DTRQ9FO8D9N/TGDTRbzN2v4v. Sample Leader Leader Sample

Size: px
Start display at page:

Download "DTRQ9FO8D9N/TGDTRbzN2v4v. Sample Leader Leader Sample"

Transcription

1 DTRQ9FO8D9N/TGDTRbzNvv Sample Leader Leader Sample Feedback Report //0

2 About This Survey Leader Sample, //0 This multirater survey is designed to provide a basis for your professional development. As an aggregated report of the perceptions of your raters, it is intended to: Encourage candid and constructive feedback from your colleagues Help you identify your professional strengths and areas for development Establish a quantitative baseline that will allow you to assess your progress over time Enable you to compare and contrast how you view yourself with how others view you Provide a starting point for conversations about how your individual performance can be enhanced Demonstrate your openness to feedback and commitment to continuous improvement Rater Groups That Provided Feedback Rater Group # of Respondents (n) # Invited to Participate Direct reports 0 Peers Supervisors About The Rating Scale Scale Option Assigned Value n/a 0 strongly disagree disagree neutral agree strongly agree Reverse scored items: In order to make safeguard against response bias and to ensure that respondents read each question carefully, questions and 6 in each category are negatively worded. In the final report, they are "reverse scored", meaning that the response that was given is subtracted from 6. This reverse scoring ensures that in the final report, higher scores are always better. For example, if a respondent answers question "Can be distant and difficult to read at times" with a "" for "strongly disagree", that is reported as a. If the respondent answered "" for "strongly agree" with question, that is reported as a. Page of

3 Summary of All Items The chart below shows a summary of all responses sorted by Rater group. Reading the Box and Whisker Diagram. The Box and Whisker chart above is useful in summarizing and interpreting a range of data. The example chart below shows the different components of the Box and Whisker diagram and how to interpret the data. Lowest Score: This is the lowest score that the individual received from a particular Rater group. Range Box: This box represents all values falling plus or minus standard deviation from the mean. Approximately 68 percent of all scores fall within this range. Mean Marker: The center line of the graph represents the average score received from a particular Rater group. Highest Score: This value is the highest rating provided by a particular Rater group. Page of

4 Competency Summary Leader Sample, //0 Summary of all competency groups sorted by Rater group. Communication Supervisors Peers Direct reports Decision making Supervisors Peers Direct reports Developing talent Supervisors Peers Direct reports Ethics and fairness Supervisors Peers Direct reports Interpersonal style Supervisors Peers Direct reports Learning orientation Supervisors Peers Direct reports Management style Supervisors Peers Direct reports Page of

5 Motivation Supervisors Peers Direct reports Overall Supervisors Peers Direct reports Page of

6 Competency Profile The Competency Profile radar chart below shows scores for each rating group across all competencies. Radar charts are useful in easily spotting gaps between rater groups' perceptions and observations of an individual's behaviors. More favorable scores fall toward the outside of the chart. Page 6 of

7 Individual Review Items This report shows average ratings for each individual item in the review segmented by each rater group. The HI and LO columns present the highest and lowest ratings submitted by each rater group for a given review item. The N column shows the number of responses submitted in a given rater group for a particular item.. Communication Works hard to listen and connect to people Communication Provides candid and constructive feedback and is willing to have difficult conversations Communication Can be distant and difficult to read at times (Reverse Scored Item) Communication Effectively presents to large meetings and groups Communication Shares rationale for decisions whenever possible Communication Sends ambiguous signals and mixed messages (Reverse Scored Item) Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page 7 of

8 Individual Review Items (continued) 7. Communication Clearly communicates who is responsible for what Communication Becoming a better communicator over time Decision making Considers a wide array of alternatives and contingencies before making a decision Decision making 0. Involves others in the decision making process and considers their perspectives Decision making. Jumps to conclusions before gathering a sufficient amount of information (Reverse Scored Item) Decision making. Makes logical decisions and is not unduly influenced by mood or emotions Decision making. Delegates decisions appropriately when others have more expertise Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page 8 of

9 Individual Review Items (continued) Decision making. Spends too much time analyzing before making decisions (Reverse Scored Item) Decision making. Good at developing big picture strategy Decision making 6. Becoming a better decision maker over time Developing talent 7. Conveys confidence in staff, creating positive, selffulfilling expectations Developing talent 8. Cares about people and serves as a supporter and advocate to staff Developing talent 9. Does not care about developing the professional capabilities of staff (Reverse Scored Item) Developing talent 0. Works to get people the resources, training and information they need Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page 9 of

10 Individual Review Items (continued) Developing talent. Committed to building a diverse organization Developing talent Does not provide enough specific, actionable. performance feedback on an ongoing basis (Reverse Scored Item) Developing talent. Supports the worklife balance of employees Developing talent. Becoming a better developer of talent over time Ethics and fairness. Holds self to the same high ethical standards as everyone else Ethics and fairness 6. Consistently follows through on commitments Ethics and fairness 7. Plays favorites and holds people to different standards of performance (Reverse Scored Item) Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page 0 of

