1. business and industrial

Jenny Sample
May 2009
Helping people deliver their potential
Reflections 360 - contents
Introduction
This report reflects results from your recent 360-degree (also known as multi-rater feedback) questionnaire.
Many organisations use 360-degree feedback to support talent development by gaining self awareness into how colleagues perceive
them and their actual reputation at work. This insight can help to understand behavioural strengths upon which to build, as well as
specific behaviours or skills to demonstrate more or less of, and thus increase personal effectiveness.
For organisations, the availability of regular 360-degree feedback support helps to target specific behavioural skills that deliver
results. It helps people understand how their behavioural reputation influences both their own personal effectiveness and how this
may contribute to team and organisational results. It may help to target learning resources and development activity and generate a
more focused return on development investment. An environment where colleagues are used to giving and receiving constructive
feedback supports a learning-centred culture which can be a major competitive advantage to identify and adapt to a constantly
changing economic climate.
Your report is ordered into seven sections that provides information a step at a time as follows:
Contents
Section 1 - How to use this report
Our recommendation in relation to interpreting the information gathered.
Section 2 - Respondent groups
Details of Rater groups included, who took part in the survey, how long they have experienced
working with you and their perceived level of contact with you.
Section 3 - Summary of results
A summary of results from each Rater group in relation to; overall positive and detracting
behaviours for each competency; Rater group perceived impact on your role; if the competency
overall is perceived as a Strength or area that would benefit from development.
Section 4 - Question item analysis
Indication of Rater and Self responses for each behaviour under each Competency in order of
Rater Group.
Section 5 - Open-ended question feedback
Rater responses for open-ended question in order of Rater Group.
Section 6 - Development recommendations
Suggestions to build on perceived competency strengths and perceived competency areas for
development.
Section 7 - Development action plan
A development plan template that can be completed by the Participant in order to take action
from the reputational information obtained and build personal effectiveness.
Page 2
© Copyright 2009 Advanced People Strategies Ltd
Section 1 - How to use this report
This report can be used for self-development, support coaching, support role transition, as a training or development diagnostic and
support performance appraisal. It is deliberately designed for Participants to rapidly interpret Rater perception and working reputation
in relation to the competencies selected. Participants can interpret information in any order from the report, however, we recommend
systematically working through sections in order i.e.:
Section 2 Rater Groups
This section indicates which Raters completed the survey, frequency of their exposure to the participant and how long the
working relationship has existed. This information can be considered when exploring differences between Rater groups
i.e. expression for more or less behaviour, if the stage of group relationship impacts, (forming, storming, norming and
conforming). It can therefore impact on the significance of the feedback provided.
Section 3 Summary of Results
This section firstly, summarises the frequency of both positive and negative behaviours for each Competency
experienced by each Rater Group. This information can help identify differences of Participant behaviour demonstrated to
each group. This may potentially indicate differences in Participant reputation between Rater Groups. Secondly, the
"Impact on Role" graph indicates the significance each Rater Group believes the Competency has on the Participants
job. The columns indicate the distribution of Raters from each Group where the competency is within the very low to very
high range. This graph can help to prioritise development activity in the action plan.
Section 4 Question Item Analysis
This section includes 2 tables. The "Impact on Role" table indicates how the Rater Group believes the behaviour stated
affects the Participant's role. The "Behaviours Demonstrated" table indicates how many Raters in the group believe the
Participant demonstrates the behaviour stated and how frequently they believe it is demonstrated. The black square
indicates the Participant's own frequency rating and can be used to compare self and others perception. After identifying
specific competency strengths, areas for improvement, or reputational differences between Rater Groups in Section 3,
this breakdown of specifically rated behaviour statements can help the Participants reputational performance.
Information gleaned here can be used to support actions to improve personal effectiveness in the development plan.
Section 5 Open-ended question feedback
This section provides Rater Group direct feedback to open-ended questions. These comments are not edited and provide
Raters with an opportunity to share Participant performance perception, key strengths and suggest areas for
improvement..
