leader

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 3 0 1 1

3.80 0 0 2 2 1

3.20 0 8 3 6 3

3.70 0 5 3 5 7

3.13 0 6 3 4 2

3.30 0 6 5 6 3

3.38 0 25 16 23 16

Translates broad company strategies into actionable HR objectives26

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1

5.00 0 0 0 0 1

3.75 0 0 2 1 1

4.75 0 0 0 1 3

4.00 0 0 1 1 1

3.75 0 0 2 1 1

4.13 0 0 5 4 7

Establishes a positive vision of how HR can contribute to the business31

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

4.00 0 0 0 1 0

2.25 0 3 1 0 0

3.00 0 2 0 2 0

2.67 0 1 2 0 0

3.00 0 1 2 1 0

2.81 0 7 5 4 0

Encourages new thinking on ways that HR can support business success36

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

3.00 0 0 1 0 0

4.50 0 0 0 2 2

5.00 0 0 0 0 4

4.33 0 0 0 2 1

4.25 0 0 1 1 2

4.44 0 0 2 5 9


HR EXPERTISE


Page 19


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Develops HR initiatives that have the potential to improve business results41

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

4.00 0 0 0 1 0

2.00 0 4 0 0 0

3.00 0 1 2 1 0

2.67 0 2 0 1 0

3.00 0 2 0 2 0

2.75 0 9 2 5 0

Supports business by crafting HR initiatives in alignment with key business objectives46

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

3.00 0 0 1 0 0

3.50 0 1 0 3 0

2.75 0 2 1 1 0

2.00 0 3 0 0 0

2.50 0 3 0 1 0

2.75 0 9 2 5 0


EXECUTION


Page 20


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Role: Results Manager

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.40 0 0 3 2 0

3.80 0 0 2 2 1

3.70 0 3 4 9 4

3.95 0 1 7 4 8

3.60 0 1 6 6 2

3.75 0 2 6 7 5

3.76 0 7 25 28 20

Establishes clear and relevant standards of success2

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0

5.00 0 0 0 0 1

4.50 0 0 0 2 2

4.25 0 0 1 1 2

4.00 0 0 1 1 1

4.00 0 0 1 2 1

4.25 0 0 3 6 7

Holds self and others accountable by clarifying expectations, required outcomes, and deadlines7

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

4.00 0 0 0 1 0

4.25 0 0 0 3 1

4.00 0 0 2 0 2

3.67 0 0 1 2 0

4.50 0 0 0 2 2

4.13 0 0 3 8 5

Balances multiple projects and priorities to successfully manage initiatives12

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

3.00 0 0 1 0 0

3.00 0 2 1 0 1

4.25 0 0 1 1 2

3.00 0 1 1 1 0

3.50 0 2 0 0 2

3.44 0 5 4 2 5


EXECUTION


Page 21


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Tracks and reports progress against project commitments, timelines, and quality requirements17

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0

4.00 0 0 0 1 0

3.00 0 1 2 1 0

3.25 0 1 1 2 0

3.33 0 0 2 1 0

3.50 0 0 2 2 0

3.31 0 2 7 7 0

Follows projects through to completion to ensure client satisfaction22

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0

3.00 0 0 1 0 0

3.75 0 0 1 3 0

4.00 0 0 2 0 2

4.00 0 0 1 1 1

3.25 0 0 3 1 0

3.69 0 0 8 5 3


EXECUTION


Page 22


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Role: Change Agent

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.60 0 0 0 2 3

4.00 0 1 0 2 2

3.70 0 3 8 1 8

3.65 0 2 9 3 6

3.93 0 1 5 3 6

3.85 0 1 5 10 4

3.79 0 8 27 19 26

Clarifies and communicates the critical steps for change27

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

2.00 0 1 0 0 0

2.75 0 2 1 1 0

2.75 0 1 3 0 0

3.00 0 0 3 0 0

3.00 0 1 2 1 0

2.81 0 5 9 2 0

Focuses time and effort on those activities that are most critical to successful change32