11 Individual Review Items (continued) Ethics and fairness 8. More concerned with organizational priorities than personal gain Ethics and fairness 9. Treats everyone with consideration and respect Ethics and fairness 0. Does not demonstrate consistency between words and actions (Reverse Scored Item) Ethics and fairness. Quick to confront others on issues of ethics or fairness Ethics and fairness. Has a reputation for being ethical and fair that is growing over time Interpersonal style. Values good working relationships and demonstrates interpersonal sensitivity Interpersonal style. Sensitive to, and respectful of, cultural differences Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page of

12 Individual Review Items (continued) Interpersonal style. Does not make people feel valued and appreciated (Reverse Scored Item) Interpersonal style 6. Takes a constructive approach to surfacing and resolving conflicts Interpersonal style 7. Constructively uses humor in the workplace Interpersonal style 8. Loses temper and expresses anger in a destructive manner (Reverse Scored Item) Interpersonal style 9. Cares about people and takes an interest in getting to know them Interpersonal style 0. Has an interpersonal style which is getting better over time Learning orientation. Open to feedback and suggestions Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page of

13 Individual Review Items (continued) Learning orientation. Able to focus, learn and perform even in high stress situations Learning orientation. Unwilling to acknowledge errors and mistakes or to apologize (Reverse Scored Item) Learning orientation. aware and able to learn from mistakes Learning orientation. Willing to challenge tradition and to experiment with new ways of doing things Learning orientation 6. Defensive and denies the validity of negative information or feedback (Reverse Scored Item) Learning orientation 7. Committed to enhancing substantive knowledge and expertise on an ongoing basis Learning orientation 8. Demonstrating more of a learning orientation over time Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page of

14 Individual Review Items (continued) Management style 9. Empowers people to make decisions and does not micromanage Management style 0. Embraces the value of teamwork and collaboration Management style. Manages by fear and intimidation (Reverse Scored Item) Management style. Is able to adapt leadership style depending on the person and situation Management style. Runs meetings effectively Management style. Becomes moody and irrational at times (Reverse Scored Item) Management style. Holds people accountable and confronts performance issues on a timely basis Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page of

15 Individual Review Items (continued) Management style 6. Becoming a better manager over time Motivation 7. Displays a high level of optimism, engagement and energy Motivation 8. Energizes and motivates people in the pursuit of common goals Motivation 9. Demotivated and demotivating to others (Reverse Scored Item) Motivation 60. Persistent and resilient in the face of obstacles and setbacks Motivation 6. Shares credit and recognizes and rewards people for their contributions Motivation Makes the mistake of assuming everyone is 6. motivated by the same things (Reverse Scored Item) Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page of

16 Individual Review Items (continued) 6. Motivation Pays attention to the morale of the organization Motivation Building skill at motivating people over time Overall I'm glad that I work with this leader Overall This leader is performing well Overall This leader's performance is improving over time Page 6 of

17 0 Highest Rated Items This report shows average ratings for each of the top 0 rated items in the review across all nonself rater groups. Average ratings for individual rater groups are also shown for easy reference. Top 0 Items All Raters Peers Supervisors Direct reports. Overall I'm glad that I work with this leader. Learning orientation Able to focus, learn and perform even in high stress situations. Overall This leader is performing well. Overall This leader's performance is improving over time. Learning orientation Open to feedback and suggestions 6. Learning orientation aware and able to learn from mistakes 7. Learning orientation Committed to enhancing substantive knowledge and expertise on an ongoing basis 8. Learning orientation Demonstrating more of a learning orientation over time 9. Communication Works hard to listen and connect to people 0. Interpersonal style Has an interpersonal style which is getting better over time Page 7 of

18 0 Lowest Rated Items This report shows average ratings for each of the bottom 0 rated items in the review across all nonself rater groups. Average ratings for individual rater groups are also shown for easy reference. Bottom 0 Items All Raters Peers Supervisors Direct reports. Decision making Jumps to conclusions before gathering a sufficient amount of information (Reverse Scored Item). Ethics and fairness Plays favorites and holds people to different standards of performance (Reverse Scored Item). Ethics and fairness Does not demonstrate consistency between words and actions (Reverse Scored Item). Developing talent Supports the worklife balance of employees. Interpersonal style Does not make people feel valued and appreciated (Reverse Scored Item) 6. Learning orientation Defensive and denies the validity of negative information or feedback (Reverse Scored Item) 7. Communication Sends ambiguous signals and mixed messages (Reverse Scored Item) 8. Developing talent Works to get people the resources, training and information they need 9. Learning orientation Unwilling to acknowledge errors and mistakes or to apologize (Reverse Scored Item) 0. Communication Can be distant and difficult to read at times (Reverse Scored Item) Page 8 of