Section 6 Development Recommendations
This section provides suggestions from each Rater Group to build on competency strengths and ideas that may help with
competency development needs. These may support the Development Action Plan.
Section 7 Development Action Plan
This section provides a template where the Participant can list development actions to build personal effectiveness. The
earlier report sections can provide insight into what behaviours are likely to increase effectiveness.
Page 3
© Copyright 2009 Advanced People Strategies Ltd
Section 2 - Respondent Groups
Self
Job Role title: Marketing Manager
Date report compiled: 21 May 2009
Superiors
Fred Boss
known you: 1 yrs 6 months
and has very regular contact with you.
Sally Peer
known you: 2 yrs 1 months
and has regular contact with you.
David Peer
known you: 2 yrs 6 months
Tony Peer
known you: 2 yrs 1 months
Peers
and has irregular contact with you.
Direct Reports
Page 4
Silvia Report
known you: 7 yrs 0 months
Gary Report
known you: 0 yrs 7 months
and has regular contact with you.
Derek Report
known you: 1 yrs 2 months
and has regular contact with you.
© Copyright 2009 Advanced People Strategies Ltd
Section 3 - Summary Results
Self
Direct Reports
Peers
Superiors
Safety
Positive Behaviour
Detracting Behaviour
Strength
Overused
Don't know
Never
Rarely
Not frequently
Frequently
Very frequently
Overused
Don't know
25%
50%
8%
50%
25%
0%
17%
8%
0%
0%
17%
25%
25%
50%
42%
17%
0%
0%
0%
0%
0%
0%
0%
0%
2% 12% 26% 44% 12%
3%
10% 33% 12% 10% 34% 0%
ALL 0%
14%
Very frequently
25%
0%
17%
0%
Frequently
0%
11%
0%
Not frequently
0%
0% 0% 0% 50% 50%
0% 11% 28% 50% 0%
6% 22% 44% 28% 0%
Rarely
0% 17% 33% 50% 0%
Never
Self 0%
Superior 0%
Peer 0%
Direct 0%
4%
82%
55%
Professionalism
Positive Behaviour
Strength
Very frequently
Overused
Don't know
Never
Rarely
Not frequently
Frequently
Very frequently
Overused
Don't know
0%
0%
0%
11%
33%
33%
33%
33%
33%
33%
44%
22%
33%
33%
11%
22%
0%
0%
11%
11%
0%
0%
0%
0%
0%
0%
0%
0%
2% 10% 32% 42% 12%
3%
3% 33% 33% 25% 6%
0%
0%
Rarely
Frequently
0%
0%
11%
0%
Not frequently
0%
50%
0%
0%
0%
0%
0%
0%
0% 0% 50%
0% 0% 0%
0% 11% 28%
6% 28% 50%
ALL 0%
Detracting Behaviour
50%
50%
50%
17%
Never
Self
Superior
Peer
Direct
0%
1%
44%
12%
2%
86%
69%
Customer Focus
Positive Behaviour
0%
31%
Detracting Behaviour
Strength
Don't know
7% 20% 22% 25% 25% 0%
2%
3%
83%
Frequently
Overused
Very frequently
Not frequently
2%
Rarely
0%
0% 14% 31% 36% 16%
Never
7% 33% 20% 20% 20% 0%
ALL 0%
Overused
0%
0%
7%
Frequently
0% 20% 40% 20% 20% 0%
0% 20% 0% 20% 60% 0%
20% 7% 27% 40% 0% 0%
14%
Don't know
Very frequently
Not frequently
0%
0%
8%
0%
Rarely
0% 25% 12% 62% 0%
0% 0% 12% 25% 62%
0% 12% 50% 29% 0%
0% 21% 50% 29% 0%
Never
Self 0%
Superior 0%
Peer 0%
Direct 0%
49%
1%
50%
Teamwork
Positive Behaviour
Don't know
21% 4% 21% 38% 17% 0%
1%
Overused
Very frequently
2%
68%
0%
0%
0%
0%
46%
Frequently
Never
Not frequently
Don't know
2% 27% 23% 40% 5%
Strength
0% 25% 50% 0% 0%
0% 0% 50% 25% 0%
8% 33% 25% 17% 0%
8% 25% 25% 25% 0%
Rarely
Overused
Very frequently
25%
25%
17%
17%
Frequently
0%
0%
7%
0%
0% 0% 20% 80%
0% 60% 0% 20%
7% 27% 20% 40%