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1

4.00 0 0 0 1 0

4.25 0 1 0 0 3

3.75 0 1 1 0 2

3.67 0 1 0 1 1

4.00 0 0 0 4 0

3.94 0 3 1 6 6

Anticipates and effectively works through resistance to change37

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1

5.00 0 0 0 0 1

3.50 0 0 3 0 1

4.50 0 0 1 0 3

4.33 0 0 0 2 1

4.00 0 0 1 2 1

4.13 0 0 5 4 7


EXECUTION


Page 23


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Works with leaders to support individuals and groups through difficult changes42

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

5.00 0 0 0 0 1

4.00 0 0 2 0 2

3.50 0 0 2 2 0

4.33 0 0 1 0 2

4.00 0 0 1 2 1

4.00 0 0 6 4 6

Engages others in change initiatives to build commitment47

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1

4.00 0 0 0 1 0

4.00 0 0 2 0 2

3.75 0 0 2 1 1

4.33 0 0 1 0 2

4.25 0 0 1 1 2

4.06 0 0 6 3 7


SELF MASTERY


Page 24


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Role: Trust Builder

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 2 2 0 1

2.40 0 4 0 1 0

3.05 0 8 6 3 3

3.10 0 6 6 8 0

3.00 0 4 7 4 0

3.20 0 7 3 9 1

3.05 0 29 22 25 4

Builds an environment of trust by consistently encouraging honesty and mutual respect3

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

2.00 0 1 0 0 0

3.00 0 1 2 1 0

3.00 0 1 2 1 0

3.00 0 0 3 0 0

3.25 0 1 1 2 0

3.00 0 4 8 4 0

Displays comfort, calm, and confidence when interacting with people at all levels of the organization8

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

2.00 0 1 0 0 0

2.75 0 2 1 1 0

3.25 0 1 1 2 0

3.67 0 0 1 2 0

3.25 0 1 1 2 0

3.13 0 5 4 7 0

Treats stakeholders with respect, regardless of role or responsibility13

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1

2.00 0 1 0 0 0

4.25 0 1 0 0 3

3.50 0 0 2 2 0

2.67 0 1 2 0 0

3.75 0 1 0 2 1

3.50 0 4 4 4 4


SELF MASTERY


Page 25


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Gains others' trust by striving for fairness and equity when making judgments18

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0

4.00 0 0 0 1 0

2.50 0 2 2 0 0

2.25 0 3 1 0 0

2.33 0 2 1 0 0

3.00 0 2 0 2 0

2.63 0 9 4 3 0

Builds trust through sensitivity to cultural or national differences23

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0

2.00 0 1 0 0 0

2.75 0 2 1 1 0

3.50 0 1 0 3 0

3.33 0 1 0 2 0

2.75 0 2 1 1 0

3.00 0 7 2 7 0


SELF MASTERY


Page 26


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Role: Systems Thinker

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.20 0 4 1 0 0

3.80 0 0 1 4 0

3.30 0 4 7 8 1

3.15 0 4 10 5 1

3.40 0 2 7 4 2

3.20 0 4 8 8 0

3.29 0 14 33 29 4

Explores multiple perspectives to understand problems before defining solutions28

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

3.00 0 0 1 0 0

2.75 0 2 1 1 0

3.25 0 0 3 1 0

3.33 0 0 2 1 0

3.00 0 1 2 1 0

3.06 0 3 9 4 0

Asks thoughtful questions to help understand or diagnose issues33

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

4.00 0 0 0 1 0

3.50 0 0 2 2 0

2.75 0 1 3 0 0

3.33 0 0 2 1 0

2.50 0 2 2 0 0

3.06 0 3 9 4 0

Searches for the underlying, systemic causes driving a problem38

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0

4.00 0 0 0 1 0

4.00 0 0 1 2 1

4.00 0 0 1 2 1

4.33 0 0 1 0 2

3.75 0 0 1 3 0

4.00 0 0 4 8 4


SELF MASTERY


Page 27


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Displays rigor and discipline in thinking through poorly defined issues43

