What can 360 Feedback data tell us about the differences between male and female leaders?

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "What can 360 Feedback data tell us about the differences between male and female leaders?"

Transcription

1 What can 360 Feedback data tell us about the differences between male and female leaders? June 2012 Executive Summary Gender differences are evident in a large study of 360 degree feedback data from managers and leaders in a wide variety of British organisations,, based on Talent Innovations generic leadership model which has recently undergone an extensive psychometric review. We have found that, overall, 360 degree feedback recipients ents tend to be somewhat modest, giving themselves lower scores than their colleagues, and that this is particularly true of women.. Conversely, females tend to give higher scores to others, particularly to other women. When looking at specific competencies, we found that women are consistently seen as better at managing and planning activities, taking personal responsibility (saying sorry ) and relating & empathising with people. Men are consistently seen as being much more commercially-oriented oriented and stronger as strategic leaders. There are also several competencies where females see women as being stronger (largely those that have a strong element of relationships with others,, including the interpersonal aspects of leadership), and yet others where males see s men as being stronger (largely those that do not have a strong element of relating to others, as well as more challenging competencies such as innovation and personal impact). These therefore indicate two leadership forms male leadership is the intellectual planning / visionary type and the female leadership is the more social type. We also found that the specific areas where women saw themselves as being much weaker (relative to how their colleagues saw them) were the same areas where males generally see women as being weaker than men. This seems to indicate that women s self-image is unduly influenced by the opinions of their male colleagues. We feel that it is important to understand these tendencies whenever one is looking at a 360 degree feedback report, and feedback facilitators should interpret an individual s set of data with these norms in mind. However, these differences in perception are not simple. They may indicate differences in the quality of relationships rather than real differences in current performance; they may indicate the cultural norms people are operating within; or indeed they may reflect the gender filters each of us uses when evaluating and judging others effectiveness at work. In addition to this the differences noted between self and others ratings serve as a useful reminder that self-only assessments may at best be missing something and at worst will systematically under-value women s capabilities. We conclude that most companies will be strengthened by embracing the differences that exist between male and female leadership styles, by supporting a diverse mix of women and men in all parts of their organisations. Page 1

2 Background Almost 14,000 people have completed Talent Innovations off-the-shelf leadership 360 degree feedback tool 1, called The Inspiring Leader. These people come from a variety of organisations and sectors, including many from the public and education sectors, though the majority were from the private sector. s All but a handful of the feedbacks were gathered from organisations based in the UK. The questionnaire consists of 107 management, leadership and business behaviours, evaluated on a 5- point scale from poor to excellent. Such ratings are gathered from the individual completing a self- assessment together with a variety of their colleagues including their manager, direct reports and peers, but often also other types of rater such as clients, suppliers and other partners, and other more senior or junior colleagues. It takes the typical survey y respondent approximately 10 minutes to complete these ratings. This tool has recently undergone an extensive psychometric review, which has resulted in the questions being reorganised into a new set of 18 competencies. Each of these competencies has been arrived at using a combination of factor analysis and reliability analysis, giving a new structure that is robust, valid, and gives us an unprecedented opportunity to understand the real dynamics of management and leadership behaviours. All individuals, both feedback recipients and feedback givers (raters), who use our 360 feedback software have their gender stored in our database 2. This is done in order to allow s and other communications to be suitably tailored (the system can print What are his strengths or What are her strengths rather than the usual What are the individual s strengths ). This has the useful side-effect effect that we can examine if there are any systematic differences in how men and women are perceived and perceive others. For reference, ence, the table below shows the number of combinations of men and women in the total sample: Feedback Recipient Man Woman Male 6,184 2,018 Feedback Giver (Rater) Female 2,650 1,778 Self degree feedback, also known as 360 degree evaluation, 360 degree appraisal or multi-rater feedback, is the process of gathering feedback on employees performance and behaviours from all around them: above them (their manager), below them (their direct reports), and from beside them (from peers in their team, from peers and partners outside of their team, and sometimes from external partners such as customers or suppliers). Such feedback is normally gathered by asking each individual to assess how well the focus of the feedback demonstrates each of a number of business-relevant behaviours. It is normal to also provide open-text forms in the questionnaire to allow the raters to comment on the individual s strengths, areas in need of development and make other constructive points relevant to their current role and future career. The focus also completes this same questionnaire on themselves. 2 To avoid confusion, throughout this document we have adopted the convention of writing male / female when describing the givers of feedback (the raters ), and writing men / women when describing the recipients of feedback (the focuses ). Page 2

3 Interestingly, those women who received 360 degree feedback had relatively more female raters. This is mainly due to the mix of organisations many female managers are in evenly balanced organisations with similar numbers of men and women. However, there are also plenty of organisations with over 80% of managers being male, such as engineering firms, leading to lots of men with very male-heavy feedback. The Inspiring Leader Model of Leadership The leadership model that emerged from our review of the Inspiring Leader data looks like this: Intellect Grasping Complexities Innovation Specialist Knowledge Action Decisive Action Managing & Planning Activities Commercial Focus Customer-centric Leadership Strategic Vision - Leading with Intellect Managing Performance - Leading with Action Leading Teams - Leading with Inspiration/Connection Connection Relating with Others Respect & Empathy Personal Responsibility Openness / Flexibility Inspiration Energy & Enthusiasm Personal Impact Striving to Grow Clear Communication Each of the four outer domains of behaviour a are relatively distinct from each other: individuals can often be strong in one domain but can be weaker in the other domains. In the centre are a set of leadership behaviours that tend to bridge across all of these domains: rare is the person who is seen as a great leader without also being strong across many of the domains. Nevertheless we found three distinct flavours of leadership which are focused on these different outer domains: Strategic Vision (Leadership that draws on the Intellect competencies such as Grasping Complexities); Managing Performance (Leadership that draws on the Action competencies such as Managing Activities and Decisive Action); and Leading Teams (Leadership that draws on the other competencies, m most particularly Energy & Enthusiasm, Communication, Personal Impact and Relating). Health Warning Before we get into any findings about the differences between men and women, the first point to make is that there are huge amounts of overlap between men and women. If we find that, on average, men are perceived as better than women at something that definitely doesn t mean that all men are better than all women. To put these differences in context, most of the statistically significant differences between the sexes are of the order of 0.1 on a 5 5-point rating scale. (E.g. Men get an average score of 3.8 and women get an average score of 3.9). On the other hand, the difference between the best- scoring men and the worst-scoring scoring men will often be 10x x bigger than this. Page 3

