Behaviours Sample 360 Rep Ort Individual Report - PSI Online

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e l p Behaviours 360 report Individual report m a s Anne Sample Monday 6 June 2016 Anne Sample Behaviours 360 report 2016 JCA Global Ltd 1

e l p Contents 3 About this report 4 Your Behaviours 360 overview m a s 5 Your rater groups 6 Your strengths 7 Your development areas 8 Your hidden strengths 9 Your blind spots 10 Your item analysis 19 Your rater comments 22 ppendix A Your personal development jcaglobal.com

About this report This report is based upon the Behaviours 360 assessment, which collects and evaluates perceptions of your behaviours in the workplace. Ratings are based on your responses and the responses of your raters. e l p The results give an indication of current performance and provide a platform from which an accurate picture of your strengths and development areas can be built. The information within this report should be treated as confidential. How to use this report Feedback has been collected from up to five perspectives; self, line manager, peers, direct reports and others. All 360 behaviours are rated against a 1 to 6 scale: m a s 1 - Hardly, if ever (5% of time) 2 - Rarely (20% of time) 3 - Sometimes (40% of time) 4 - Frequently (60% of time) 5 - Usually (80% of time) 6 - Nearly always (95% of time) N - No opportunity to observe Important tips: Feedback is provided against the 360 behaviours only. Open and honest feedback is rare but is vital for personal development. All feedback is valuable and should be viewed as an opportunity for learning and development. Feedback is based on perceptions and should be used as a guide for development not an absolute. Work behaviours can be developed. Use the feedback to clarify your current strengths and areas for future development. The purpose of this report is to help develop your The purpose of this report is to help develop your work work performance and provide you with feedback performance and provide you with feedback and focus and focus for future personal development. for future personal development. Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 34

Your Behaviours 360 overview The diagram below displays the average rating from all of your raters and from yourself on each of the 360 behaviours. This diagram enables you to see any gaps in perception between yourself and your raters. e l p CUSTO MER 5 6 5 3 3 2 INFLUE 2 2 1 G& PLANNIN 4 3 2 1 1 1 1 1 1 1 2 3 NG SI NI GA OR 4 2 2 3 4 6 MM ER IC 5 AL A 4 5 6 4 I CT E F WAR EF ENESS PERSONAL 5 6 S ES N VE 6 Self rating 1 - Hardly, if ever 3 - Sometimes 5 - Usually 3 3 5 CO 2 PEO PLE 3 4 ORK NCI 4 AD ING NG P 5 5 S 6 4 m a s 6 FO CU W AM TE EO PL E 6 LE S E AT R T KING THIN C GI Average rating (excludes self rating) 2 - Rarely 4 - Frequently 6 - Nearly always Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 45

Your rater groups The tables below display the average ratings given on each of the 360 behaviours by your different rater groups. These tables enable you to see any gaps in perception between yourself and your rater groups. Personal Effectiveness 3.8 5.3 4.0 4.4 Leading People 4.2 4.5 3.9 4.1 Team Work 4.7 5.7 5.2 5.2 Customer Focus 4.5 4.2 4.5 4.3 Strategic Thinking 3.7 4.0 3.6 3.9 Influencing People 4.7 5.5 4.4 4.6 Planning & Organising 3.7 3.7 3.7 3.9 Commerical Awareness 3.8 4.3 4.7 4.6 1 2 e l p 3 4 5 6 m a s Self rating Peers Others 1 - Hardly, if ever 3 - Sometimes 5 - Usually Line Manager Direct Reports Average rating (excludes self rating) 2 - Rarely 4 - Frequently 6 - Nearly always Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 56

Your strengths The table below displays the five items that received the highest average rating from your raters. These items may indicate areas of strength. Avg. rating Item e l p 360 behaviours 5.8 Participates readily in team activities Team Work 5.8 Keeps up-to-date with competitors activity and performance Commerical Awareness 5.6 Shows appreciation for the contributions of others Team Work 5.6 Relates well to people at all levels Influencing People 5.4 Encourages others to share their views and thoughts Team Work m a s Average rating (excludes self rating) 1 - Hardly, if ever 3 - Sometimes 5 - Usually 2 - Rarely 4 - Frequently 6 - Nearly always Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 67

Your development areas The table below displays the five items that received the lowest average rating from your raters. These items may indicate areas for development. Avg. rating Item e l p 360 behaviours 3.4 Champions initiatives to increase customer satisfaction Customer Focus 3.4 Constructively challenges others Influencing People 3.5 Identifies and defines strategic goals and priorities Strategic Thinking 3.5 Identifies key risks and dependencies in plans Planning & Organising 3.6 Develops strategic plans to achieve long-term organisational goals Strategic Thinking m a s Average rating (excludes self rating) 1 - Hardly, if ever 3 - Sometimes 5 - Usually 2 - Rarely 4 - Frequently 6 - Nearly always Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 78