19 Openended Comments All respondents were asked to provide openended commentary on skills. The comments below are segmented by question and are presented exactly as they were entered by the respondent. Communication: Observations/Suggestions I am happy with my team's progress this year Others Great contributions and enthusiasm Good communicator fadfafd I feel that she tries really hard all the time and she is willing to take constructive criticism. Communication is a strength dtfcgvj7tiukj, Decision making: Observations/Suggestions Feedback from the team helps me make good decisions Others Great analytic skills Needs to take more perspectives into account when making decisions Decision making is improving rcg rgâ Developing talent: Observations/Suggestions Page 9 of

20 Among my proudest accomplishments is the success of my direct reports Others This needs to be more of a priority Much more is needed in this realm He needs to focus more on developing his team Testing out comment box here.â Ethics and fairness: Observations/Suggestions This area is a top priority for me Others Great integrity No issues here Sets an example for ethics and professionalism Interpersonal style: Observations/Suggestions I have enhanced my style for the most part Others Always friendly, positive, and pleasant Great with clients Here's the test of another comment. Can be very direct at times Page 0 of

21 Learning orientation: Observations/Suggestions I always want to learn more Others Sets an example for ongoing professional development True commitment to continuous improvement Technical and organizational learning are among his top priorities Management style: Observations/Suggestions I empower my team as much as I can Others Has become more versatile and adaptable as a leader A real rising star Has responded to coaching and improved management style and approach swdfghjk Motivation: Observations/Suggestions I need to do more to keep motivation high Others Is personally motivated, but needs to do more to motivate others Needs to build own energy and team's energy Page of

22 ewrdtfy Very motivated and motivational Overall: Please share your overall observations/suggestions I am committed to ongoing development Others Great asset for the department Good and getting better Final comment test. Best boss I've ever had the good fortune of working for Page of

360-degree Feedback Best Practices

360-degree Feedback Best Practices 360-degree Feedback Best Practices A Definitive Guide to Using 360-degree Feedback 360-degree feedback best practices We ve been conducting 360-degree feedback surveys and coaching on the results for a

More information

360 Degree Feedback Report. Harry Trout

360 Degree Feedback Report. Harry Trout Survey of Organizational Excellence 360 Degree Feedback Report Prepared Especially For Harry Trout Texas State Agency (ID 750) Spring 2002 Harry Trout - Texas State Agency - Spring 2002 Introduction The

More information

Sam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL. Psychometrics Ltd.

Sam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL. Psychometrics Ltd. Sam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL ABOUT THE PSYTECH 360 APPRAISAL 360 appraisals compare an individual's self ratings on a number of behavioural competencies to the ratings

More information

Sample Behavioural Questions by Competency

Sample Behavioural Questions by Competency Competencies that support LEADING PEOPLE Change Leadership Please tell us about a time when you led a significant change in your organization and how you helped others to deal with the change. Tell me

More information

Qualities of Leadership Excellence at Sodexo. Competencies of a District Manager

Qualities of Leadership Excellence at Sodexo. Competencies of a District Manager Qualities of Leadership Excellence at Sodexo Competencies of a District Manager Helping You Reach Your Full Potential! This brochure is for you, the Sodexo district manager. It will help you to understand:

More information

INTERVIEW QUESTIONS GUIDE

INTERVIEW QUESTIONS GUIDE INTERVIEW QUESTIONS GUIDE Prepared by MBA Career Services USC Marshall School of Business March 2016 1 Table of Contents GENERAL QUESTIONS3 TOP TEN MOST ASKED QUESTIONS... 3 CAREER DIRECTION... 3 CORPORATE

More information

Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY

Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY All Rights Reserved The Hay Group IMPORTANT NOTE: The information provided in the following pages is provided for reference only. The material

More information

Supervisor Manufacturing Industry

Supervisor Manufacturing Industry Supervisor Manufacturing Industry Name: John Sample Date of Testing: 12/07/2010 Organization: Pearson Sample Corporation Introduction This report provides information about a candidate s potential fit

More information

BEHAVIORAL INTERVIEW QUESTIONS INVENTORY

BEHAVIORAL INTERVIEW QUESTIONS INVENTORY ACCOUNTABILITY/DEPENDABILITY Provide a specific example that best illustrates your ability to be counted on. Tell us about a time when you took responsibility for an error and were held personally accountable.

More information

Position Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development

Position Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development Position Title: Business Development Manager (BDM) Department: Business Development Reports to: Vice President, Business Development Overall Responsibilities The Business Development Manager is responsible

More information

SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL

SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL Partnering for Pathways to Success CSA Training & Development For more information, contact Rob Moody,(720) 913-5619 Supervisory/Management Needs Assessment

More information

Employee Performance Review

Employee Performance Review Employee Performance Review Source: Learn to Read, Inc. Review Date: Date of Last Review: Employment Date: Name: Title: Reports to: Expectation Basis Leadership Readily assumes responsibility for projects

More information

TTI TriMetrix Talent Report

TTI TriMetrix Talent Report TTI TriMetrix Talent Report Manager. 4-5-2010 Communicate Scottsdale, AZ INTRODUCTION Where Opportunity Meets Talent Research has proven that job-related talents are directly related to job satisfaction

More information

SigmaRADIUS Leadership Effectiveness Report

SigmaRADIUS Leadership Effectiveness Report SigmaRADIUS Leadership Effectiveness Report Sample Report NOTE This is a sample report, containing illustrative results for only two dimensions on which 360 performance ratings were obtained. The full

More information

St Petersburg College. Office of Professional Development. Business Skills. Finance and Accounting. Administrative Support.