4 Nevertheless we do find systematic differences between the genders. Throughout this paper we will only describe a difference if it has been found to be statistically significant 3. How men and women differ How they rate people (and themselves) overall One of the first things to observe is that people are generally lower-scoring about themselves. Perhaps this is part of a British modesty? Or perhaps this is an indicator of a common strategy deployed by people as they down-grade their own ratings in order to ensure they are not disappointed or shown up. This is a very significant difference however, with individuals almost never r giving themselves elves top marks (i.e. giving themselves all or mostly 5s), whereas a reasonable number of non-self raters do give their colleagues overall average scores in the territory of 4.8 and above. The second thing we found was that females are much more generous in the scores they give to other women.. On the other hand, they are even more low-scoring about themselves. This pattern of results is shown in the chart below,, in which the area of the bubbles is proportional to the number of questionnaires the result is based on Average score (1-5 scale) Gender of Focus Man Woman Male Female Self Gender of rater Why might this be? It is an established result in the academic psychology literature on personality that females generally score higher on measures of agreeableness, i.e. being nice. It seems entirely plausible that this would play out as females giving high scores to their colleagues,, although why this should be focused on their female colleagues is not clear.. Likewise, giving low scores for oneself is, if seen as simply a form of modesty, also a generally nice attribute, in British culture ure at least. Alternatively this highlights a systematic pattern of under-confidence among women. This may also be explained by the perceived 3 Tests of statistical significance were conducted using ANOVA and t-tests,, and we have reported only differences that are a significant at the 95% level. Most are in fact significant at the 99% level. Page 4

5 areas of strength for men being the dominant, highly valued ones in some businesses which might lead to lower self-image for women. Throughout the rest of the analysis conducted for this study, all self ratings have been excluded unless otherwise noted.. Whilst a valid, and indeed essential, perspective when conducting an individual 360 degree feedback review, we consider self ratings to be a distraction from the intention of this study, which is to understand the areas of management and leadership behaviours where men and women differ,, and how this is perceived by colleagues. Where are men and women seen to be different? The really interesting question is: In what areas are men better than women, or vice versa? Indeed, can one say whether men or women make better leaders? The chart below shows all of the average scores across all of the competencies,, including self scores. The pink lines represent the scores obtained by women and the blue lines the scores for the men. They are listed in order of the men s scores Men Women Average Score Competency Some clear patterns seem to emerge: men get higher scores than women in Commercial, Strategic Vision and Innovative, whilst women get visibly higher scores than men in Managing Activities and Respect & Empathy. However, as we ve seen above, there s more to gender differences than just the average score they receive. Women and men also rate each other differently,, in particular females are more generous in their scores of women, and women are more modest when rating themselves.. This is very important to take account of, because we ve already seen that female managers tend to more often have female raters than the men. This will automatically lead to women obtaining somewhat higher scores than men. Whilst a true observation of the score women get in their 360 feedbacks, one could also argue that this is an artefact of the tendency for females to rate others, especially women, higher. Another possibility is Page 5

6 that because women are seen to manage relationships better than men, this may be affecting the ratings overall as 360 data can be seen primarily as a sign of the quality of relationships. So to discover the true gender differences that are statistically significant we must dig a little deeper. The chart below shows all of the permutations of gender, both of raters and of feedback recipients,, and with self scores separated. To make sure the patterns that relate to gender are clear, the chart shows the scores relative to the overall average for that competency.. Blue and pink lines continue to r represent men and women respectively, but here the dashed lines show the female raters, the solid lines are the male raters,, and the dotted lines are self scores.. The competencies are ordered by the overall size of the difference between men and women once e self scores are excluded Relative Average Score (0 = Overall Average) Males rating Men Females rating Men Men self-rating Males rating Women Females rating Women Women self-rating Competency There are plenty of interesting patterns to take in here! One critical challenge is identifying which differences are statistically significant. This is shown in the table on the following page. This analysis was done twice once from the perspective of the male raters and once from the perspective of the females.. This allows us to identify the areas of consensus and the areas of disagreement. The all-- important Leadership competencies are shown underlined. Page 6