Your hidden strengths The table below displays up to five items that show the biggest difference; where others rated you higher than you rated yourself. These items may indicate areas of hidden strength. Check the item analysis pages for more detail, e.g. what is the range of scores, how many raters did you select, were the raters overly positive? e l p Item 360 behaviours Self rating Avg. rating 4 5.8 Keeps up-to-date with competitors activity and performance Commerical Awareness 3 4.6 Adopts the most effective interpersonal style for different people and circumstances Personal Effectiveness m a s 3 4.4 Prepares for and holds structured meetings 3 4.3 Involves others early in the decisionmaking process 3 4.2 Works to simplify systems and processes Self rating 1 - Hardly, if ever 3 - Sometimes 5 - Usually Planning & Organising Team Work Commerical Awareness Average rating (excludes self rating) 2 - Rarely 4 - Frequently 6 - Nearly always Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 89

Your blind spots The table below displays up to five items that show the biggest difference; where others rated you lower than you rated yourself. These items may indicate your blind spots. Check the item analysis pages for more detail, e.g. what is the range of scores, how many raters did you select? Self rating Avg. rating 5 3.4 5 4 5 4.2 e l p Item 360 behaviours Champions initiatives to increase customer satisfaction Customer Focus Identifies priorities and action steps for achieving objectives Planning & Organising Gives people the authority and autonomy to take action Leading People m a s 5 4.3 Sets out a clear and compelling picture of the preferred future Strategic Thinking 4 3.4 Constructively challenges others Influencing People Self rating 1 - Hardly, if ever 3 - Sometimes 5 - Usually Average rating (excludes self rating) 2 - Rarely 4 - Frequently 6 - Nearly always Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 10 9

Your item analysis The tables in the following section display the spread of scores given by yourself and all rater groups on each item. The average rating for each item is shown with the previous average score in brackets. Alongside this the number of times a particular score was given by each rater group is displayed. Each item is arranged in order by the average rating. The number (1-6) at the top of each column represents the rating given. N indicates 'No opportunity to observe'. If you had less than 3 raters complete in any group (except line manager) their score will not be shown and is indicated by *. e l p Raters included in this report Peers 1 Direct Reports 3 Line Manager 1 m a s Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 11 10

Personal Effectiveness Self Avg. Line Manager Peers * Direct Reports Others * rating rating 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N Maintains a positive attitude when faced with setbacks and obstacles 4 4.8 1 Remains emotionally controlled under pressure 4 4.6 1 Adjusts own plans and priorities to reflect changes in business demands 5 4.6 Adopts the most effective interpersonal style for different people and circumstances 3 4.6 Invites feedback and responds non defensively 4 4.3 Manages own time effectively 3 3.8 2 1 e l p 1 1 1 1 2 1 1 1 1 2 2 1 1 2 1 m a s Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 12 11

Leading People Self Avg. Line Manager Peers * Direct Reports Others * rating rating 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 Inspires enthusiasm and a positive attitude from people 5 4.6 Challenges people to continuously improve their performance 4 4.5 1 Gives people the authority and autonomy to take action 5 4.2 1 Communicates a clear and compelling vision of the future 4 4 Provides clear direction 3 3.8 1 3.8 1 Co-ordinates activities to achieve agreed goals 4 2 1 e l p 1 1 2 1 2 1 1 1 2 1 1 2 m a s Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 13 12

Team Work Self Avg. Line Manager Peers * Direct Reports Others * rating rating 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N Participates readily in team activities 5 5.8 1 1 2 Shows appreciation for the contributions of others 5 5.6 1 1 2 Encourages others to share their views and thoughts 5 5.4 Encourages co-operation within the team 5 5 Listens to what others’ have to say 5 5 Involves others early in the decision-making process 3 4.3 e l p 1 1 2 1 1 1 2 2 1 1 1 1 1 m a s Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 14 13

Customer Focus Self Avg. Line Manager Peers * Direct Reports Others * rating rating 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N Treats commitments to customers as priority 5 4.8 1 Monitors the external market place to identify changes in customer profile 4 4.7 1 Responds promptly and flexibly to customers 5 4.6 1 Uses customer feedback to identify opportunities to improve products 4 4.5 1 Ensures that customer expectations are understood and managed 4 4 1 Champions initiatives to increase customer satisfaction 5 3.4 1 1 1 1 1 1 e l p 1 1 1 1 1 2 3 1 2 m a s Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 15 14

