Development Planning Guide. e t. A s s e s. Executive Dimensions Benchmarks. i u. Prospector 360 By Design. s m. 360 By Design

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Development Planning Guide. e t. A s s e s. Executive Dimensions Benchmarks. i u. Prospector 360 By Design. s m. 360 By Design"

Transcription

1 Development Planning Guide A s s e s Executive Dimensions Benchmarks s m Prospector 360 By Design e n t S i u e t 360 By Design

2

3 360 By Design Development Planning Guide The Center for Creative Leadership gratefully acknowledges the contribution of the following individuals whose work and dedication made the 360 By Design Development Planning Guide possible: Lead Contributors Jean Brittain Leslie Cynthia D. McCauley Contributors Dawn Barts Craig Chappelow Nancy Staley To cite from this report, please use the following as your reference. Leslie, J.B. & McCauley, C.D. (2013) 360 By Design Development Planning Guide. Greensboro, NC: Center for Creative Leadership. Copyright 2013 Center for Creative Leadership. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

4 2

5 Table of Contents Introduction - 4 I. Analyze Your Results Strengths Development Needs Prioritize Your Results Insights from Your Feedback - 12 II. Define Your Development Goals - 14 III. Create Your Development Plan Sample Development Planning Worksheet Development Planning Worksheets - 18 IV. Seek Feedback and Support for Your Plan - 24 V. Implement Your Plan

6 Introduction This Development Planning Guide is designed to help you analyze your feedback, identify development opportunities based on your results, determine what actions to take, and create a development plan to increase your effectiveness. The Development Planning Guide follows the process outlined below. 360 By Design Development Planning Process Analyze Your Results Define Your Development Goals Create Your Development Plan Seek Feedback & Support for Your Plan Implement Your Plan 4

7 I. Analyze Your Results Your 360 By Design Feedback Report contains a wealth of data. To help you analyze your data, use the following exercises to identify themes from your report: Summarize your strengths from different perspectives Summarize your development needs from different perspectives Compare your results with what is important for success in your organization Articulate what you have learned. The questions in the exercises are purposely broad. For example, on the first exercise, you are asked to identify at least two things from the perspective of each rater group that you do well as a leader. The two things can come from anywhere in your report (e.g., item-level data, overview charts, written comments) or from a theme you noticed in the report. You have the best view of what do well means. Is it a 5 rating on an item? Is it a high score compared to the norm group? There is no wrong or right way to complete these worksheets the purpose is to challenge you to synthesize and summarize your feedback. 5

8 I. Analyze Your Results Exercise A: Strengths Identify at least two things from the perspective of each rater group that you do well as a leader. Self Boss Superior Peers Direct Reports

9 Analyze Your Results I. Strengths, continued Identify at least two things from the perspective of each rater group that you do well as a leader. Others What themes or patterns do you see across rater groups? 7

10 I. Analyze Your Results Exercise B: Development Needs Identify at least two things from the perspective of each rater group that you do least well as a leader. Self Boss Superior Peers Direct Reports

11 Analyze Your Results I. Development Needs, continued Identify at least two things from the perspective of each rater group that you do least well as a leader. Others What themes or patterns do you see across rater groups? 9

12 I. Analyze Your Results Exercise C: Prioritize Your Results Use the space below to answer the following questions: Which of your strengths are most important for continued success in your organization? Which of your development needs are most important for continued success in your organization? Which of your mid-range capabilities (not clearly a strength or development need) are most important for continued success in your organization? Strengths Most Important for Continued Success Make sure you continue to leverage these strengths. Pay attention to how you can use them in new contexts and situations. Development Needs Most Important to Address for Continued Success Consider the risks of ignoring these needs. Although improving any of these requires focused effort, not improving can impact your job and career success. 10

13 Analyze Your Results I. Prioritize Your Results, continued Mid-Range Capabilities Most Important for Continued Success Consider the advantages of continuing to sharpen these capabilities. Going from average to great can benefit you and the organization. 11

14 I. Analyze Your Results Exercise D: Insights from Your Feedback 1 What surprises (good and bad) did you find in your feedback? 2 How would you now describe your strengths as a leader? 3 Which of your development needs or mid-range capabilities, if improved, could contribute the most to your effectiveness as a leader? 12

15 Analyze Your Results I. Insights from Your Feedback, continued 4 Do your rater groups view you the same way? If not, how would you summarize the differences? Do any of these differences impact your effectiveness? 5 What questions does the feedback raise? What do you need more information about before you can make sense of your feedback? 6 What else did you learn from your feedback that is important to note? 7 Has your self-perception changed as a result of your feedback? In what way? 13

16 II. Define Your Development Goals Use your 360 By Design Feedback Report as a catalyst for setting development goals. Identify two or three goals for focus. Consider the following approaches to selecting a topic for goal setting: Identify a strength to capitalize on Choose a mid-range capability and make it stronger Identify a weakness and transform it into a mid-range strength Compensate for a weakness by creating strategies to work around it. Create a specific goal that: Motivates and energizes you Will help you be more effective in your current or future position Links organizational goals with your personal career goals. Instructions: In the space below, identify two or three goals that you will set as a result of your feedback. Remember to select clear, specific, and attainable goals. Goal 1 Goal 2 Goal 3 NOTE: Transfer your goals to the Goal area on your Development Planning Worksheets in Section III. 14