7 Males rate Women better Males rate Men and Women the same Males rate Men better Agreement Disagreement Agreement Disagreement Agreement Managing Activities Personal Responsibility Respect & Empathy Decisive Action Customer-centric Energetic Striving to Grow Clear Communication Relating Specialist Knowledge Personal Impact Open Thinking Grasping Complexity Innovative Commercial Focus Strategic Vision Managing Performance Leading Teams Females rate Women better Females rate Men and Women the same Females rate Men better What are the themes that emerge here? There are three competencies where both genders agree women are better than men. These are largely recognisable as being generally-understood female strengths. Respect & Empathy this competency covers things like Effective listening,, Noticing how others are feeling, Showing care and empathy for others etc. These are all aspects of social sensitivity, a stereotypical female strength. Managing & Planning Activities.. This is all about organising, prioritising and p planning, in order to meet deadlines and deliver on promises.. One could perhaps align this with the stereotype of women being good at multi-tasking, tasking, and would imply that women would more often make good project managers. Personal Responsibility is all about admitting your mistakes, owning the consequences of your decisions, and being open and honest,, and this would seem to imply that men just aren t so good at saying sorry when things go wrong in business! This may be connected to the cultural norm observed that failure is bad, which when combined with competitiveness, could be more of an issue for men. There are also two competencies where both genders agree men are better than women: Commercial Focus is about hard-nose nosed business behaviours,, such as Has strong commercial instincts, Drives improved business results and Strives to manage key financial measures. The gap between men and women from the male raters perspective in this competency is very large indeed. Interestingly, tingly, women give themselves extremely low self scores in this competency. This is an area which could also be connected to organisational norms, where it is often the case that commercial success is seen as more important than having good quality relationships. Indeed, the two are often seen as being antagonistic, such as when a company cuts employees to save money or extracts a better price out of a supplier, both actions which would be to commercial advantage at the cost of worsened relationships with employees or external partners respectively. Thus if i f women are generally being seen as stronger at relating then they Page 7

8 are simultaneously going to be seen as weaker at having commercial focus. This may be an area where cultural and language norms define perceived reality. If a woman is not expected to put value on commercial issues then her commercial language may not be acknowledged and built on,, and thereby not reinforced. Strategic Vision can be thought of as Leading with Intellect,, and here men r reliably get much higher scores than women. Example behaviours include having an inspiring vision for the organisation, seeing the long-term impact of decisions, creating a strategic plan, thinking about financial issues, and considering the big picture. Compared to Managing Performance, these feel much more like the kinds of behaviours that one would like to see in the main board of an organisation. On the face of it this sounds like a possible explanation for the glass ceiling and why women are so rarely at the top of big organisations. On the other hand, many of these behaviours are hard to really demonstrate unless you are actually in that organisational position. Because so few women are at the top of their organisations, this also means that relatively fewer of the women in our data set will have been very senior, and so it is likely that this is at least partly a consequence of the glass ceiling. Men s strength in Personal Impact (as perceived by the men at least) is interesting. This competency covers behaviours such as making a strong first impression, expressing views with confidence, being visible across the organisation and making their presence felt.. These are all characteristics that one might describe as being aggressive if taken to extreme, but are probably also behaviours that help in progressing one s career in an organisation.. Perhaps this is a small part of the explanation for the gender pay g gap? This area will also be affected by personal self-confidence and expectations of others which may be affecting women more than men we have already seen that women give themselves low self scores overall. Several l of the competencies that males rated higher for men (Innovative, Grasping Complexities) are notable for their relative lack of a need for social sensitivity and being more about the rational / practical aspects of achieving results. Conversely, most of the competencies that female raters rated higher for women are those with a clear element of social connection: Customer-centric, Striving to Grow, Clear Communication, Relating, Managing Performance, and Leading Teams. It t is worthy of note that two of the Leadership competencies are those where e female raters gave higher scores to women: Managing Performance is Leading with Action, with behaviours including delegating appropriately, clearly setting expected standards of performance, providing constructive and objective feedback. Leading Teams is Leading with Connection/Inspiration, and includes such behaviours as energising people towards their goals, celebrating team success, gaining commitment, inspiring a positive attitude, and instilling a desire to succeed in others. In both of these forms of social leadership, men tend to get similar scores from both male and female raters,, but women get higher scores from female raters. Page 8

9 Discussion How Men and Women Differ as leaders There are some significant differences in competency ratings between the genders and they are not entirely unexpected. Women are seen as being stronger at managing activities, taking personal responsibility and empathising with others, whilst men are seen as being commercially hard-nosed and having strategic vision. There are also a host of other competencies where, although there isn t clear consensus from both sexes whether men or women are better, they tell a similar story of women s strengths being more e based around relationships and men s strengths being based around the aspects of business (such as innovation and grasping complexities) which do not rely on relationships. Women give themselves extremely low self scores on almost exactly the same competencies (Commercial, Strategic Vision, Innovative, Grasping Complexities, Personal Impact) that men s see women as being worse at it s t s as if women s self-perception is an amplified reflection of men s views. This would not be surprising given that most people in the same organisation had more male colleagues rating them than females. Perception or Reality? But of course, this leads us to a major enquiry how do current expectations (connected of course to our cultural and social norms) affect our perceptions, affect how easily people engage in undeveloped areas, affect how many experiences and conversations others have in those areas i.e. affect the 360 data? These results could be showing us how our culture is forming and creating our men and our women rather than how truly different we are from each other. It may well be even more profound than this our Inspiring Leader model could be seen to represent the current cultural norms that have been (and still are it seems) male dominated so we are reinforcing these norms by assessing people on this framework. The framework was derived from the question asked of current senior leaders what makes for future success in your organisation? This question flows from a value of corporate career success. It would be interesting instead to ask men separately from women: what behaviours do you see making the most difference in this world? A rather different value set underpins this question. We intend to get a clearer picture of this in our future research. The Message for the Individuals in Organisations What does this mean for our talent management strategies and diversity agenda? Firstly, it reminds us that caution should be taken in interpreting any one person s 360 data. Its s true meaning should always be considered in the light of the cultural and gender context. Our results are indicating two leadership forms the male leadership is the intellectual planning / visionary type and the female leadership is the more social type. When considering an individual and his or her 360 feedback, the enquiry leads us to invite a man with weaker respect and humility to expand their bandwidth of style and to develop p their listening and empathy. Being really clear on the commercial advantages of focusing on these e areas will likely be critical for commitment from a stereotypical man!! Encouraging a woman to expand her strategic and commercial impact may again be a useful way forward from the perspective of that woman, but this may need to be sold from an objective of enhancing relationships. The results of this study also clearly highlight the limitations of using self-assessments of employees strengths and weaknesses. We have seen that women consistently score themselves much lower than their colleagues do on the competencies that males generally think women are worse at. This is good evidence that 360 degree feedback is not only a valuable tool in supporting individual development (by Page 9

