Introduction
This report contains a summary of the 360 Degree Feedback that was conducted within your organization. You will also find a summary of feedback provided specifically to you from a selected group of participants including your supervisor and peers.
360 Degree Feedback presents a more complete picture of a participant’s behavior and performance by drawing information from many contacts within the employee’s work chain. It gives team members a resource to guide their development.
360 Degree Feedback has many purposes including:
- Improvements in work behaviors
- Increased awareness of your strengths and weaknesses
- More frequent and open communication between yourself and others
- More feedback seeking behavior
- Improved capacity to lead and manage
- Improvements in individual, team, and organizational performance
Receiving feedback about job performance and skills relating to others can bring about feelings of anxiety. This is because you are discovering how you are perceived by others which may be similar or dissimilar to how you perceive yourself.
Important
It is very important that you do not view this feedback as dangerous or hostile criticism. Rather, you should view the feedback as an opportunity for continual learning and development as a team member.
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You should keep in mind that, giving honest and genuine feedback is also a difficult endeavor that was undertaken by your peers. Therefore, you should value this feedback and appreciate the efforts others have made to provide you with comments that can help you improve.
You should use your feedback to help you set specific goals for professional development. This can be done if you see the feedback as a perspective (from unbiased observers) on where you can improve your job performance and working relationships with others.
Summary
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The questionnaire items used in this feedback process measured several major dimensions of job performance.
Summary scores obtained for each item were calculated by averaging the scores for all of the respondents to that item. Your scores for the items on the questionnaire are shown below sorted by score with the highest scores shown at the top.
The bars shown below are a graphical representation of the scores you have received on the questionnaire. They represent the average score for each of the dimensions of performance measured with the questionnaire. The bars are sorted by size with the highest scores shown at the top of the graph. The performance dimensions that need the most development are shown at the bottom of the graph.
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| Self | 1 | | Supervisor | 1 | | Peer | 6 | | Direct Report | 9 |
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The results in this report are based on responses collected from several types of individuals. This table shows the responses you have received.
These different types of respondents provide different Perspectives of your job performance. Each of their perspectives may be unique.
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Gap Analysis
The following table graphically displays the "Gap," or difference between your average rating on each dimension (labeled "Self") and the average of all other supervisor, peer and direct report raters (labeled "All Others"). This can help you identify blindspots, or areas where you were rated more favorably by your other raters than by yourself. The Gap for these dimensions are colored in shades of green (). Conversely, the graph can also help you identify your opportunities for improvement, or areas where you rated yourself higher than the others did. The Gap for these dimensions are colored in shades of red (). The darker the shade of green or red, the larger the Gap. Finally, if a dimension's Gap is not shaded with a specific color (), it indicates an area of agreement between yourself and all other raters.
Gap Analysis
(continued)
This page shows a comparison of each of the dimensions by rater perspective. This allows you to compare your self-assessment with each of the other types of feedback givers (supervisor, peer, direct report, others).
Leadership
| Teamwork
| Communication
| Feedback
| Problem Solving
| Accountable
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Leadership
Items:
- Makes and meets commitments
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| - Effective in selecting candidates to become effective team members
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| - Clearly prioritizes and allocates resources
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| - Effective in planning and developing strategic and tactical objectives
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| - Acts as a coach and mentor
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| - Effective leader in stressful situations
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| - Able to resolve employee conflicts
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| - Able to lead a diverse group of employees
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Items
(continued)
- Shows employees how their job supports Company's business objectives
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| - Treats employees with fairness and respect
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| - Routinely obtains and solicits input from employees
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| - Responds and makes decisions effectively in a changing environment
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Teamwork
Items:
- Works effectively as a team member
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| - Effective in getting diverse individuals to work toward a common goal
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| - Seeks collaboration and teamwork among departments and team members
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| - Respects others and supports their professional development
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| - Works diligently toward the completion of goals
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| - Effective in building high performance teams
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| - Encourages innovative thinking by others
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| - Is trustworthy and respected by other team members
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Communication
Items:
- Is open and approachable
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| - Clarifies statements to gain and ensure better understanding
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| - Effective in communicating ideas and concepts
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| - Effective in incorporating new ideas
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| - Effective at gaining commitment by persuasion
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| - Communicates effectively in presentations
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| - Conveys priorities with a sense of urgency and importance, when appropriate
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Feedback
Items:
- Is accepting of constructive criticism
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| - Able to offer constructive criticism to others
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| - Provides clear goals and objectives and timely, candid and constructive feedback on those goals and objectives
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| - Open to the suggestions of others
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| - Listens to suggestions from others
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| - Is open to constructive feedback
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Problem Solving
Items:
- Aligns the goals of the department with the Company
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| - Uses data, not just anecdotes, to understand problems and suggest solutions
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| - Adept at solving problems
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| - Able to operationalize ideas and plans, and translate them into action for his/her team
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| - Converts strategic plans into action
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| - Looks for innovative ways to solve problems
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| - Creates an environment of accountability
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Accountable
Items:
- Routinely achieves or exceeds objectives
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| - Has high personal standards
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| - Strives for functional excellence
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| - Has a high work ethic
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| - Understands the market factors that impact
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| - Dedicated to the success of the Company and works toward Company objectives
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Conclusion
(Strengths and Areas for Development)
The tables below show the number and percentage of responses selected for each item. Responses to items were measured using a 5-point scale from Needs Improvement to "Is a Role Model for Others". The responses were given values from 1 to 5 where Needs Improvement was scored as a 1 and "Is a Role Model for Others" was scored as a 5. The average score shown in the tables below represents the average response for that item.
5 Highest Items
5 Lowest Items
Strengths
Areas for Development
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