17 III. Create Your Development Plan Successful development has three imperatives: Leaders need feedback on strengths and problems that impact long-term success as a manager. Feedback increases self-awareness, which can help us respond to the variety of situations we must face. Leaders need variety in leadership challenges, which is the major vehicle by which we learn to handle different types of people and jobs. Through a variety of leadership challenges, we become aware of development gaps discrepancies between what we have done and what we now need to do. Each time that we close these gaps we develop new skills and acquire new perspectives. Leaders need the ability to learn from experience. We can gain this by increasing the variety of ways in which we learn, rather than by simply repeating our habits from the past. Increasing the variety of learning tactics you use can improve your ability to learn from experience. Reviewing your 360 By Design feedback has provided you with some insight about your strengths and development needs. To address the goals that you have identified, we have included a sample worksheet plus a few blank worksheets for you to use to create your development plans. Please use one worksheet for each goal. Completing Your Development Planning Worksheets Use the worksheet to draft your plan. Then discuss your plan with your boss and others who will be in a position to support your efforts to learn new skills and develop new directions. 15

18 III. Create Your Development Plan Development Planning Worksheet Example Goal Specific Development Goal: I will push decisions down give direct reports decision-making power, a sense of ownership and greater visibility. 360 By Design Competency: Leading employees Expected Outcomes What will be different? Direct reports will not always come to me. Work and rewards will be shared, leading to more challenge and greater job satisfaction. How will my organization or workgroup benefit? Better developed/ prepared managers. Better decisions and increased effectiveness because of the synergy. What will I gain by achieving the goal and participating in the process? Improved relationships with staff; more time for longer-term, strategic issues. Developmental Tactics (choose two or three different tactics to help you accomplish your goal) Look for ways in your current job or outside the workplace to practice new behaviors Get a coach Talk with previous job incumbents, meet with others who have faced similar challenges, talk to experts Seek support from trusted others Observe the behaviors of effective people, seek role models, practice effective behaviors Training, reading, course work Other, please specify: 16

19 Create Your Development Plan III. Development Planning Worksheet Example, continued Trade-offs and Obstacles What will I have to give up? Time and efficiency. It was faster and easier to do it myself. Control. I like to decide when and how things get done. What obstacles or difficulties may exist? How will I manage them? May be difficult to let go. Staff will probably make mistakes. Have to keep in mind long-term development of all of us as well as the benefits of a team/ shared approach. 17

20 III. Create Your Development Plan Development Planning Worksheet 1 Goal Specific Development Goal: 360 By Design Competency: Expected Outcomes What will be different? How will my organization or workgroup benefit? What will I gain by achieving the goal and participating in the process? Developmental Tactics (choose two or three different tactics to help you accomplish your goal) Look for ways in your current job or outside the workplace to practice new behaviors Get a coach Talk with previous job incumbents, meet with others who have faced similar challenges, talk to experts Seek support from trusted others Observe the behaviors of effective people, seek role models, practice effective behaviors Training, reading, course work Other, please specify: 18

21 III. Development Planning Worksheet 1, continued Trade-offs and Obstacles What will I have to give up? What obstacles or difficulties may exist? How will I manage them? 19

22 III. Create Your Development Plan Development Planning Worksheet 2 Goal Specific Development Goal: 360 By Design Competency: Expected Outcomes What will be different? How will my organization or workgroup benefit? What will I gain by achieving the goal and participating in the process? Developmental Tactics (choose two or three different tactics to help you accomplish your goal) Look for ways in your current job or outside the workplace to practice new behaviors Get a coach Talk with previous job incumbents, meet with others who have faced similar challenges, talk to experts Seek support from trusted others Observe the behaviors of effective people, seek role models, practice effective behaviors Training, reading, course work Other, please specify: 20

23 III. Development Planning Worksheet 2, continued Trade-offs and Obstacles What will I have to give up? What obstacles or difficulties may exist? How will I manage them? 21

24 III. Create Your Development Plan Development Planning Worksheet 3 Goal Specific Development Goal: 360 By Design Competency: Expected Outcomes What will be different? How will my organization or workgroup benefit? What will I gain by achieving the goal and participating in the process? Developmental Tactics (choose two or three different tactics to help you accomplish your goal) Look for ways in your current job or outside the workplace to practice new behaviors Get a coach Talk with previous job incumbents, meet with others who have faced similar challenges, talk to experts Seek support from trusted others Observe the behaviors of effective people, seek role models, practice effective behaviors Training, reading, course work Other, please specify: 22

25 III. Development Planning Worksheet 3, continued Trade-offs and Obstacles What will I have to give up? What obstacles or difficulties may exist? How will I manage them? 23