10 helping individuals overcome their blind spots ), but in doing so may also support port an organisation s diversity agenda by mitigating women s lower self-confidence in the male areas of strength. The Message for Organisations Whilst one might seek to improve organisational performance by getting individuals to work on their weaknesses s (e.g. by encouraging men to develop more empathy and women to be more commercial), an alternative approach is to relish the true natural styles of all individuals, ividuals, whatever they may be, encourage the mix and the differences, enhance the positive talents, and exaggerate different types. It is worth highlighting and questioning the current values of the organisations as illustrated by the 360 feedback results, and checking the impact and suitability for today s (and tomorrow s) organisational needs and challenges. lenges. It is clear from recent research 4 that businesses do better when there is a mix of both genders at Board level and a balance of both types of leadership would make sense in many situations. It is highly likely that an organisation will be stronger when its leadership has a complementary mix of different styles, and the results of this study give yet more support to the idea that a healthy mix of men and women will be an excellent step in that direction. About Talent Innovations We are Devoted to Development.. We help our clients to transform the talent in their organisation with brilliant online HR tools and insightful psychological expertise. We develop flexible and innovative software that adds value through clever, unique features, improving the user experience and the effectiveness of the information gathered. In particular, we are recognised experts in providing 360 degree feedback that really makes a difference. Read more at or call us on ,, or from outside the UK. The Authors of this Paper Mark Ainsworth Technical Consultant to Talent Innovations The Whole Story (UK) Ltd Elva Ainsworth Founder and Transformational Consultant Talent Innovations Ltd e.g. McKinsey s research on diversity - ) Page 10

Development at the top: Who really cares?

Development at the top: Who really cares? Development at the top: Who really cares? A survey of executive teams Erik de Haan Ashridge Business School Inge Wels Ashridge Business School Bill Lucas Talent Foundation Jonathan Winter Career Innovation

More information

TMA 360º feedback Flexible and online. TMA 360 degree feedback workbook. Maximize TMA 360 degree feedback. Thank you for using TMA 360 degree feedback

TMA 360º feedback Flexible and online. TMA 360 degree feedback workbook. Maximize TMA 360 degree feedback. Thank you for using TMA 360 degree feedback Maximize TMA 360 degree feedback Thank you for using TMA 360 degree feedback 360 degree feedback is a powerful tool, but should be used properly. Read this workbook carefully before you start with 360

More information

Performance Management Consultancy

Performance Management Consultancy Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management

More information

to selection. If you have any questions about these results or In the second half of 2014 we carried out an international

to selection. If you have any questions about these results or In the second half of 2014 we carried out an international Candidate Experience Survey RESULTS INTRODUCTION As an HR consultancy, we spend a lot of time talking We ve set out this report to focus on the findings of to our clients about how they can make their

More information

"Gender diversity in the healthcare sector - how much progress have we made?" Nicola Hartley Director, Leadership Development

Gender diversity in the healthcare sector - how much progress have we made? Nicola Hartley Director, Leadership Development "Gender diversity in the healthcare sector - how much progress have we made?" Nicola Hartley Director, Leadership Development Why a survey? To get insight into current views in the service Check out what

More information

Conducting an Effective Performance Appraisal

Conducting an Effective Performance Appraisal Conducting an Effective Performance Appraisal In this factsheet What is performance appraisal? Who assesses performance? How to conduct a performance appraisal Appraisal skills What is performance appraisal?

More information

The Healthcare Leadership Model Appraisal Hub. 360 Assessment User Guide

The Healthcare Leadership Model Appraisal Hub. 360 Assessment User Guide The Healthcare Leadership Model Appraisal Hub 360 Assessment User Guide 360 Assessment User Guide Contents 03 Introduction 04 Accessing the Healthcare Leadership Model Appraisal Hub 08 Creating a 360 assessment

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

DFID CORE COMPETENCY FRAMEWORK

DFID CORE COMPETENCY FRAMEWORK DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated

More information

THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS

THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS What makes a high-potential? Quite possibly not what you think. The HR Guide to Identifying High-Potentials 1 Chapter 1 - Introduction If you agree people are

More information

What to look for when recruiting a good project manager

What to look for when recruiting a good project manager What to look for when recruiting a good project manager Although it isn t possible to provide one single definition of what a good project manager is, certain traits, skills and attributes seem to be advantageous

More information

CESAER Task Force Human Resources. Leadership and leadership development in academia

CESAER Task Force Human Resources. Leadership and leadership development in academia CESAER Task Force Human Resources Leadership and leadership development in academia June 2014 The main authors of the paper are Dr. Cecilia Hahn Berg and Cecilia Järbur, Chalmers University of Technology

More information

360 Degree Feedback Report

360 Degree Feedback Report Report Preview 360 Degree Feedback Report Your Organisation 360 Feedback Report Date Created : Thu 23 Aug 2007 Contribution Breakdown Peer 1 Manager 1 Self 1 Direct Report 1 Other 1 Customer 1 Stakeholder

More information

Performance Management Is performance management really necessary? What techniques are best to use?