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

4.00 0 0 0 1 0

3.25 0 1 1 2 0

3.00 0 1 2 1 0

3.00 0 1 1 1 0

3.00 0 1 2 1 0

3.13 0 4 6 6 0

Engages others to uncover assumptions underlying conclusions or actions48

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

4.00 0 0 0 1 0

3.00 0 1 2 1 0

2.75 0 2 1 1 0

3.00 0 1 1 1 0

3.75 0 0 1 3 0

3.19 0 4 5 7 0


BUSINESS ACUMEN


Page 28


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Role: Metric Analyst

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 1 3 1

3.00 0 2 1 2 0

3.45 0 5 5 6 4

3.25 0 7 5 4 4

3.60 0 3 4 4 4

3.40 0 7 3 5 5

3.39 0 24 18 21 17

Applies basic knowledge of financial concepts (e.g., ROI) to better understand the effects of programs, policies, and processes4

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1

4.00 0 0 0 1 0

4.25 0 0 1 1 2

3.75 0 0 2 1 1

4.33 0 0 0 2 1

4.50 0 0 1 0 3

4.19 0 0 4 5 7

Follows corporate financial metrics (e.g., revenue and profitability) to shape appropriate solutions9

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0

2.00 0 1 0 0 0

3.50 0 0 2 2 0

3.00 0 2 0 2 0

2.67 0 1 2 0 0

2.50 0 3 0 1 0

2.88 0 7 4 5 0

Considers the potential financial benefits and risks associated with talent decisions14

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

2.00 0 1 0 0 0

2.50 0 3 0 1 0

3.50 0 2 0 0 2

4.00 0 0 1 1 1

3.75 0 1 0 2 1

3.31 0 7 1 4 4


BUSINESS ACUMEN


Page 29


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Expresses ideas using appropriate business and financial terms19

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

3.00 0 0 1 0 0

4.00 0 1 0 1 2

3.50 0 0 3 0 1

4.00 0 1 0 0 2

3.50 0 1 1 1 1

3.69 0 3 5 2 6

Analyzes key business measures to understand human resource trends24

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

4.00 0 0 0 1 0

3.00 0 1 2 1 0

2.50 0 3 0 1 0

3.00 0 1 1 1 0

2.75 0 2 1 1 0

2.88 0 7 4 5 0


BUSINESS ACUMEN


Page 30


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Role: Strategic Integrator

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.40 0 4 0 1 0

2.40 0 3 2 0 0

3.20 0 4 9 6 1

3.15 0 8 3 7 2

2.87 0 6 5 4 0

2.65 0 12 3 5 0

2.94 0 33 22 22 3

Has an in-depth knowledge of different departments' cultures and operations29

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

2.00 0 1 0 0 0

3.50 0 0 2 2 0

3.50 0 1 0 3 0

2.67 0 2 0 1 0

2.75 0 2 1 1 0

3.06 0 6 3 7 0

Displays a credible understanding of how departments contribute to the organization's core work processes34

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

2.00 0 1 0 0 0

3.25 0 1 1 2 0

3.00 0 2 0 2 0

2.67 0 1 2 0 0

2.75 0 2 1 1 0

2.88 0 7 4 5 0

Draws on understanding of the organization's culture to help guide decisions39

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

3.00 0 0 1 0 0

3.75 0 0 2 1 1

4.25 0 0 1 1 2

3.00 0 1 1 1 0

2.50 0 3 0 1 0

3.38 0 4 5 4 3


BUSINESS ACUMEN


Page 31


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Follows industry and competitor trends to anticipate talent opportunities and threats44