26 IV. Seek Feedback and Support for Your Plan In order to know if your plan is effective, you will need to involve others in the planning process. Share your goals and tactics for achieving those goals with your boss. Discuss any concerns your boss may have about your goals. Tell your boss where you need help implementing your plan adding new responsibilities to your job, attending a training program, accessing a coach. Decide on a schedule for completing your plan and for check-in times as you implement your plan. Share your goals with your direct reports. Describe why you have chosen these goals (e.g., what you learned from your feedback, how achieving the goals will make you more effective, what s important to you about the goals). Surface and discuss any concerns or questions they have about your goals. Let them know what specific help you are seeking from them as you pursue your goals. Seek out input from others in refining your development plan. If you use role models or coaches, discuss your development plan with your coach or role model. Share your plan with people who know you well a former boss, a long-time colleague, your spouse or partner. Feedback can continue to enhance your effectiveness even after you have achieved the goals you have set. By continuing to use the skills mentioned here, you can receive feedback throughout your lifetime and continue to enhance both your career and personal life. 24

27 V. Implement Your Plan At this point in the process you should have a clear understanding of what you want to achieve, why it s important, and how to do it. Now it s time to put your plan into action. It is very important to have a strong beginning that will build momentum for the challenges that lie ahead. Individuals often act as if they should be able to use newly acquired skills perfectly from the start, without practice and without reverting to old habits. These same people would not expect these outcomes when trying to improve in their favorite sport or when learning to speak a foreign language. Remember to take this into consideration as you move forward with your development. Practice makes permanent, and by seeking feedback on a regular basis, you will find that it becomes easier to ask for and receive. It also becomes easier for others to give you feedback making it a permanent part of your daily routine. To stay on track with your development, set a time for reviewing the status of your goals. Commit to a specific date on which you will revisit this guide and your plan, assess your progress, and perhaps set new goals as you continue the development process. Follow-up Date: Review Your Progress As you make strides toward accomplishing your development goals, continue to assess yourself. In addition to taking another 360-degree assessment, consider asking trusted colleagues and coaches the following questions: What am I doing well? Where do I need to improve? What are others views of me? How do my behaviors impact others? 25

28

29 CCL - Asia-Pacific P: CCL - Americas P: CCL - Europe, Middle East, Africa P: +32 (0) Version 3.0

This improved version will be available starting February 4, 2013. Feedback Report Prepared for. 4 Feb 2013

This improved version will be available starting February 4, 2013. Feedback Report Prepared for. 4 Feb 2013 This improved version will be available starting February 4, 2013 Feedback Report Prepared for TestPerson Participant Model_5-1 Name 4 Feb 2013 In addition to your self-ratings, this report includes your

More information

Specialized Audience Leadership Program Mid- to Executive-Level HR Leaders. Coaching for Human Resource Professionals

Specialized Audience Leadership Program Mid- to Executive-Level HR Leaders. Coaching for Human Resource Professionals Specialized Audience Leadership Program Mid- to Executive-Level HR Leaders Coaching for Human Resource Professionals Open More Doors Coaching is fast becoming a routine part of talent development and organizations

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

The CCL Advantage. The Benefits of Coaching

The CCL Advantage. The Benefits of Coaching The CCL Advantage You want the best. Organizations want the best leadership talent at the helm. To help achieve this, working with partners with recognized expertise is critical. The Center for Creative

More information

Specialized Audience Leadership Program Mid- to Senior HR Professionals. Leadership Development for HR Professionals

Specialized Audience Leadership Program Mid- to Senior HR Professionals. Leadership Development for HR Professionals Specialized Audience Leadership Program Mid- to Senior HR Professionals Leadership Development for HR Professionals ults that matter sustained impact for you, your business and the world. We deliver results

More information

Leadership Program for Core Development Leaders of Managers. Leadership Development Program (LDP)

Leadership Program for Core Development Leaders of Managers. Leadership Development Program (LDP) Leadership Program for Core Development Leaders of Managers Leadership Development Program (LDP) esults that matter sustained impact for you, your business ct for you, your business that matter sustained

More information

Specialized Skills Leadership Program Human Resource Professionals, Executive Coaches, & Independent Consultants. Assessment Certification Workshop

Specialized Skills Leadership Program Human Resource Professionals, Executive Coaches, & Independent Consultants. Assessment Certification Workshop Specialized Skills Leadership Program Human Resource Professionals, Executive Coaches, & Independent Consultants Assessment Certification Workshop s that matter sustained impact for you, your business

More information

Specialized Audience Program Multi-phased Experiential Learning for Mid- to High-Level Managers. Women s Leadership Experience

Specialized Audience Program Multi-phased Experiential Learning for Mid- to High-Level Managers. Women s Leadership Experience Specialized Audience Program Multi-phased Experiential Learning for Mid- to High-Level Managers Women s Leadership Experience Leadership is DIFFERENT for women. The Women s Leadership Experience is a multi-phased

More information

CONDUCTING EFFECTIVE MEETINGS WORKBOOK A BASIC BUSINESS VICTORY GUIDE

CONDUCTING EFFECTIVE MEETINGS WORKBOOK A BASIC BUSINESS VICTORY GUIDE CONDUCTING EFFECTIVE MEETINGS WORKBOOK A BASIC BUSINESS VICTORY GUIDE This book was developed by James H. Saylor Copyright 2006. All rights reserved. Printed in the United States of America. Except as