Performance Management Is performance management really necessary? What techniques are best to use? Performance Management Is performance management really necessary? What techniques are best to use? This e-book is a guide for employers to help them discover tips and methods of performance management,

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

Performance review for Council members

Performance review for Council members Council meeting 8 December 2010 12.10/C/02 Public business Performance review for Council members Purpose To consider options for a performance review process for Council members. Recommendation The Council

More information

british council behaviours www.britishcouncil.org

british council behaviours www.britishcouncil.org british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this

More information

Competency Based Recruitment and Selection

Competency Based Recruitment and Selection Competency Based Recruitment and Selection A Handbook for Managers 2010 March 2010 v2 1 March 2010 v2 2 Table of Contents Introduction...4 1. What are competencies?...4 2. Why use competencies for recruitment

More information

Job Description. Financial Planning & Analysis Accountant

Job Description. Financial Planning & Analysis Accountant Job Description Financial Planning & Analysis Accountant Role Title Financial Planning & Analysis Accountant Reporting to Head of Financial Planning Role Purpose The purpose of this role is to provide

More information

1 Executive Onboarding Reward vs. Risk

1 Executive Onboarding Reward vs. Risk 1 Executive Onboarding Reward vs. Risk Gerard F. McDonough and Becky Choi, J.D. LEADFIRST LEARNING SYSTEMS, LLC Challenging Transitions It would seem that as professionals become more advanced in their

More information

The Emotional Economy at Work

The Emotional Economy at Work The Emotional Economy at Work White Paper Series: Paper 400: Selecting & Working with Emotional Engagement Performance Metrics Jeremy Scrivens This paper is dedicated to my highly rational but emotionally

More information

How to achieve a successful 360-Degree Appraisal

How to achieve a successful 360-Degree Appraisal How to achieve a successful 360-Degree Appraisal Valerie Heritage Specialists in Employee Engagement Solutions incorporating 360 degree feedback http://www.communicationchallenge.co.uk How to achieve a

More information

Unleashing your power through effective 360 feedback 1

Unleashing your power through effective 360 feedback 1 Consulting with organizations that are committed to being an employer of choice. Unleashing your power through effective 360 feedback 1 What is feedback? Feedback is input from others. It reflects the

More information

Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment

Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Project Management Self-Assessment Contents Introduction 3 User Guidance 4 P3M3 Self-Assessment Questionnaire

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

Attitudes in the Workplace

Attitudes in the Workplace Attitudes in the Workplace A study of sexism and discrimination in Britain How gender stereotypes and discrimination affect people s views and perceptions of the roles of men and women in the British workplace.

More information

Interpersonal Skills. Leadership, Change Management and Team Building

Interpersonal Skills. Leadership, Change Management and Team Building Interpersonal Skills Leadership, Change Management and Team Building Capital s Learning and Development team design and deliver tailored skills and competency based programmes to meet your wide range of

More information

Seminar E3 Developing an Effective Leadership Culture to Support Business Change

Seminar E3 Developing an Effective Leadership Culture to Support Business Change Seminar E3 Developing an Effective Leadership Culture to Support Business Change Inji Duducu Group People Director Benenden @injiduducu The Benenden Story - transformation Background The Challenge April

More information

Coaching: bringing out the best. Opinion piece Philip Brew

Coaching: bringing out the best. Opinion piece Philip Brew Coaching: bringing out the best Opinion piece Philip Brew Coaching: bringing out the best Philip Brew 1/6 Organisations need fully functioning human beings In today s demanding and complex environments,

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

Clive W Pack Managing Principal Louis A Allen Associates (Aust) Pty Ltd. March 1990.

Clive W Pack Managing Principal Louis A Allen Associates (Aust) Pty Ltd. March 1990. DESIGNING A PERFORMANCE APPRAISAL SYSTEM THAT WORKS Clive W Pack Managing Principal Louis A Allen Associates (Aust) Pty Ltd. March 1990. INTRODUCTION: People are our most important asset. One of the best

More information

CORPORATE DIRECTOR (CORPORATE SERVICES)

CORPORATE DIRECTOR (CORPORATE SERVICES) REPORT TO: THE MORAY COUNCIL - 28 th SEPTEMBER 2011 SUBJECT: EMPLOYEE OPINION SURVEY 2011 BY: CORPORATE DIRECTOR (CORPORATE SERVICES) 1. REASON FOR REPORT 1.1 To update the Council on the results of the

More information

360 Degrees Performance Appraisal

360 Degrees Performance Appraisal 360 Degrees Performance Appraisal Mrs. Neeshu Lecturer Government College, Gurgaon (HR) ABSTRACT: 360 Degree Performance Appraisal is an Industrial Psychology in Human Resource Management. It is also known

More information

Your appraisal 360. product guide. Competency Frameworks

Your appraisal 360. product guide. Competency Frameworks Your appraisal 360 product guide Competency Frameworks ver 1.0 2 of 11 Third Eye Resolutions Ltd Contents What Appraisal360 feedback does for you... 4 Ways of buying Appraisal360... 5 System only packages...

More information

INVESTORS IN PEOPLE REVIEW REPORT

INVESTORS IN PEOPLE REVIEW REPORT INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment

More information

LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines

LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines Contents Introduction 2 A guide to the KSB framework 3 LSE Leadership and Management: 3 Behaviours LSE Leadership and Management:

More information

P3M3 Portfolio Management Self-Assessment

P3M3 Portfolio Management Self-Assessment Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Portfolio Management Self-Assessment P3M3 is a registered trade mark of AXELOS Limited Contents Introduction

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

BRAND ENGAGEMENT. Introduction to Brand Engagement ATTACHMENT ENGAGE FOCUSED MESSAGE ATTRACTION DEVELOP ADVERTISING ADVERTISING

BRAND ENGAGEMENT. Introduction to Brand Engagement ATTACHMENT ENGAGE FOCUSED MESSAGE ATTRACTION DEVELOP ADVERTISING ADVERTISING Engagement Intelligent Market Research BRAND COMMUNICATION COMMUNICATION ORGANISATION EXPERIENCE CREDIBILITY MESSAGE ATTACHMENT ATTACHMENT RELIABLE MANAGEMENT SOCIAL MEDIA SOCIAL MEDIA CREDIBILITY MEDIA

More information

Why is Performance Management such hard work?