St Petersburg College. Office of Professional Development. Business Skills. Finance and Accounting. Administrative Support. St Petersburg College Office of Professional Development Business Skills Finance and Accounting Finance and Accounting for Non financial Professionals Principles of Accounting and Finance Cash Flow Management

More information

50 EMPLOYEE ENGAGEMENT. IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT

50 EMPLOYEE ENGAGEMENT. IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT 50 EMPLOYEE ENGAGEMENT IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT ! 50 EMPLOYEE ENGAGEMENT IDEAS and TIPS: 50 EMPLOYEE ENGAGEMENT IDEAS AND TIPS 1 2 3 4 5 BE A BETTER BOSS! Immediate manager

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

EMOTIONAL INTELLIGENCE ABILITY TO IDENTIFY AND MANAGE ONE S OWN AND OTHERS EMOTIONS. 2013 Hogan Assessment Systems Inc.

EMOTIONAL INTELLIGENCE ABILITY TO IDENTIFY AND MANAGE ONE S OWN AND OTHERS EMOTIONS. 2013 Hogan Assessment Systems Inc. EQ THE EMOTIONAL INTELLIGENCE ABILITY TO IDENTIFY AND MANAGE ONE S OWN AND OTHERS EMOTIONS. Report for John Doe ID HC243158 Date 27 February,2014 2013 Hogan Assessment Systems Inc. Introduction The Hogan

More information

Qualities of Leadership Excellence at Sodexo. Competencies of a Sales Executive or Sales Vice President

Qualities of Leadership Excellence at Sodexo. Competencies of a Sales Executive or Sales Vice President Qualities of Leadership Excellence at Sodexo Competencies of a Sales Executive or Sales Vice President Helping You Reach Your Full Potential! This brochure is for you, the Sodexo sales executive or sales

More information

An Organizational Analysis of Leadership Effectiveness and Development Needs

An Organizational Analysis of Leadership Effectiveness and Development Needs An Organizational Analysis of Leadership Effectiveness and Development Needs Prepared For LGI Sample Organization All Raters 12 March 2015 Number of Responses = 10 2015 Center for Creative Leadership.

More information

U.S. Office of Personnel Management 2015 Federal Employee Viewpoint Survey Results for the U.S. Environmental Protection Agency

U.S. Office of Personnel Management 2015 Federal Employee Viewpoint Survey Results for the U.S. Environmental Protection Agency 1 U.S. Office of Personnel Management 2015 Federal Employee Viewpoint Survey Results for the U.S. Environmental Protection Agency The Office of Personnel Management s Federal Employee Viewpoint Survey

More information

WHO GLOBAL COMPETENCY MODEL

WHO GLOBAL COMPETENCY MODEL 1. Core Competencies WHO GLOBAL COMPETENCY MODEL 1) COMMUNICATING IN A CREDIBLE AND EFFECTIVE WAY Definition: Expresses oneself clearly in conversations and interactions with others; listens actively.

More information

Leadership Effectiveness Survey

Leadership Effectiveness Survey Survey Product Overview - Survey (LES) The Survey (LES) is a 360 multi-rater feedback process providing experienced professionals with an opportunity to receive feedback on their job performance from the

More information

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs)

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs) EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen

More information

Core Competency Descriptors

Core Competency Descriptors Core Competency Descriptors The following is a list of more specific descriptions of the University s eight core competencies. The list is intended to support performance management and development. Please

More information

UCR Core Competency Model Behavioral Indicators

UCR Core Competency Model Behavioral Indicators UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational

More information

360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com

360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com 60 feedback Manager Development Report name: email: date: Sample Example sample@example.com 9 January 200 Introduction 60 feedback enables you to get a clear view of how others perceive the way you work.