More information

The 360 Degree Feedback Advantage

The 360 Degree Feedback Advantage viapeople Insight - Whitepaper The 360 Degree Feedback Advantage How this powerful process can change your organization Karen N. Caruso, Ph.D. Amanda Seidler, Ph.D. The 360 Degree Feedback Advantage Champions

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

The Insightlink 4Cs. Employee Survey Feedback and Action Planning Workbook

The Insightlink 4Cs. Employee Survey Feedback and Action Planning Workbook Insightlink Communications 80 South Lake Ave. Suite 680 Pasadena, CA 91101 USA w w w.insightlink.com - Tel: 866.802.8095 - Email: info@insightlink.com This guide is designed as a workbook to enable HR

More information

SAMPLE INTERVIEW QUESTIONS

SAMPLE INTERVIEW QUESTIONS SAMPLE INTERVIEW QUESTIONS Before you start an interview, make sure you have a clear picture of the criteria and standards of performance that will make or break the job, and limit your questions to those

More information

The 2014 Ultimate Career Guide

The 2014 Ultimate Career Guide The 2014 Ultimate Career Guide Contents: 1. Explore Your Ideal Career Options 2. Prepare For Your Ideal Career 3. Find a Job in Your Ideal Career 4. Succeed in Your Ideal Career 5. Four of the Fastest

More information

Leadership Skills & Emotional Intelligence

Leadership Skills & Emotional Intelligence Leadership Skills & Emotional Intelligence Executive Summary: Emotional intelligence has become a popular topic in the business press in recent years. Although we have not used the term emotional intelligence,

More information

Talent Dashboard: A Tool to Support Talent Conversations

Talent Dashboard: A Tool to Support Talent Conversations Talent Dashboard: A Tool to Support Talent Conversations CCL has developed a talent tool designed to simplify talent conversations and to support a leader/manager s ability to coach, guide, and mentor

More information

Strategic HR Partner Assessment (SHRPA) Feedback Results

Strategic HR Partner Assessment (SHRPA) Feedback Results Strategic HR Partner Assessment (SHRPA) Feedback Results January 04 Copyright 997-04 Assessment Plus, Inc. Introduction This report is divided into four sections: Part I, The SHRPA TM Model, explains how

More information

Employee Engagement Action Planning Toolkit

Employee Engagement Action Planning Toolkit Employee Engagement Action Planning Toolkit Tools and Resources for Discussing Employee Engagement Results and Creating an Employee-Generated Plan for Improvement August October 2013 VANGUARD HEALTH SYSTEMS

More information

Similarities and Differences in Coaching & Mentoring

Similarities and Differences in Coaching & Mentoring Similarities and Differences in Coaching & Mentoring Corporate growth in the 21 st century requires management to reach far beyond traditional skills such as training, supervision and management. Personnel

More information

Emotional Quotient. Michael Sample. CEO Sample Co. 5-22-2013. Your Address Here Your Phone Number Here Your Email Address Here

Emotional Quotient. Michael Sample. CEO Sample Co. 5-22-2013. Your Address Here Your Phone Number Here Your Email Address Here Emotional Quotient CEO Sample Co. 5-22-2013 Introduction The Emotional Quotient report looks at a person's emotional intelligence, which is the ability to sense, understand and effectively apply the power

More information

Blended Learning for Leadership:

Blended Learning for Leadership: A White Paper Blended Learning for Leadership: The CCL Approach By: Ron Rabin, Ph.D. Issued May 2013 Executive Summary Blended Learning is often defined as a mix of classroom and virtual training events.

More information

The P s and Q s of Performance Reviews PARTICIPANT WORKBOOK

The P s and Q s of Performance Reviews PARTICIPANT WORKBOOK The P s and Q s of Performance Reviews PARTICIPANT WORKBOOK All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including

More information

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca Need Information? Go to: www.chr.alberta.ca/apscompetencies Have Questions? Email: apscompetencies@gov.ab.ca Table of Contents Background... 3 Why Behavioural Competencies?... 3 The APS Competency Model...

More information

Best Practices to Ensure Impact

Best Practices to Ensure Impact 360-Degree Feedback Best Practices to Ensure Impact Executive Summary The 360-degree feedback process, in which direct reports, peers, bosses and/or customers provide behavioral and performance feedback

More information

Writing a Development Plan A GUIDE FOR EMPLOYEES

Writing a Development Plan A GUIDE FOR EMPLOYEES Writing a Development Plan A GUIDE FOR EMPLOYEES Development Planning Career development and development planning are employee-directed activities. Employees are responsible for creating and implementing

More information

PSI Leadership Services

PSI Leadership Services PSI Leadership Services Strategic Solutions for Your Leadership Needs Select, Promote, & Develop the Leadership Talent Needed to Drive the Growth of Your Business SOLUTION BENEFIT/OBJECTIVE TYPICAL PROJECTS

More information

Emotional Intelligence Self Assessment

Emotional Intelligence Self Assessment Emotional Intelligence Self Assessment Emotional Intelligence When people in the workplace do not act with Emotional Intelligence (EQ) the costs can be great: low morale, bitter conflict and stress all

More information

The Leadership Pipeline Ram Charan, Stephen Drotter, and James Noel

The Leadership Pipeline Ram Charan, Stephen Drotter, and James Noel The Big Idea The Leadership Pipeline Ram Charan, Stephen Drotter, and James Noel There is a growing need to develop leaders within many corporations. The demand for leaders greatly outpaces the supply.