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

2.00 0 1 0 0 0

2.25 0 3 1 0 0

2.50 0 2 2 0 0

3.33 0 0 2 1 0

2.75 0 2 1 1 0

2.63 0 8 6 2 0

Uses understanding of the organization's strengths and weaknesses in planning or decision making49

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

3.00 0 0 1 0 0

3.25 0 0 3 1 0

2.50 0 3 0 1 0

2.67 0 2 0 1 0

2.50 0 3 0 1 0

2.75 0 8 4 4 0




Page 32


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Role: Leadership Coach

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.60 0 0 3 1 1

4.00 0 1 0 2 2

3.60 0 1 11 3 5

3.75 0 0 9 7 4

4.40 0 0 2 5 8

4.25 0 2 2 5 11

3.98 0 4 24 22 30

Confers with leaders to build shared insights into talent strengths and weaknesses5

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

4.00 0 0 0 1 0

3.00 0 0 4 0 0

4.00 0 0 2 0 2

4.33 0 0 1 0 2

4.75 0 0 0 1 3

4.00 0 0 7 2 7

Engages leaders in conversations to learn from organizational successes and failures10

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0

5.00 0 0 0 0 1

4.00 0 0 2 0 2

3.50 0 0 2 2 0

4.67 0 0 0 1 2

4.00 0 0 1 2 1

4.06 0 0 5 5 6

Helps leaders identify opportunities for individual and organizational growth15

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1

5.00 0 0 0 0 1

4.00 0 0 2 0 2

3.50 0 0 2 2 0

4.00 0 0 1 1 1

5.00 0 0 0 0 4

4.19 0 0 5 3 8




Page 33


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Speaks to leaders on difficult issues, even when personally risky to do so20

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0

4.00 0 0 0 1 0

4.00 0 0 1 2 1

3.50 0 0 2 2 0

4.33 0 0 0 2 1

4.25 0 0 1 1 2

4.00 0 0 4 8 4

Tactfully challenges leaders to think differently or develop insights25

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0

2.00 0 1 0 0 0

3.00 0 1 2 1 0

4.25 0 0 1 1 2

4.67 0 0 0 1 2

3.25 0 2 0 1 1

3.63 0 4 3 4 5




Page 34


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Role: Partnership Developer

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N53.20 0 2 0 3 0

3.00 0 2 2 0 1

3.00 0 9 4 5 2

3.10 0 9 4 3 4

3.80 0 2 3 6 4

3.65 0 4 4 7 5

3.34 0 26 17 21 16

Has a network of relationships, coalitions, and alliances across the organization30

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

3.00 0 0 1 0 0

3.75 0 0 1 3 0

4.25 0 0 1 1 2

4.67 0 0 0 1 2

4.25 0 0 1 1 2

4.13 0 0 4 6 6

Maintains a broad and active network of relationships through formal and informal channels35

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

5.00 0 0 0 0 1

2.75 0 3 0 0 1

4.25 0 0 1 1 2

2.67 0 1 2 0 0

4.25 0 0 1 1 2

3.63 0 4 4 2 6

Cultivates relationships to gain understanding of the interests and needs of key stakeholders40

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0

2.00 0 1 0 0 0

3.50 0 1 1 1 1

2.25 0 3 1 0 0

4.67 0 0 0 1 2

3.50 0 1 1 1 1

3.31 0 6 3 3 4




Page 35


Symbol Key

1

Not at

all

Descri

ptive

2Slig

htly D

escri

ptive

3

Modera

tely

Descri

ptive

4Very

Des

cripti

ve

5

Extrem

ely

Descri

ptive

Engages the "right people" to get things done45

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

3.00 0 0 1 0 0

3.00 0 1 2 1 0

2.00 0 4 0 0 0

3.33 0 1 0 2 0

3.50 0 1 0 3 0

2.94 0 7 3 6 0

Proactively persuades key stakeholders to support efforts50

Self

Manager

Direct Reports

Peers

Others

Clients

Overall

Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0

2.00 0 1 0 0 0

2.00 0 4 0 0 0

2.75 0 2 1 1 0

3.67 0 0 1 2 0

2.75 0 2 1 1 0

2.69 0 9 3 4 0


Positive Self Gaps: Manager

Section ESample, Joe

Page 36

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri

ptiveItem appears in other high lists in this section

Avg. Self Gap

35Maintains a broad and active network of relationships through formal and informal channels [Partnership Developer]

3.002.005.00Self Avg.