Strategic Thinking Self Avg. Line Manager Peers * Direct Reports Others * rating rating 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 Sets out a clear and compelling picture of the preferred future 5 4.3 Aligns individuals and teams to deliver strategic goals 4 4.2 Considers possible future trends and opportunities 4 4 1 Maintains a long term focus even when faced with short term pressures 3 4 1 Develops strategic plans to achieve long-term organisational goals 3 3.6 1 Identifies and defines strategic goals and priorities 3 3.5 2 1 e l p 1 2 1 1 2 1 1 1 2 1 1 m a s Peter Clarke 2016 JCA Global Ltd Anne Sample Behaviours 360 report 2016 JCA Global Ltd 2 1 16 15

Influencing People Self Avg. Line Manager Peers * Direct Reports Others * rating rating 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N Relates well to people at all levels 5 5.6 1 1 2 Communicates with passion and enthusiasm 5 5.4 1 2 1 Assertively and confidently states own views 5 4.6 1 Seeks others' ideas and perspectives and takes them in to account 5 4.6 1 Provides facts to make a persuasive case 4 4.2 Constructively challenges others 4 3.4 e l p 1 1 2 1 1 1 1 1 1 1 1 1 1 m a s Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 17 16

Planning & Organising Self Avg. Line Manager Peers * Direct Reports Others * rating rating 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 Prepares for and holds structured meetings 3 4.4 Identifies priorities and action steps for achieving objectives 5 4 Plans activities and projects effectively 3 4 1 Identifies and organises resources needed to accomplish tasks 4 3.8 1 Establishes criteria to measure progress when agreeing objectives 4 3.8 1 Identifies key risks and dependencies in plans 3 3.5 1 1 1 1 1 2 1 e l p 1 2 2 1 2 1 1 1 1 m a s Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 18 17

Commerical Awareness Self Avg. Line Manager Peers * Direct Reports Others * rating rating 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N 1 2 3 4 5 6 N Keeps up-to-date with competitors activity and performance 4 5.8 1 Identifies and pursues opportunities to grow the business 4 5 1 Identifies opportunities to reduce costs 4 4.3 Bases decisions upon commercial and strategic imperatives 4 4.3 Uses financial information to monitor organisational performance and guide decisions 4 4.2 Works to simplify systems and processes 3 4.2 2 1 e l p 1 1 1 1 1 1 1 1 2 2 1 2 1 m a s Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 1 2 19 18

Your rater comments The following comments are made by your 360 feedback raters. What you should stop doing e l p Trying to keep everyone happy all of the time rather than sending out clear and assertive messages around what needs to be done. Avoiding difficult conversations holding on to all his good knowledge. Set up a learning group Can sometimes use quite broad terms in discussion and not go into enough specific detail. Especially if having a difficult conversation, could be more frank and clear; this is not really a criticism but he is such a nice guy that sometimes people don't even realise he is letting them know they have done something wrong/need to improve on something! m a s Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 20 19

Your rater comments The following comments are made by your 360 feedback raters. What you should do differently or start doing e l p sharing some project work so people can see what he does more and learn from him and his style Work closer with the help desk to support them Have those difficult conversations sooner rather than avoiding them. m a s Perhaps be firmer on holding people to account for their actions, particularly if those actions are impacting negatively on other people Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 21 20

Your rater comments The following comments are made by your 360 feedback raters. What you should continue to do e l p Always checking in with how we are at a personal level Peter is a colleague you can trust. He balances his time well in the various areas of his job, he should continue to be an enthusiastic, hard-working member of the team. Encouraging others to do well and own their projects. Having a brilliant sense of humour and general easygoing demeanour. m a s being a positive member of the team Continue to be the kind, funny and compassionate person he is! A really lovely person to work with. Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 22 21

Appendix Your personal development Answer the questions below to begin mapping out a personal development plan. e l p Your reflections What have you learnt or become aware of from reading your Behaviours 360 report? m a s Your strengths How are your strengths working for you? How can you make more use of your strengths to your own and your organisation's advantage? Your development How are your development areas limiting or hindering your performance? What actions can you take to address your development areas? Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 23 22

Your actions Action Support I will need How I will measure success By when e l p m a s Your Behaviours 360 report provides you with valuable feedback. By sharing your profile with your manager, you will be providing them with vital information to help them support your development. Following your discussion with your manager, please update your personal development plan. Peter Clarke Anne Sample 2016 JCA Global Ltd Behaviours 360 report 2016 JCA Global Ltd 24 23

JCA Global Ltd The Quadrangle Imperial Square Cheltenham GL50 1PZ Telephone: 44 1242 239 238 info@jcaglobal.com jcaglobal.com Anne Sample EIP Snapshot 2016 JCA Global Ltd 16

Feedback is provided against the 360 behaviours only. Open and honest feedback is rare but is vital for personal development. All feedback is valuable and should be viewed as an opportunity for learning and development. Feedback is based on perceptions and should be used as a guide for development not an absolute. Work behaviours can be developed.

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