More information

Why do you want to launch a business analyst career? Some possibilities include:

Why do you want to launch a business analyst career? Some possibilities include: YOUR BUSINESS ANALYSIS CAREER GOALS WHY BUSINESS ANALYSIS? Why do you want to launch a business analyst career? Some possibilities include: Enjoy my work more; Leverage my skills as part of a profession;

More information

University of Alberta Business Alumni Association Alumni Mentorship Program 2015-2016

University of Alberta Business Alumni Association Alumni Mentorship Program 2015-2016 University of Alberta Business Alumni Association Alumni Mentorship Program 2015-2016 Program Guidelines This document is designed to be a reference guide, containing information that you will need throughout

More information

Organizational Culture Transformation: Leveraging Culture to Enhance Performance

Organizational Culture Transformation: Leveraging Culture to Enhance Performance Organizational Culture Transformation: Leveraging Culture to Enhance Performance Allison Laks, PsyD Organization Development Manager Sacramento County Airport System Objectives Learn the model for successfully

More information

Supplemental Activity

Supplemental Activity Materials: Test-Taking Skills Assessment on page 80 in this workbook (page 19 in the student workbook) Test-Taking Tips on page 81 in this workbook (page 20 in the student workbook) Tactics for Studying

More information

Leadership Practices Questionnaire Self Assessment

Leadership Practices Questionnaire Self Assessment Leadership Practices Questionnaire Self Assessment In this survey there are thirty statements about the things that leaders do. The statements all describe behaviours or activities. Please read each statement

More information

PRIMAL LEADERSHIP. Realizing the Power of Emotional Intelligence. Aung Tun Thet

PRIMAL LEADERSHIP. Realizing the Power of Emotional Intelligence. Aung Tun Thet PRIMAL LEADERSHIP Realizing the Power of Emotional Intelligence Based on Primal Leadership by Daniel Goldman, et.al. Harvard Business School Press, 2002 Aung Tun Thet The Vital Emotional Component of Leadership

More information

Coaching and Career Development

Coaching and Career Development Coaching and Career Development Overview Five key ways to coach and support career development. What is coaching? Hold frequent coaching meetings with employees Work on your coaching skills Plan and prepare

More information

Chapter 3: Managing Conflict with Your Boss

Chapter 3: Managing Conflict with Your Boss Chapter 3: Managing Conflict with Your Boss Overview The special case of conflict between a direct report and a boss presents unique challenges. As a manager with responsibilities up and down the organizational

More information

DTRQ9FO8D9N/TGDTRbzN2v4v. Sample Leader Leader Sample

DTRQ9FO8D9N/TGDTRbzN2v4v. Sample Leader Leader Sample DTRQ9FO8D9N/TGDTRbzNvv Sample Leader Leader Sample Feedback Report //0 About This Survey Leader Sample, //0 This multirater survey is designed to provide a basis for your professional development. As an

More information

A NAFPhk Professional Development Programme Serving Principals Needs Analysis Programme 360 Feedback

A NAFPhk Professional Development Programme Serving Principals Needs Analysis Programme 360 Feedback Page 0 A NAFPhk Professional Development Programme Serving Principals Needs Analysis Programme 360 Feedback Developed and Written by Allan WALKER and Terrence QUONG with the assistance of Daniel CHAN Wing-kwong,

More information

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage

More information

Is performance management performing? Deborah Brecher, Johan Eerenstein, Catherine Farley and Tim Good

Is performance management performing? Deborah Brecher, Johan Eerenstein, Catherine Farley and Tim Good Is performance management performing? Deborah Brecher, Johan Eerenstein, Catherine Farley and Tim Good Organizations are spending millions of dollars and thousands of hours on performance management. Yet

More information

Motivation Through Goal Setting: The Road to Success

Motivation Through Goal Setting: The Road to Success Motivation Through Goal Setting: The Road to Success In sports, as well as in life, it is important to set goals for yourself and also for your team. They will provide direction and identify areas which

More information

Constructive Leadership in a Strong Nuclear Safety Culture

Constructive Leadership in a Strong Nuclear Safety Culture Constructive Leadership in a Strong Nuclear Safety Culture The Role of Leadership Development and Succession Planning Strategies Presented By: Jesse L. Brooks, III MSOD President, J.L. Brooks & Associates,

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

TOOL. Project Progress Report

TOOL. Project Progress Report TOOL SUMMARY: PROJECT PROGRESS REPORT The purpose of the is to compile information from the analysis done by project participants, partners and LWR country staff about the progress or advances the project

More information

Counsel Subordinates TSG 158-100-1260

Counsel Subordinates TSG 158-100-1260 Counsel Subordinates TSG 158-100-1260 4 August 2003 Task(s) TASK NUMBER TASK TITLE Taught or 158-100-1180 Develop Subordinate Leaders in a Squad Supported 158-100-1271 Develop Subordinate Leaders in a