0% 20% 53% 20%
31%
Page 5
Not frequently
ALL 2%
0%
20%
0%
0%
Rarely
Never
Self 0%
Superior 0%
Peer 0%
Direct 7%
Detracting Behaviour
55%
0%
-1%
© Copyright 2009 Advanced People Strategies Ltd
Section 3 - Summary Results
Self
Direct Reports
Peers
Superiors
Innovation
Positive Behaviour
Detracting Behaviour
0%
0%
0%
0%
0% 0% 75%
0% 0% 25%
0% 17% 50%
0% 25% 50%
2% 12% 33% 36% 16%
2%
0%
14%
1%
85%
Don't know
Rarely
0%
6%
0%
Overused
Never
ALL 0%
0% 0% 0% 50% 50%
0% 22% 39% 28% 6%
6% 28% 44% 17% 6%
Very frequently
Don't know
0%
Frequently
Overused
0% 50% 50% 0%
Not frequently
Not frequently
Very frequently
Rarely
0%
Frequently
Never
Self 0%
Superior 0%
Peer 0%
Direct 0%
25%
75%
25%
25%
0%
0%
0%
0%
0%
0%
8%
0%
0% 10% 50% 38% 0%
10%
Strength
2%
2%
88%
Commitment
Positive Behaviour
Overused
Don't know
Never
Rarely
Not frequently
Frequently
Very frequently
Overused
Don't know
Very frequently
0%
0%
0%
11%
67%
0%
11%
11%
33%
0%
33%
78%
0%
67%
33%
0%
0%
33%
0%
0%
0%
0%
11%
0%
8% 11% 52% 24% 4%
0%
3%
Frequently
0%
0%
11%
0%
Not frequently
0%
0%
0%
0%
0% 17% 0% 83% 0%
0% 0% 0% 33% 50%
0% 0% 22% 50% 28%
0% 17% 22% 44% 17%
ALL 0%
Strength
0%
17%
0%
0%
Rarely
Never
Self
Superior
Peer
Direct
Detracting Behaviour
19%
1%
80%
3% 22% 36% 25% 8%
28%
3%
3%
69%
Integrity
Positive Behaviour
Detracting Behaviour
Strength
Overused
Don't know
Never
Rarely
Not frequently
0%
20%
0%
0%
0%
0%
7%
0%
0%
0%
0%
0%
0%
8%
0% 50% 50% 0%
0% 25% 50% 25%
0% 50% 25% 8%
0%
0%
8%
0%
8% 25% 42% 25% 0%
0%
ALL 3%
7%
3% 45% 35% 5%
2%
0%
4%
2%
2%
85%
10%
Opportunity to grow
Positive Behaviour
0%
8%
Don't know
0%
3%
Overused
Rarely
3%
86%
Very frequently
Never
0% 11% 39% 43% 4%
Strength
Frequently
Don't know
Not frequently
Overused
Very frequently
0% 0%
0% 0%
0% 8%
0% 25%
Frequently
0%
0%
0%
0%
11%
Page 6
Not frequently
ALL 0%
Detracting Behaviour
0%
0%
11%
0%
0% 0% 33% 67%
0% 17% 0% 67%
0% 22% 50% 17%
0% 6% 72% 22%
2%
88%
0%
17%
0%
0%
Rarely
Never
Self 0%
Superior 0%
Peer 0%
Direct 0%
6% 42% 38% 8%
Don't know
Very frequently
40%
60%
27%
13%
Overused
Frequently
40%
20%
53%
67%
13%
Very frequently
Not frequently
0%
0%
0%
13%
Frequently
Rarely
20%
0%
0%
7%
Never
Self 0%
Superior 0%
Peer 13%
Direct 0%
25%
25%
42%
50%
75%
25%
50%
25%
0%
50%
0%
0%
0%
0%
0%
0%
8% 36% 44% 12%
92%
0%
0%
© Copyright 2009 Advanced People Strategies Ltd
Section 4 - Question item analysis
Superiors
Behaviour Demonstrated
Don't know
Overused
Very frequently
Frequently
Not frequently
Rarely
Never
Impact on role
Safety
SD1
SD2
SD3
SD4
SM1
SM2
SM3
SP1
SP2
SP3
Communicates all safety directives, policies and procedures to subordinates and
teams
Circumvents protocols and procedures to achieve results
Puts off tasks and resists requests for action
Reacts emotionally to setbacks or disappointments
Maintains a safe working environment and discipline
Respects, defends and enforces established safety protocol, policy and procedures
Takes action to minimise costs whilst following policy and procedures
Follows detailed procedure and does not take risks
Stays up to date with, and seeks new ways to implement, health & safety procedures
Is emotionally calm and relaxed