2Establishes clear and relevant standards of success [Results Manager] 2.003.005.00

10Engages leaders in conversations to learn from organizational successes and failures [Leadership Coach]

2.003.005.00

31Establishes a positive vision of how HR can contribute to the business [Talent Leader] 2.002.004.00

41Develops HR initiatives that have the potential to improve business results [Talent Leader] 2.002.004.00

33Asks thoughtful questions to help understand or diagnose issues [Systems Thinker] 2.002.004.00

43Displays rigor and discipline in thinking through poorly defined issues [Systems Thinker]

2.002.004.00

48Engages others to uncover assumptions underlying conclusions or actions [Systems Thinker]

2.002.004.00


Negative Self Gaps: Manager


Page 37

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri

ptiveItem appears in other low lists in this section

Avg. Self Gap

13Treats stakeholders with respect, regardless of role or responsibility [Trust Builder] -3.005.002.00

SelfAvg.

27Clarifies and communicates the critical steps for change [Change Agent] -2.004.002.00

14Considers the potential financial benefits and risks associated with talent decisions [Metric Analyst]

-2.004.002.00

29Has an in-depth knowledge of different departments' cultures and operations [Strategic Integrator]

-2.004.002.00

50Proactively persuades key stakeholders to support efforts [Partnership Developer] -2.004.002.00


Positive Self Gaps: Direct Reports


Page 38

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri


Avg. Self Gap

39Draws on understanding of the organization's culture to help guide decisions [Strategic Integrator]

1.752.003.75Self Avg.

2Establishes clear and relevant standards of success [Results Manager] 1.503.004.50

46Supports business by crafting HR initiatives in alignment with key business objectives [Talent Leader]

1.502.003.50

33Asks thoughtful questions to help understand or diagnose issues [Systems Thinker] 1.502.003.50

40Cultivates relationships to gain understanding of the interests and needs of key stakeholders [Partnership Developer]

1.502.003.50


Negative Self Gaps: Direct Reports


Page 39

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri


Avg. Self Gap

50Proactively persuades key stakeholders to support efforts [Partnership Developer] -2.004.002.00

SelfAvg.

37Anticipates and effectively works through resistance to change [Change Agent] -1.505.003.50

14Considers the potential financial benefits and risks associated with talent decisions [Metric Analyst]

-1.504.002.50


Positive Self Gaps: Peers


Page 40

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri


Avg. Self Gap

39Draws on understanding of the organization's culture to help guide decisions [Strategic Integrator]

2.252.004.25Self Avg.


2.252.004.25


Negative Self Gaps: Peers


Page 41

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri


Avg. Self Gap

45Engages the "right people" to get things done [Partnership Developer] -2.004.002.00

SelfAvg.


15Helps leaders identify opportunities for individual and organizational growth [Leadership Coach]

-1.505.003.50

24Analyzes key business measures to understand human resource trends [Metric Analyst]

-1.504.002.50


Positive Self Gaps: Others


Page 42

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri


Avg. Self Gap


2.672.004.67Self Avg.

8Displays comfort, calm, and confidence when interacting with people at all levels of the organization [Trust Builder]

1.672.003.67

10Engages leaders in conversations to learn from organizational successes and failures [Leadership Coach]

1.673.004.67

25Tactfully challenges leaders to think differently or develop insights [Leadership Coach] 1.673.004.67


Negative Self Gaps: Others


Page 43

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri


Avg. Self Gap


SelfAvg.