More information

Bronx, NY and Fairfax County, VA Schools

Bronx, NY and Fairfax County, VA Schools AN IMPACT STORY Bronx, NY and Fairfax County, VA Schools Two very different school districts One shared leadership challenge By: Sarah Stawiski, William A. Gentry, Laura Santana and David Dinwoodie Revised

More information

Technology Engineering Career Family LEVEL DESCRIPTIONS PURPOSE

Technology Engineering Career Family LEVEL DESCRIPTIONS PURPOSE LEVEL DESCRIPTIONS PURPOSE Jobs in this family perform technology engineering work that involves the development and application of technical expertise in one or more Information Technology (IT) disciplines

More information

Individual Development Planning (IDP)

Individual Development Planning (IDP) Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your

More information

Managing Your Career Tips and Tools for Self-Reflection

Managing Your Career Tips and Tools for Self-Reflection Managing Your Career Tips and Tools for Self-Reflection Your career may well be the primary vehicle for satisfying many of your personal needs, i.e. your need to feel a sense of belonging, to feel appreciated

More information

STRATEGIC APPROACH TO INTERVIEWING BEST PRACTICES FOR THE MBA MARKET

STRATEGIC APPROACH TO INTERVIEWING BEST PRACTICES FOR THE MBA MARKET STRATEGIC APPROACH TO INTERVIEWING BEST PRACTICES FOR THE MBA MARKET TOP 10 INTERVIEW COMPETENCY CHECKLIST COMPETENCY Craft a targeted positioning statement that highlights your experience, expertise,

More information

WHITE PAPER. Driving Performance How Leadership Development Powers Sustained Success

WHITE PAPER. Driving Performance How Leadership Development Powers Sustained Success WHITE PAPER Driving Performance How Leadership Development Powers Sustained Success Contents Conclusion Drawn by Independent, In-depth Studies 1 Improve Bottom-line Financial Performance 2 Attract and

More information

EVOLVING PERFORMANCE MANAGEMENT BECAUSE THE WORK YOU DO MATTERS.

EVOLVING PERFORMANCE MANAGEMENT BECAUSE THE WORK YOU DO MATTERS. EVOLVING PERFORMANCE MANAGEMENT BECAUSE THE WORK YOU DO MATTERS. THE POWER OF PARTNERSHIP. GROWING OUR BUSINESS AND OURSELVES. To fuel our continued growth for today and tomorrow, we re evolving our idea

More information

360 Feedback HR Representative - Initiation

360 Feedback HR Representative - Initiation 360 Feedback HR Representative - Initiation Presented by: Kristin Chapman Janet Taggart Why 360 Feedback? Increases self-awareness Clarifies behaviors Measures the how Raises accountability Promotes dialogue

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

Competency-based 360 Multi-Source Feedback

Competency-based 360 Multi-Source Feedback Competency-based 360 Multi-Source Feedback Contents INTRODUCTION 3 ESTABLISHING FEEDBACK GOALS 3 PROCESS AND RESOURCES 4 DELIVERING THE PROJECT 7 SELECTING A MULTI-SOURCE FEEDBACK SOFTWARE SOLUTION 9 360

More information

Developing a Learning Plan. A Learning Plan can serve as a useful tool for planning and managing professional development.

Developing a Learning Plan. A Learning Plan can serve as a useful tool for planning and managing professional development. Developing a Learning Plan A Learning Plan can serve as a useful tool for planning and managing professional development. Developing a Learning Plan requires that you: 1. Identify a Learning Goal, the

More information

Relative and Absolute Change Percentages

Relative and Absolute Change Percentages Relative and Absolute Change Percentages Ethan D. Bolker Maura M. Mast September 6, 2007 Plan Use the credit card solicitation data to address the question of measuring change. Subtraction comes naturally.

More information

The Leadership GAP. What you need, and don t have, when it comes to leadership talent

The Leadership GAP. What you need, and don t have, when it comes to leadership talent The Leadership GAP What you need, and don t have, when it comes to leadership talent By Jean B. Leslie Center for Creative Leadership June 2009 Contents Overview Part One: Identifying the Need Part Two:

More information

S&OP Mission Critical: Getting Top Management on Board

S&OP Mission Critical: Getting Top Management on Board S&OP Mission Critical: Getting Top Management on Board by Tom Wallace & Bob Stahl Copyright 2006 T. F. Wallace & Co. _ TABLE OF CONTENTS Executive Overview 3 Success with Executive S&OP 4 The Critical

More information

Terex Leadership Competency Model

Terex Leadership Competency Model Terex Leadership Competency Model INDIVIDUAL CONTRIBUTOR MANAGER EECUTIVE Creating and Creativity Innovation Business Acumen Strategic Agility Global Business Knowledge Making it Happen Time Action Oriented

More information

Human Resources Training. Performance Management Training Module 2: Managing Employee Performance

Human Resources Training. Performance Management Training Module 2: Managing Employee Performance Human Resources Training Performance Management Training Module 2: Managing Employee Performance Table of Contents Learning Objectives...1 Expectations Of You As A Leader...3 Setting and Communicating