Why is Performance Management such hard work? Why is Performance Management such hard work? Is it time for Another Way? Wendy Brooks February 2010 Contents 1. Performance Management under scrutiny...3 1.1. Performance management (overheard)... 3 1.2.

More information

Making Your 360 Degree Feedback more effective in delivering successful behavioural change

Making Your 360 Degree Feedback more effective in delivering successful behavioural change Making Your 360 Degree Feedback more effective in delivering successful behavioural change Research Findings & The 10 Key Questions for Success By Jo Ayoubi, Senior Consultant, Track Surveys Author of

More information

Women and Men Senior Leaders - Similarities and Differences Lessons from Coaching

Women and Men Senior Leaders - Similarities and Differences Lessons from Coaching A Praesta report reflecting the experience of coaching 120 senior women leaders and 120 equivalent male leaders Women and Men Senior Leaders - Similarities and Differences Lessons from Coaching Women in

More information

Message from the Chief Executive of the RCM

Message from the Chief Executive of the RCM Message from the Chief Executive of the RCM The Midwifery Leadership Competency Framework has been derived from both the NHS Leadership Qualities Framework and the Clinical Leadership Competency Framework.

More information

Leadership Principles

Leadership Principles Leadership Principles Building value-based leadership. We have defined five values that form the shared foundation of our business practices. They provide orientation for all of our employees. Our leaders,

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

Leadership, creativity and management

Leadership, creativity and management 1 Leadership, creativity and management Times are tough, the economy is in recession, public finances are weak, business is suffering and competition from overseas is growing ever stronger. It has long

More information

Why improving your line managers people skills will improve your profits

Why improving your line managers people skills will improve your profits As part of our Tomorrow s Executive series of articles we bring you: an executive s guide to implementing strategy By Paul Hughes, Mercuri Urval Global Client Services Why improving your line managers

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

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

THE 360 DEGREE FEEDBACK POCKETBOOK. By Tony Peacock Drawings by Phil Hailstone

THE 360 DEGREE FEEDBACK POCKETBOOK. By Tony Peacock Drawings by Phil Hailstone THE 360 DEGREE FEEDBACK POCKETBOOK By Tony Peacock Drawings by Phil Hailstone CONTENTS INTRODUCTION 5 The basic concept, link to traditional appraisal, revealing the blind spot, benefits and uses GETTING

More information

Interpret and make the most of. Belbin Team/Group Reports

Interpret and make the most of. Belbin Team/Group Reports How to Interpret and make the most of Belbin Team/Group Reports Belbin Team/Group reports can be used for a variety of reasons, including (but not restricted to): Helping to form a new team Understanding

More information

Human Resources. Values for Working Together and Professional Behaviours

Human Resources. Values for Working Together and Professional Behaviours Human Resources Values for Working Together and Professional Behaviours A message from the Vice-Chancellor The new Human Resources Strategy, Working Together: A Strategy for Success, in tandem with the

More information

The Healthcare Leadership Model Appraisal Hub and 360 report. Facilitator user guide

The Healthcare Leadership Model Appraisal Hub and 360 report. Facilitator user guide The Healthcare Leadership Model Appraisal Hub and 360 report Facilitator user guide The Healthcare Leadership Model Appraisal Hub and 360 report: Facilitator user guide version 1.0 May 2014 Facilitator

More information

FINANCIAL ACCOUNTING MANAGER

FINANCIAL ACCOUNTING MANAGER Job Description FINANCIAL ACCOUNTING MANAGER This job description provides an indicative outline of the purpose and accountabilities of the role. Specific performance requirements and expectations will

More information

Spring 2014. in partnership with. Employee Outlook

Spring 2014. in partnership with. Employee Outlook Spring 2014 in partnership with Employee Outlook WORK WORKFORCE WORKPLACE Championing better work and working lives The CIPD s purpose is to champion better work and working lives by improving practices

More information

JOB DESCRIPTION ASSISTANT PRINCIPAL FUNDING & PERFORMANCE REVIEW

JOB DESCRIPTION ASSISTANT PRINCIPAL FUNDING & PERFORMANCE REVIEW JOB DESCRIPTION JOB TITLE: HEAD OF FUNDING & MIS POST REF: 15/34 REPORTS TO: RESPONSIBLE FOR: ASSISTANT PRINCIPAL FUNDING & PERFORMANCE REVIEW THE DELIVERY OF AN EFFECTIVE MANAGEMENT INFORMATION SERVICE

More information

THE VIRTUAL WORKPLACE. By david knight associate partner, kpmg in the uk

THE VIRTUAL WORKPLACE. By david knight associate partner, kpmg in the uk THE VIRTUAL WORKPLACE By david knight associate partner, kpmg in the uk 26% of HR Directors and 26% of C-suite say loss of managerial control biggest barrier to adopting virtual employee network 2014 KPMG

More information

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services 1 Introduction Changing Lives 1, the Report of the 21 st Century

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

By DEBORAH ROWLAND and MALCOLM HIGGS

By DEBORAH ROWLAND and MALCOLM HIGGS By DEBORAH ROWLAND and MALCOLM HIGGS A huge amount of change initiatives fail. Based on a combination of 4 years rigorous research and practical application of the emerging findings, the book explores the

More information

Achieving Excellence through Executive Coaching

Achieving Excellence through Executive Coaching Achieving Excellence through Executive Coaching Good Leaders Accelerate with Good Coaching At White Water, we love to work with successful executives we always marvel at how well they respond to good coaching:

More information

Unlocking Potential: Understanding and Applying Tools to Identify and Develop Learning Agility

Unlocking Potential: Understanding and Applying Tools to Identify and Develop Learning Agility Unlocking Potential: Understanding and Applying Tools to Identify and Develop Learning Agility By George S. Hallenbeck Jr., Ph.D. A usage guide Key Takeaways: Identifying and developing learning agility

More information

Focusing on you. Focusing on the future.