Positive Self Gaps: Clients


Page 44

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri


Avg. Self Gap


2.252.004.25Self Avg.

48Engages others to uncover assumptions underlying conclusions or actions [Systems Thinker]

1.752.003.75


1.502.003.50


Positive Self Gaps: Overall


Page 45

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri


Avg. Self Gap


1.632.003.63Self Avg.


Negative Self Gaps: Overall


Page 46

1Not

at all

Des

cripti

ve

2Slig

htly D

escri

ptive

3Mod

eratel

y

Descri

ptive

4Very

Des

cripti

ve

5Extr

emely

Descri


Avg. Self Gap


SelfAvg.


Highest Items: Overall

Section FSample, Joe

Page 47

Avg. SelfQuestion Role

36Encourages new thinking on ways that HR can support business success Talent Leader 4.44 4.00

2 Establishes clear and relevant standards of success Results Manager 4.25 3.00

4Applies basic knowledge of financial concepts (e.g., ROI) to better understand the effects of programs, policies, and processes

Metric Analyst 4.19 5.00

15Helps leaders identify opportunities for individual and organizational growth Leadership Coach 4.19 5.00

7Holds self and others accountable by clarifying expectations, required outcomes, and deadlines Results Manager 4.13 4.00


Lowest Items: Overall

Section FSample, Joe

Page 48

Avg. SelfQuestion Role

18Gains others' trust by striving for fairness and equity when making judgments Trust Builder 2.63 3.00

44Follows industry and competitor trends to anticipate talent opportunities and threats Strategic Integrator 2.63 2.00

50Proactively persuades key stakeholders to support efforts

Partnership Developer 2.69 4.00

41Develops HR initiatives that have the potential to improve business results Talent Leader 2.75 2.00

46Supports business by crafting HR initiatives in alignment with key business objectives Talent Leader 2.75 2.00


Comments

Section GSample, Joe

Page 49

What knowledge and skills are contributing to this individual's current career successes?C1

Self

No comments submitted.

Manager


Direct Reports


Peers


Others


Clients


What is preventing this individual from contributing more strategic value to the organization? You might want to consider both external barriers as well as personal capabilities.C2

Self


Manager


Direct Reports


Peers



Comments

Section GSample, Joe

Page 50

What is preventing this individual from contributing more strategic value to the organization? You might want to consider both external barriers as well as personal capabilities.C2

Others


Clients



PART IV

Development Plan

Development Planning

Development planning will ensure that your current insights will actually help you to further develop as an HR/OD professional. This final step will allow you to use what you’ve learned to plan to address your development needs and leverage your strengths.

Follow the directions below to complete the “Addressing Development Needs” and “Leveraging Strengths” sections on the last two pages of this report.

Directions:

1. Write your goals in the first column. These should be based on the your high and low scores, differences between rater groups, and differences between your self evaluation and others’ evaluation of your performance and role importance scores.

• Target no more than three goals for addressing development needs and three goals for leveraging strengths. More goals than that will hinder your ability to focus on all of them.

• Be as specific as possible in writing your goals. For example, “Improve my ability to deal with tension between team members from different functions” is much more useful than “Improve my facilitation skills.”

2. In the second column, explain why each goal is important to you. Having a clear sense of why your goals are important should help you maintain your focus on achieving them.

3. In the third column, explain the actions you will take to achieve each goal.

• What you’ll do/change now: The specific things you can do or start immediately to begin achieving your development goals. They may involve, for example, further self-awareness exercises or resolutions to immediately change specific behaviors.

• Other developmental activities: These are the longer-term activities and changes that you plan to make. They may, for example, involve books to read, courses to take, projects to attempt, or coaching you would like to receive.

4. In the fourth column, explain what support you need from others in terms of time and/or resources. What, specifically, will you ask for? Note: Having a coach you trust and respect may be the single most important factor in achieving your development goals. A coach can support you with regular check-in meetings or periodic feedback on an as-needed basis. He or she may also be able to provide resources such as time off for training, access to experts, and so on. The

coach may be your manager or someone else with whom you have a good relationship and who can help you reach your development goals.