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

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

Chris T. Cartwright, Intercultural Communication Institute Mike Greto, Aperian Global Cheryl D. Young, Miami University of Ohio

Chris T. Cartwright, Intercultural Communication Institute Mike Greto, Aperian Global Cheryl D. Young, Miami University of Ohio Chris T. Cartwright, Intercultural Communication Institute Mike Greto, Aperian Global Cheryl D. Young, Miami University of Ohio Session Objectives Understand - culture impacts interactions Recognize characteristics

More information

TALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth

TALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth THE TALENT OPTIMIZATION OBJECTIVE

More information

Benchmarks for Executives Sample A

Benchmarks for Executives Sample A Feedback Report Prepared for 21 September 2015 In addition to your self-ratings, this report includes your ratings from: 1 0 Board Members 6 4 Direct Reports 5 16 All Raters Benchmarks for Executives Norm

More information

Leadership Development Handbook

Leadership Development Handbook Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help

More information

Interviewing Strategies & Tips. Career Center For Vocation & Development

Interviewing Strategies & Tips. Career Center For Vocation & Development Interviewing Strategies & Tips Career Center For Vocation & Development Before the Interview A job interview is an opportunity to showcase your strengths, experience, and interest in the position for which

More information

Performance Management Guide For Managers

Performance Management Guide For Managers Performance Management Guide For Managers This guide applies to employees who are not covered by a collective bargaining agreement or for whom the agreement contains no provision regarding this subject.

More information

Tool 3 What makes a job satisfying for you?

Tool 3 What makes a job satisfying for you? Tool 3 What makes a job satisfying for you? Instructions This tool will help you select factors that make a job satisfying for you. Read each listed factor and select your top 10 items. You can prioritise

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

Key Steps to a Management Skills Audit

Key Steps to a Management Skills Audit Key Steps to a Management Skills Audit COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use of your employer.

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

Metacognition. Complete the Metacognitive Awareness Inventory for a quick assessment to:

Metacognition. Complete the Metacognitive Awareness Inventory for a quick assessment to: Metacognition Metacognition is essential to successful learning because it enables individuals to better manage their cognitive skills and to determine weaknesses that can be corrected by constructing

More information

Blended Learning for Leadership The CCL Approach

Blended Learning for Leadership The CCL Approach WHITE PAPER Blended Learning for Leadership The CCL Approach By: Ron Rabin Contents Executive Summary 1 The Learning Challenge 2 Redefining the Blend 3 The Learning Challenge 4 Additional Resources 8 About

More information

A Guide to Interpreting StaffPulse Results Prepared for: The National Association of Community Health Centers, Inc. (NACHC) 2014

A Guide to Interpreting StaffPulse Results Prepared for: The National Association of Community Health Centers, Inc. (NACHC) 2014 A Guide to Interpreting StaffPulse Results Prepared for: The National Association of Community Health Centers, Inc. (NACHC) 2014 Key Analytical Goals Action planning is, by far, the most crucial phase

More information

Change Management. Prepared for the U.S. Department of State Digital Video Conference for New Zealand Institute of Management, 18 June 2004

Change Management. Prepared for the U.S. Department of State Digital Video Conference for New Zealand Institute of Management, 18 June 2004 Change Management Prepared for the U.S. Department of State Digital Video Conference for New Zealand Institute of Management, 18 June 2004 Jeff Hiatt Founder, Change Management Learning Center and author

More information

Correlation Map of LEARNING-FOCUSED to Marzano s Evaluation Model

Correlation Map of LEARNING-FOCUSED to Marzano s Evaluation Model Correlation Map of LEARNING-FOCUSED to Marzano s Evaluation Model Correlation Map of LEARNING-FOCUSED to Marzano s Evaluation Model LEARNING-FOCUSED provides schools and districts with the best solutions

More information

Getting an Education Schools Leaders Need Specialized Development

Getting an Education Schools Leaders Need Specialized Development Getting an Education Schools Leaders Need Specialized Development The unique elements in the public school setting in the United States demand a more customized approach to the development of its leaders.

More information

Performance planning:

Performance planning: Performance planning: A guide for staff development and feedback Version: 2.1 Last Updated: April, 2015 Ryerson University Human Resources 0 Table of contents Performance planning: Staff development and

More information

Integral Leadership Coaching

Integral Leadership Coaching Integral Leadership Coaching Evolving The Next Generation of Leaders Joseph Zepedeo M.Sc. President Overview Why Integral Coaching? Integral means comprehensive, whole, all-inclusive, complete. Consistent

More information

Case Study. We are growing quickly, and Saba is key to that successful growth.

Case Study. We are growing quickly, and Saba is key to that successful growth. Case Study In the dynamic energy industry, Mansfield Oil one of Forbes 50 Largest Private Companies fuels its employee engagement and retention with a new talent management strategy powered by Saba Software.