Focusing on you. Focusing on the future. Focusing on you. Focusing on the future. Talk to JAM now on 0800 211 8877 www.jamrecruitment.co.uk Powerful RPO solutions from JAM Recruitment Future Great recruitment is incredibly powerful. It can change

More information

EVP The foundation of a strong Employer Brand. HR Swiss Congress 2014, Bern

EVP The foundation of a strong Employer Brand. HR Swiss Congress 2014, Bern HR Swiss Congress 2014, Bern Employer Branding in 1913 2 Influence your Employer Brand in the right direction ALL EMPLOYERS HAVE AN EMPLOYER BRAND. Even if employers don t actively control the brand, it

More information

Internal Mediation Services. Surrey County Council in partnership with South East Employers

Internal Mediation Services. Surrey County Council in partnership with South East Employers Internal Mediation Services Surrey County Council in partnership with South East Employers Introduction and Summary Surrey County Council s cultural strategy is clear it wants to create a coaching culture

More information

Australian Professional Standard for Principals

Australian Professional Standard for Principals AITSL is funded by the Australian Government Australian Professional Standard for Principals and the Leadership Profiles 2014 Education Services Australia as the legal entity for the Standing Council on

More information

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance. 1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within

More information

SUCCESS FACTOR QUESTIONS ADVANCED LEVEL

SUCCESS FACTOR QUESTIONS ADVANCED LEVEL SUCCESS FACTOR QUESTIONS ADVANCED LEVEL THINKING STRATEGICALLY What do you understand by the bigger picture? How important do you think this is and why? Use an example to illustrate your answer. From information

More information

Johari Window A model for self-awareness, personal development, group development and understanding relationship

Johari Window A model for self-awareness, personal development, group development and understanding relationship Johari Window A model for self-awareness, personal development, group development and understanding relationship Adapted from www.businessballs.com, Copyright alan chapman 2003 The Johari Window model

More information

Getting the best from your 360 degree feedback

Getting the best from your 360 degree feedback 1 Contents Getting the best from your 360 degree feedback... 3 What it is.... 3 And isn t.... 4 Using the system... 5 Choosing your respondents... 5 Choosing your competencies... 5 Compiling your questionnaire...

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY. Manager's Guide to Mid-Year Performance Management

HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY. Manager's Guide to Mid-Year Performance Management HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY Manager's Guide to Mid-Year Performance Management Table of Contents Mid-year Performance Reviews... 3 Plan the performance appraisal meeting... 3

More information

Relationship counselling:

Relationship counselling: Relationship counselling: Realising public-private partnership growth opportunities March 2012 Public-private partnerships (PPPs) are set to increase dramatically over the next three years. Yet with the

More information

NGN Behavioural Competencies

NGN Behavioural Competencies NGN Behavioural Competencies July 2012 Change and Improvement Embraces, drives and advocates change and improvement, demonstrating a commitment to keep people engaged. Sets a culture that values diversity

More information

OFFICE ANGELS. Office Angels Employers guide office-angels.com

OFFICE ANGELS. Office Angels Employers guide office-angels.com OFFICE ANGELS Employers Guide Office Angels Employers guide office-angels.com From attracting the best talent, to getting the most out of your people, we know that being an employer isn t always easy.

More information

Job Search Resources for International Students

Job Search Resources for International Students Job Search Resources for International Students Returning Home The differences from a United States job search Are you considering returning home after your studies? In addition to preparing for your relocation,

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

Phone: +44 (0)1494 473504 Email: coach@coachingforsuccess.co.uk Web: www.coachingforsuccess.co.uk

Phone: +44 (0)1494 473504 Email: coach@coachingforsuccess.co.uk Web: www.coachingforsuccess.co.uk Summary Sheldon House 3 Plomer Hill Downley High Wycombe Bucks HP13 5JQ Phone: +44 (0)1494 473504 Email: coach@coachingforsuccess.co.uk Web: www.coachingforsuccess.co.uk Executive Coaching Executive coaching

More information

Making the grade: charity governance in Wales

Making the grade: charity governance in Wales Making the grade: charity governance in Wales What trustees said in our survey The Board recognises that as an organisation set up for public good and in receipt of public funds and private donations,

More information

REVEALED: THE BLUEPRINT FOR BUSINESS SUCCESS Find out if you are achieving your full growth potential

REVEALED: THE BLUEPRINT FOR BUSINESS SUCCESS Find out if you are achieving your full growth potential REVEALED: THE BLUEPRINT FOR BUSINESS SUCCESS Find out if you are achieving your full growth potential Overview Running your own business can be tough. There s a huge amount of advice out there but you

More information

VISIT 2010 Fujitsu Forum Europe 0

VISIT 2010 Fujitsu Forum Europe 0 VISIT 2010 Fujitsu Forum Europe 0 Technology & Trends Room 4 Shaping tomorrow with you. User Experience Proposition overview Mark. A. Nicholls Head of Consulting for Government and the Public Sector, Fujitsu

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan 1. Introduction and Overview Relationship Manager (Banking) Assessment Plan The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It forms a key

More information

Human, Social and Network Capital and its role in the Boardroom

Human, Social and Network Capital and its role in the Boardroom University of Bath Human, Social and Network Capital and its role in the Boardroom MBA Thesis Paula Haines paula.haines@virgin.net This research was carried out for a MBA thesis at the University of Bath