More information

EMOTIONAL INTELLIGENCE. Distributed by: Performance Programs, Inc. www.performanceprograms.com 1-860-388-9422

EMOTIONAL INTELLIGENCE. Distributed by: Performance Programs, Inc. www.performanceprograms.com 1-860-388-9422 EQ THE EMOTIONAL INTELLIGENCE ABILITY TO IDENTIFY AND MANAGE ONE S OWN AND OTHERS EMOTIONS. Report for John Doe ID HB690564 Date July 22, 2013 2013 Hogan Assessment Systems Inc. Introduction The Hogan

More information

Behaviourally Based Questions

Behaviourally Based Questions Behaviourally Based Questions Index 1 HOW TO WRITE BEHAVIOURALLY BASED QUESTIONS Page 2 2 SAMPLE BEHAVIOURAL QUESTIONS Page 3 3 SAMPLE BEHAVIOURALLY BASED QUESTIONS FROM RIGHT JOB, RIGHT PERSON! CAPABILITY

More information

Sample 360 Degree Feedback Report. For Terry Smith. Designed by Human Resources Consulting For XYZ Corporation

Sample 360 Degree Feedback Report. For Terry Smith. Designed by Human Resources Consulting For XYZ Corporation Sample 360 Degree Feedback Report For Designed by Human Resources Consulting For XYZ Corporation Survey opened 15 February, 2007 Number of responses: 11 Manager: 1 Direct Reports: 5 Peers: 4 : 1 2007 About

More information

P R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP

P R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP P R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP INSPIRING LEADERSHIP Who Should Enroll The Inspiring Leadership Program is designed for: New supervisors, managers,

More information

LEADERSHIP DEVELOPMENT

LEADERSHIP DEVELOPMENT RESEARCH RESULTS CLIENT RESEARCH RESULTS BY: JAZMINE BOATMAN CONSULTANT, CABER REALIZATION RESULTS: Trainees reported a 90 percent improvement in the number of leaders displaying positive leadership behaviors

More information

INTERVIEW QUESTIONS: ADVICE AND GUIDANCE

INTERVIEW QUESTIONS: ADVICE AND GUIDANCE INTERVIEW QUESTIONS: ADVICE AND GUIDANCE Although interviews can vary tremendously, from an informal chat to a panel interview, some questions always seem to crop up. It would be a good idea to review

More information

Running Head: 360 DEGREE FEEDBACK 1. Leadership Skill Assessment: 360 Degree Feedback. Cheryl J. Servis. Virginia Commonwealth University

Running Head: 360 DEGREE FEEDBACK 1. Leadership Skill Assessment: 360 Degree Feedback. Cheryl J. Servis. Virginia Commonwealth University Running Head: 360 DEGREE FEEDBACK 1 Leadership Skill Assessment: 360 Degree Feedback Cheryl J. Servis Virginia Commonwealth University 360 DEGREE FEEDBACK 2 Leadership Skill Assessment: 360 Degree Feedback

More information

South Carolina Budget and Control EPMS Performance Characteristics

South Carolina Budget and Control EPMS Performance Characteristics South Carolina Budget and Control EPMS Performance Characteristics The following menu of performance factors serves as a guideline or sample for developing performance factors for use with the Employee

More information

DATA COLLECTION: UNDERSTANDING SKILLS

DATA COLLECTION: UNDERSTANDING SKILLS DATA COLLECTION: UNDERSTANDING SKILLS Skills refer to abilities or talents that an individual does or does not possess. They highlight personal strengths and weaknesses. While interests and motivations

More information

COMMON INTERVIEW QUESTIONS

COMMON INTERVIEW QUESTIONS COMMON INTERVIEW QUESTIONS Accomplishments and Achievements: In addition to your educational and professional experiences, what else would you like us to know about you in order to make an appropriate

More information

Performance Evaluation Rating Descriptions

Performance Evaluation Rating Descriptions The following rating descriptions are examples of the behaviors employees would be demonstrating at each of the four levels of performance. These examples should assist the supervisor and employee during

More information

Employee Engagement Survey Results. Sample Company. All Respondents

Employee Engagement Survey Results. Sample Company. All Respondents Employee Engagement Survey Results All Respondents Summary Results from 246 Respondents February, 2009 Table of Contents All Respondents (n = 246) 1 Employee Engagement Two-Factor Profile of Employee Engagement

More information

PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC)

PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC) PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC) NAME: JOB TITLE: This worksheet should be given to the employee prior to the scheduled performance review. The employee should complete

More information

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director GLOBAL FINANCIAL PRIVATE CAPITAL, LLC Job Description JOB TITLE: Compliance Director SUMMARY: This position is primarily responsible for serving as the manager and supervisor within the Compliance Department

More information

Team working. & Interpersonal Skills. Overview

Team working. & Interpersonal Skills. Overview Team working & Interpersonal Skills Overview COMMUNICATION SKILLS, INTERPERSONAL RELATIONS AND TEAM BUILDING 1 The workforce is continuously facing challenges from pressure of workload, working with groups/teams/stakeholders

More information

BC Public Service Competencies

BC Public Service Competencies BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using

More information

John Sample January 15, 2014. Leadership Intelligence. 360 Feedback Report. Individual Report for Business Leaders

John Sample January 15, 2014. Leadership Intelligence. 360 Feedback Report. Individual Report for Business Leaders John Sample January 5, 20 Leadership Intelligence 360 Feedback Report Individual Report for Business Leaders Date: January 5, 20 Introduction Your Leadership Intelligence Report collects feedback about

More information

Centre for Learning and Development

Centre for Learning and Development The Leadership and Management Development Strategy was developed to endorse learning and development opportunities to strengthen the leadership and management capacity of the Newfoundland and Labrador

More information

Resource Management FORM 1

Resource Management FORM 1 FORM 1 This competency self-assessment process is designed to help you identify your areas of strength and areas for development as a leader/manager in the Public Service of Newfoundland and Labrador.