5. Finally, think about the obstacles you will encounter in reaching your goals and what you can do to avoid or overcome them. Two of the most common are:

• Lack of time. If time is a problem, you might try to identify certain time-efficient “practices” you can use on an everyday basis. You might also try setting aside a regular block of daily, weekly, or monthly time that you will spend working toward the goals you have set.

• Lack of support. The best remedies in this case are to identify a coach, as discussed above, and/or colleagues who have similar goals and want to work together to achieve them.

Sample Plan for Addressing Development Needs

Development Goals

Why the Goals Are Important

Actions I Will Take to Achieve Them

Support Needed

Improve my ability to facilitate teams, especially my ability to deal with tension and conflict among members from different functions.

The redesign team for the performance management system kicks off in three weeks, and there will probably be problems between the line people and those from staff. Unfortunately, I scored relatively low on powerful facilitation.

What I’ll do/change now: Ask Jack to start coaching me immediately on how he manages teams. Other activities and completion dates: Read Getting to Yes by end of month. Attend the next available conflict resolution training from Conflict Resolution Consulting.

Approval of time and funding for attending training.

Improve my understanding of the manufacturing side of the business.

I’d like to take on a generalist assignment in Manufacturing within the next 12 months.

What I’ll do/change now: Start reading the Wall Street Journal regularly. Other activities and completion dates: Look into the possibility of spending a day or so a month on the line. Consider taking some targeted business courses locally. Get coaching from Ellen about what courses to take and where.

Tuition reimbursement for courses?

Obstacles to Reaching Goals Steps to Overcome Them Lack of time!

Discuss with Ellen the possibility of temporarily reducing to 32 hours/week and/or offloading the assessment project.

Sample Plan for Leveraging Strengths

Goals for Leveraging Strengths



Support Needed

Coach others about techniques for assessing the impact of training and development of technical professionals.

We’re hiring lots of IS people right now, especially in tech support. Because of the shortage of IS people in the market, we’re forced to lower our selection standards. But our internal technical training group is inexperienced and may not be able to keep up with the demand.

What I’ll do/change now: Speak with Jack in Technical Training about coaching some of his people. Other activities and completion dates: By the end of May, I will conduct a full audit of formal training and development programs and make suggestions for improvements.

Jack’s willingness to bring me in as a coach. Approval of time and funding for sitting in on the training sessions.

Act as a mediator between departments that are being merged (managers are competing for resources).

The organization is going through a lot of change right now. As departments merge, there is competition for time, people, space, and supplies. To make sure these mergers go smoothly, we need someone to help facilitate the process.

What I’ll do/change now: Have informal conversations with the managers of the departments being merged to discover their needs and concerns. Other activities and completion dates: Create a formal schedule that walks managers through the entire merger process and details what actions they need to take. Work through the schedule together to help facilitate the merger.

Cooperation of the affected managers.

Obstacles to Reaching Goals Steps to Overcome Them Lack of desire to change existing relationships/processes.

Candid discussions with primary stakeholders to win their support.

Development Plan: Addressing Development Needs

Development Goals



Support Needed

Obstacles to Reaching Goals Steps to Overcome Them

Development Plan: Leveraging Strengths

Goals for Leveraging Strengths



Support Needed

Obstacles to Reaching Goals Steps to Overcome Them

SHRPA Report Index

Section A - Super Category Summary 12

Section B - Category Summary 13

Section C - Sorted Category Summary 15

Section D - Body 16

Section E - Self Gap High/Low 36

Section F - Average High/Low 47

Section G - Comments 49

Documents

Strategic HR Partner Assessment (SHRPA)™ Feedback Results ... · Strategic HR Partner Assessment (SHRPA)™ Feedback Results Sample, ... (Sample) 1 1 100.00% ... Sample, Joe Page