More information

MEETING OF TRUST BOARD EXECUTIVE SUMMARY AGENDA ITEM 4.2

MEETING OF TRUST BOARD EXECUTIVE SUMMARY AGENDA ITEM 4.2 MEETING OF TRUST BOARD EXECUTIVE SUMMARY TITLE & DATE: AGENDA ITEM 4.2 National NHS Staff Survey and Trust Staff Satisfaction Survey 2013 Action Plan 27 February 2014 This paper is for: Approval x Decision

More information

ACCOUNT MANAGER HANDBOOK

ACCOUNT MANAGER HANDBOOK ACCOUNT MANAGER HANDBOOK INTRODUCTION An account manager or key account manager performs sales and relationship-building activities and assists in managing the account. An organization hiring an account

More information

NGO Self-assessment through a SWOT exercise

NGO Self-assessment through a SWOT exercise NGO Self-assessment through a SWOT exercise Step 1: Analyse your NGO s Capacity > page 2 Step 2: Do the SWOT Exercise > page 5 Step 3: Make a Strategic Plan > page 8 Step 4: Implement, Monitor, Evaluate

More information

WOMEN S JOBS, MEN S JOBS. Think Business, Think Equality

WOMEN S JOBS, MEN S JOBS. Think Business, Think Equality WOMEN S JOBS, MEN S JOBS Think Business, Think Equality CONTENTS INTRODUCTION 2 WOMEN S WORK 3 RECRUITMENT 5 TRAINING AND SKILLS 10 WOMEN S JOBS, MEN S JOBS CHECKLIST 17 GLOSSARY 19 1 INTRODUCTION This

More information

Afro Ant Conversation. Change Management Return on Investment 3 April 2014

Afro Ant Conversation. Change Management Return on Investment 3 April 2014 Afro Ant Conversation Change Management Return on Investment 3 April 2014 Overview This report documents the information gathered at the Afro Ant Conversation held on the 3 rd of April 2014 on the topic

More information

Contents. Before you begin. How to work through this learner guide Assessment. Introduction: Reflecting on and improving own professional practice

Contents. Before you begin. How to work through this learner guide Assessment. Introduction: Reflecting on and improving own professional practice Contents Contents Before you begin How to work through this learner guide Assessment Introduction: Reflecting on and improving own professional practice v v vi 1 Chapter 1: Reflecting on your practice

More information

Approaches to learning (ATL) across the IB continuum

Approaches to learning (ATL) across the IB continuum Approaches to learning (ATL) across the IB continuum Through approaches to learning in IB programmes, students develop skills that have relevance across the curriculum that help them learn how to learn.

More information

From Managing Self to Managing Others

From Managing Self to Managing Others From Managing Self to Managing Others When people are appointed to their first management positions, they often think they have it made. All their hard work as an individual contributor has finally been

More information

Chapter 1: Health & Safety Management Systems (SMS) Leadership and Organisational Safety Culture

Chapter 1: Health & Safety Management Systems (SMS) Leadership and Organisational Safety Culture Chapter 1: Health & Safety Management Systems (SMS) Leadership and Organisational Safety Culture 3 29 Safety Matters! A Guide to Health & Safety at Work Chapter outline Leadership and Organisational Safety

More information

August 2009. Page 1 PSA-2014-00177

August 2009. Page 1 PSA-2014-00177 August 2009. Page 1 Page 2 Citizens' Services (Kim Henderson) Introduction to Employee Engagement Engagement Scores at a Glance Your work unit Your organization 76 72 Employee engagement is a concept that

More information

LSBU Leadership Development Strategy

LSBU Leadership Development Strategy LSBU Leadership Development Strategy Leadership has never been more important at LSBU, stakeholder expectations are rising, we urgently need to improve our rating in league tables, resources are tighter

More information

EFFECTIVE PERFORMANCE APPRAISALS

EFFECTIVE PERFORMANCE APPRAISALS EFFECTIVE PERFORMANCE APPRAISALS When used correctly, the performance appraisal process is a useful technique to hold employees accountable for desired results, and aligning them with business strategy.

More information

The 11 Components of a Best-In-Class 360 Assessment

The 11 Components of a Best-In-Class 360 Assessment White Paper LEADERSHIP DEVELOPMENT The 11 Components of a Best-In-Class 360 Assessment Crucial elements for your 360 assessment 360-degree assessments are the backbone of most corporations leadership development

More information

Improving the Progression, attainment and enjoyment of KS3 students in Mathematics using single sex classes in a co-educational, comprehensive school

Improving the Progression, attainment and enjoyment of KS3 students in Mathematics using single sex classes in a co-educational, comprehensive school TEFP1011 Susanne Hashmi-Lewis - Kings College Guildford Improving the Progression, attainment and enjoyment of KS3 students in Mathematics using single sex classes in a co-educational, comprehensive school

More information

ACCREDITATION. APM Corporate CASE STUDY

ACCREDITATION. APM Corporate CASE STUDY Introduction FCO Services delivers secure services across the globe that meet the demanding needs of government in some of the most challenging environments. As a Trading Fund, FCO Services provides competitive,

More information

The psychological contract

The psychological contract http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm?wa_src=email&wa_pub=cipd&wa_crt=feature3_main_none&wa_cm p=cipdupdate_160610 The psychological contract Employee relations Revised May 2010

More information

Personal Development Competency Project Professional Services. A 3-part guide for managers and staff

Personal Development Competency Project Professional Services. A 3-part guide for managers and staff Personal Development Competency Project Professional Services A 3-part guide for managers and staff Contents The competencies 3 Background and introduction to the competencies 3 The competencies referenced

More information