More information

Yale University. Guide to Getting Started V1 1/12

Yale University. Guide to Getting Started V1 1/12 Yale University Guide to Getting Started V1 1/12 Individual Development Plan IDP is a process you direct, in partnership with your manager, to enhance your professional growth by: Identifying and pursuing

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

THE SUCCESSFUL JOB SEARCH

THE SUCCESSFUL JOB SEARCH THE SUCCESSFUL JOB SEARCH N U R F C O L D C A L L O X I N T E R N A Y L I I S F E P N W B R T I N T I N T E R V I E W K K A I Z W V E C L E P S E C N J O B S E A R C H D I M D R G U L M F J B I L U E K

More information

DEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS. INDIVIDUAL DEVELOPMENT

DEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS. INDIVIDUAL DEVELOPMENT DEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS. INDIVIDUAL DEVELOPMENT Results That Matter Sustained Impact for You, Your Business and the World. What matters most to you? How individuals thrive,

More information

A Worksheet for Defining your Code of Ethics

A Worksheet for Defining your Code of Ethics A Worksheet for Defining your Code of Ethics (adapted from Moral Intelligence: Enhancing Business Performance and Leadership Success, by D. Lennick and F. Kiel) This worksheet is designed to help you assess

More information

The Thinking Approach LEAN CONCEPTS. 2012-2013, IL Holdings, LLC All rights reserved 1

The Thinking Approach LEAN CONCEPTS. 2012-2013, IL Holdings, LLC All rights reserved 1 The Thinking Approach LEAN CONCEPTS All rights reserved 1 Basic Thinking to Manage the Journey MANAGEMENT TACTICS OF A LEAN TRANSFORMATION All rights reserved 2 LEAN MANAGEMENT Two key questions What is

More information

Implementing wraparound in a community is complex and

Implementing wraparound in a community is complex and This document was peer reviewed through the NWI. Supporting Wraparound Implementation: Chapter 5a.3 Choosing a Consultant to Support Your Wraparound Project Patricia Miles, Consultant National Wraparound

More information

Aon Case Study: Creating a Global Leadership Culture

Aon Case Study: Creating a Global Leadership Culture Aon Case Study: Creating a Global Leadership Culture Aon Corporation provides risk management services, insurance and reinsurance brokerage, human capital and management consulting. Aon has approximately

More information

the power of your Personal Brand

the power of your Personal Brand the power of your Personal Brand Based on the Me, Inc. curriculum created by the Graduate Career Services team at the Indiana University Kelley School of Business What Is Your Personal Brand? If you had

More information

Shell Mentoring Toolkit

Shell Mentoring Toolkit Shell Mentoring Toolkit A reference document for mentors and mentees Human Resources LEARNING 25/07/2007 Copyright: Shell International Ltd 2006 CONTENTS What is Mentoring? 4 The Mentor s Role The Role

More information

Survey of Organizational Excellence. Survey Constructs. 913 Sample Organization

Survey of Organizational Excellence. Survey Constructs. 913 Sample Organization Survey of Organizational Excellence The Survey assessment is a framework which, at its highest level, consists of five Workplace Dimensions. Taken together these five dimensions capture the total work

More information

THE USE OF 360-DEGREE FEEDBACK METHOD

THE USE OF 360-DEGREE FEEDBACK METHOD THE USE OF 360-DEGREE FEEDBACK METHOD Ilieş Liviu Babeş Bolyai University, Faculty of Economics and Business Administration, 58-60 Teodor Mihali Street, Cluj-Napoca, Romania liviu.ilies@econ.ubbcluj.ro,

More information

to Become a Better Reader and Thinker

to Become a Better Reader and Thinker 1 How to Become a Better Reader and Thinker The chances are that you are not as good a reader as you should be to do well in college. If so, it s not surprising. You live in a culture where people watch

More information

The Emotional Competence Framework

The Emotional Competence Framework The Emotional Competence Framework 1 SOURCES: This generic competence framework distills findings from: MOSAIC competencies for professional and administrative occupations (U.S. Office of Personnel Management);

More information

Letter from the Editor-in-Chief: What Makes an Excellent Professor?

Letter from the Editor-in-Chief: What Makes an Excellent Professor? The Journal of Effective Teaching an online journal devoted to teaching excellence Letter from the Editor-in-Chief: What Makes an Excellent Professor? Russell L. Herman 1 The University of North Carolina

More information

Assessment and Development Resources

Assessment and Development Resources Assessment and Development Resources CENTER FOR CREATIVE LEADERSHIP A successful leadership development initiative begins by taking a close look at where your organization is and where you want it to go.

More information

10/21/2010. Overview. The Purpose of Compliance Training. Your Stay Out of Jail Free Card : Best Practices in Business Ethics and Compliance Programs

10/21/2010. Overview. The Purpose of Compliance Training. Your Stay Out of Jail Free Card : Best Practices in Business Ethics and Compliance Programs Your Stay Out of Jail Free Card : Best Practices in Business Ethics and Compliance Programs JOEL KATZ VICE PRESIDENT, ASSOCIATE GENERAL COUNSEL & CHIEF ETHICS OFFICER CA TECHNOLOGIES Overview The compliance

More information

The Kentucky Leadership Institute for School Principals

The Kentucky Leadership Institute for School Principals STORY OF IMPACT The Kentucky Leadership Institute for School Principals Businesses Changing the Face of Education Sector: Education The Challenge The Kentucky Chamber Foundation and the state s business

More information