More information

MSU LEAD (Leadership Excellence and Development) Competency Model

MSU LEAD (Leadership Excellence and Development) Competency Model Reference #1 MSU LEAD (Leadership Excellence and Development) Competency Model Leadership Behavior Categories (pages 2-4) A. Thinking strategically/visionary B. Leading change C. Communicating D. Building

More information

Clinical Social Work Team Leader

Clinical Social Work Team Leader Career Service Authority Clinical Social Work Team Leader Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Performs supervisory duties over professional social workers engaged in performing a variety of social

More information

DEPARTMENT OF OF HUMAN RESOURCES. Career Planning and Succession Management Resources

DEPARTMENT OF OF HUMAN RESOURCES. Career Planning and Succession Management Resources DEPARTMENT OF OF HUMAN RESOURCES Career Planning and Succession Management Resources CONTENTS: ASSESSMENT TOOLS... 3 Work Personality Index (WPI)... 3 Myers Briggs Type Indicator (MBTI)... 3 Multiple Perspective

More information

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit JOB TITLE NAME UNIT REPORTS TO JOB FAMILY Organizational Development Specialist Vacant Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

More information

A Guide To Understanding Your 360- Degree Feedback Results

A Guide To Understanding Your 360- Degree Feedback Results A Guide To Understanding Your 360- Degree Feedback Results 1 Table of Contents INTRODUCTION CORE BELIEFS... 1 PART ONE: UNDERSTANDING YOUR FEEDBACK... 2 360 Degree Feedback... 2 Evaluate Your Effectiveness...

More information

Supervisory Competency Model

Supervisory Competency Model Supervisory Competency Model INTERPERSONAL SKILLS 1. Building Positive Working Relationships 2. Building Trust 3. Communication Skills LEADERSHIP SKILLS 4. Identifying and Mobilizing Resources 5. Initiating

More information

Assessing Candidates For Executive-Level Roles

Assessing Candidates For Executive-Level Roles Assessing Candidates For Executive-Level Roles As the business environment continually changes and adapts to the economy and other external factors, recruitment demands well-defined strategies for employees

More information

PERFORMANCE EXCELLENCE. CAPABILITY Dictionary

PERFORMANCE EXCELLENCE. CAPABILITY Dictionary PERFORMANCE EXCELLENCE CAPABILITY Dictionary Introduction The is to be used in the preparation of Position Descriptions at the University, to identify the capabilities and the associated behaviours required

More information

Principles of Supervision MGT 2220 Chapter 8 The Supervisor as Leader

Principles of Supervision MGT 2220 Chapter 8 The Supervisor as Leader Principles of Supervision MGT 2220 Chapter 8 The Supervisor as Leader If people see you looking out only for your own best interests, they will not follow you. - Carlos Gutierrez, U.S. Secretary of Commerce

More information

John Smith. Your feedback report and personal development plan. Your results Pages 2-5. Your personal development plan Pages 6-7

John Smith. Your feedback report and personal development plan. Your results Pages 2-5. Your personal development plan Pages 6-7 John Smith Your feedback report and personal development plan June 23 Your results Pages 2-5 Your personal development plan Pages 6-7 Appendix: Detailed results Pages 8-6 Your results This 4-page summary

More information

Interview Guide Chris Park

Interview Guide Chris Park Interview Guide Chris Park Work Strengths Generated on: 15-Jan-2013 Page 2 2011 Saville Consulting. All rights reserved. Contents Introduction to Interview Guide...3 Interview Scores Summary...4... 5 Interview

More information

Learning for the Future. Professional Development Process Support Guide

Learning for the Future. Professional Development Process Support Guide Learning for the Future Professional Development Process Support Guide BCIT Human Resources June 2010 2 P a g e P r o f e s s i o n a l D e v e l o p m e n t P r o c e s s Table of Contents Section Page

More information

SCQ. Sales Competencies Questionnaire. Sales Competencies Report. Example Report

SCQ. Sales Competencies Questionnaire. Sales Competencies Report. Example Report SCQ Sales Competencies Questionnaire Sales Competencies Report Example Report Introduction The Sales Competencies Questionnaire (SCQ) measures your current selling skills and style by asking you to rate

More information

Definitions LEADERSHIP ACTIVE COMMUNICATION INTERPERSONAL DYNAMICS DECISION MAKING PROBLEM SOLVING MANAGING PROCESS SELF-MANAGEMENT

Definitions LEADERSHIP ACTIVE COMMUNICATION INTERPERSONAL DYNAMICS DECISION MAKING PROBLEM SOLVING MANAGING PROCESS SELF-MANAGEMENT Caliper defines competencies as bundles of personal attributes that come together with the work environment to give rise to strong performance in business-critical outcome areas. The following is a list

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

More information

SKILLPORT TRAINING GUIDE

SKILLPORT TRAINING GUIDE Administrative Communication Customer Service Leadership Management Performance Personal Development Team Work SKILLPORT elearning https://uh.skillport.com/skillportfe/login.action Log In Information User

More information

Interview Questions. Change Management

Interview Questions. Change Management Interview Questions Colleges and units are required to develop a core set of questions for each selection process as a mechanism for gathering consistent information about each candidate they consider.

More information

Therapist Supervisor

Therapist Supervisor Career Service Authority Therapist Supervisor Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Performs supervisory duties over professional mental health therapists engaged in performing a variety of social

More information

Performance Development

Performance Development MIT Human Resources Performance Development A Toolkit for Managers Table of Contents The Vision for Performance Development at MIT.. 2 What do we mean by "Baseline" and "Best" Practices?... 3 MIT Performance

More information

Job Description. Essential Duties and Responsibilities include the following. Other duties may be assigned.

Job Description. Essential Duties and Responsibilities include the following. Other duties may be assigned. Job Description Job Title: FLSA Status: Exempt Level: 1 Department: Technical Reports To: Help Desk Supervisor Date: February 2012 Overview: River Run is seeking to hire a full-time to assist with the

More information

SELF PACED ON-LINE COURSES

SELF PACED ON-LINE COURSES SELF PACED ON-LINE COURSES CFT Upstate NY offers hundreds of self paced on-line courses in conjunction with the Business Training Library. These courses take one to six hours to complete and include learning

More information

Session: Sally Sample - 2010

Session: Sally Sample - 2010 Session: Sally Sample - 2010 Raters SELF BOSS 1 BOSS 2 PEER 1 SUB 1 SUB 2 CUSTOM 1 CUSTOM 2 Sally Sample Peter Atkins Calina Chaplin Amanda Able Harry Hall Liz Howard Sue Nesbit Ricky Rorke 1/33 Overall

More information

Kenya Revenue Authority (KRA)

Kenya Revenue Authority (KRA) Kenya Revenue Authority (KRA) Chief Manager - HR Development and Performance Management Job details Reference Number: KRA/HR02/14 Job Title: Chief Manager - HR Development and Performance Management Supervisor:

More information

Examples of Behavior Statements- What does "below", "meets" and "exceeds" expectations really mean?

Examples of Behavior Statements- What does below, meets and exceeds expectations really mean? Examples of Behavior Statements- What does "below", "meets" and "exceeds" expectations really mean? Manager Role MANAGER ROLE: Supports OU s strategic objectives by accomplishing results through others.

More information

INTERVIEWING QUESTIONS

INTERVIEWING QUESTIONS INTERVIEWING QUESTIONS THE EMPLOYERS INTERVIEW PERSPECTIVE Interviewers want to determine if you are a fast learner, a good problem-solver, and a versatile, goal-directed person, whether you will fit the

More information

DRAFT. Using Leadership Competencies

DRAFT. Using Leadership Competencies DRAFT Using Leadership Competencies Tips and Tools for using Leadership Competencies in: Developing Position Qualifications / Selection & Interviewing Performance Management Professional Development Succession

More information

TOWN OF GREENWICH MANAGEMENT GOAL SETTING AND PERFORMANCE EVALUATION UNREPRESENTED MANAGEMENT EMPLOYEE SELF- EVALUATION FORM

TOWN OF GREENWICH MANAGEMENT GOAL SETTING AND PERFORMANCE EVALUATION UNREPRESENTED MANAGEMENT EMPLOYEE SELF- EVALUATION FORM Employee Name: Position: Supervisor Conducting Evaluation: Evaluation Period: through PART I - PERFORMANCE PLANNING Both Section A and Section B are to be completed at the beginning of the annual performance

More information

POD Quarterly Courses & Related Competencies

POD Quarterly Courses & Related Competencies POD Quarterly Courses & Related Competencies Competencies are skills or behaviors that are essential for success in specific roles. In this document, you ll find more than twenty competencies as defined

More information

Samples of Interview Questions

Samples of Interview Questions Human Resources/Payroll Introductory/Warm-Up/Rapport Building How did you find out about this job opening? What attracted you to this position? What do you know about our organization? Why are you considering

More information

360-DEGREE FEEDBACK. Performance Management Series Part II. By Leslie A. Weatherly, SPHR, HR Content Expert

360-DEGREE FEEDBACK. Performance Management Series Part II. By Leslie A. Weatherly, SPHR, HR Content Expert 360-DEGREE FEEDBACK Performance Management Series Part II By Leslie A. Weatherly, SPHR, HR Content Expert Note: This Dilbert strip is not part of the SHRM article. What is 360-Degree Feedback? The 360-degree

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

Complete List of Behavioral Interview Questions

Complete List of Behavioral Interview Questions Complete List of Behavioral Interview Questions Interviewing by Alex Rudloff on May 21st, 2007 Behavioral Interviewing, a style of interviewing that is increasing in popularity due to its effectiveness,

More information

Complete List of Behavioral Interview Questions. Interviewing. by Alex Rudloff

Complete List of Behavioral Interview Questions. Interviewing. by Alex Rudloff Complete List of Behavioral Interview Questions Interviewing by Alex Rudloff Behavioral Interviewing, a style of interviewing that is increasing in popularity due to its effectiveness, can be an intimidating

More information

TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL

TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL DRAFT TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL An initial draft proposal to determine the scale, scope and requirements of a team productivity development improvement program for a potential client Team

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

TTI TriMetrix HD. Ten months after applying TriMetrix HD, we were able to eliminate turnovers completely in a market with historical rates of 50%.

TTI TriMetrix HD. Ten months after applying TriMetrix HD, we were able to eliminate turnovers completely in a market with historical rates of 50%. DISCOVER ENGAGE ADVANCE PERFORM Discover and Advance your Talent with TTI TriMetrix HD Ten months after applying TriMetrix HD, we were able to eliminate turnovers completely in a market with historical

More information

for Sample Company November 2012

for Sample Company November 2012 for Sample Company November 2012 Sample Company 1800 222 902 The Employee Passion Survey Passionate employees are focused, engaged and committed to doing their best in everything they do. As a result,

More information

Leadership Development Program (Level I and Level II)

Leadership Development Program (Level I and Level II) Leadership Development Program (Level I and Level II) PR O GR A M OV ER V IE W Our Leadership Development Programs (LDP Level I and Level II) are designed to address the development needs of managers and

More information

Making the Transition to Management

Making the Transition to Management Making the Transition to Management Overview Advice on making the move to a management or supervisory position. Mistakes new managers often make The pressures and challenges new managers face Tips for

More information

CIVIC AND COMMUNITY LEADERSHIP COACH CERTIFICATION. Overview of the certification criteria and process

CIVIC AND COMMUNITY LEADERSHIP COACH CERTIFICATION. Overview of the certification criteria and process CIVIC AND COMMUNITY LEADERSHIP COACH CERTIFICATION Overview of the certification criteria and process CONTENTS Purpose of the Civic and Community Leadership Coach Certification..................................................

More information

Staff Survey Action Plan

Staff Survey Action Plan Staff Survey Action Plan Presented by Lisa Yarr and Marianne King on behalf of the Staff Forum to the Leadership Team of Somerset CCG 11 June 2015 Our approach: 5. Response required from the Leadership

More information

Sample Behavioral-Based Interview Questions

Sample Behavioral-Based Interview Questions Sample Behavioral-Based Interview Questions Background, skills overview, job/culture fit Communication Skills Confirmation of a work requirement Conflict Management/ Resolution Coping Skills/ Resilience

More information

Sample Interview Questions

Sample Interview Questions General Questions: Sample Interview Questions 1. Tell me about yourself. 2. Where do you want to be in the next five years? 3. Why do you want this position? 4. Why this position and why now? 5. When were

More information

Leadership Assessment Instrument Feedback Results

Leadership Assessment Instrument Feedback Results Leadership Assessment Instrument Feedback Results January 0 Introduction Leadership seems to be the marshaling of skills possessed by a majority but used by a minority. But it's something that can be learned

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

Taking the Nadler EI Self-Assessments

Taking the Nadler EI Self-Assessments Page 1 Taking the Nadler EI Self-Assessments Thank you for your interest in assessing your Emotional Intelligence (EI). In leadership development and succession planning one of the first places to start

More information

LEADERSHIP DEVELOPMENT FRAMEWORK

LEADERSHIP DEVELOPMENT FRAMEWORK LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,

More information

Behavioral Interview Questions

Behavioral Interview Questions Behavioral Interview Questions Carnegie Mellon has identified five core competencies that are required of all employees for success at the university. These are: Customer Service Teamwork Initiative Leadership

More information

» Kienbaum 360 Degree Feedback

» Kienbaum 360 Degree Feedback » Kienbaum 360 Degree Feedback Develop leaders. Improve leadership quality. What we offer 2» The Challenge 3 Self-reflected, authentic, confident Why leadership quality is so important good leaders make

More information

Business Analyst Position Description

Business Analyst Position Description Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

Sally Sample 24 August 2010

Sally Sample 24 August 2010 candidate interview report Sally Sample 24 August 2010 preface The RPMQ is a self-report questionnaire designed to measure characteristics that are important in the occupational setting. These characteristics

More information

PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE

PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE Module 2 Coaching and Performance with the GPC Strategic Plan Agenda 1. Performance Management Process The Next Plateau 2. Aspects

More information

Cross Reference Guide

Cross Reference Guide CPS Human Resource Services May 2009 CPS Training Center Courses & The Competency Dictionary from California State s Human Resource Modernization Project Cross Reference Guide Submitted By: CPS Human Resource

More information