1
1
1
1
1
1
1
1
1
1
Professionalism
PD1
PD2
PD3
PM1
PM2
PM3
Is cynical and mistrustful of others actions and intentions
Generates ideas that are unusual
Is withdrawn and non-communicative under pressure
Talks about business opportunities and financial strategies
Uses data and logic to identify trends, solve problems or create meaning
Takes opportunities to take on responsibility
Is up-to-date with relevant trends and developments that may support operational
PP1
performance and efficiency reviews
PP2 Takes pride in getting things done
PP3 Plans work in advance and anticipates changes in workload
1
1
1
1
1
1
1
1
1
Customer Focus
CD1
CD2
CD3
CD4
CD5
CM1
CM2
CM3
CM4
CP1
CP2
CP3
CP4
Seems critical and finds fault in customers or other supporting departments
Uses displays of emotion as a way of making a point
Pays attention to the moods and feelings of others
Ignore others' priorities and focuses on own goals and timelines
Deals with conflict and confronts unreasonable demands from people
Helps customers gain satisfaction
Takes control to resolve customer complaints
Is business-like and focused on the organisation's commercial success
Prefers distinctive, attractive surroundings and quality over form and function
Sees the glass half-full rather than half-empty in relation to people
Is empathetic towards customers and goes the extra mile to please them
Is open-minded and generates ideas to wow customers
Starts and builds relationships with people very easily
1
1
1
1
1
1
1
1
1
1
1
1
1
Teamwork
TD1
TD2
TD3
TD4
TM1
TM2
Is tough and direct with others
Is critical and fault finding
Is volatile and explosive
Resists taking part in team-oriented activity
Cares deeply about the morale and welfare of staff
Builds teams that get on well together
Remains calm when the team is under significant pressure and is a calming influence
TP1
to them
TP2 Demonstrates caring and sensitivity when communicating with others
TP3 Is approachable, gregarious and friendly toward others
Page 7
1
1
1
1
1
1
1
1
1
© Copyright 2009 Advanced People Strategies Ltd
Section 4 - Question item analysis
Superiors
Behaviour Demonstrated
Don't know
Overused
Very frequently
Frequently
Not frequently
Rarely
Never
Impact on role
Innovation
ID1
ID2
ID3
ID4
IM1
IM2
IM3
IP1
IP2
IP3
Follows established procedures and relies on tried and tested approaches
Competes with others to get things done
Closely supervises and monitors staff tasks and activities
Raises team ideas, views and concerns with senior management
Takes responsibility and delivers new initiatives
Challenges established policies and procedures which are believed to limit success
Actively seeks ways to improve quality of operations, products, services and
experiences
Copes with unexpected pressure, changing conditions and circumstances calmly
Confidently leads new initiatives
Thinks quickly on feet, generates lots of ideas, and is curious about how things work
1
1
1
1
1
1
1
1
1
1
Commitment
CD1
CD2
CD3
CM1
CM2
CM3
CP1
CP2
CP3
Communicates caution and is conservative when describing future vision
Provides direct feedback to others and "shoots from the hip"
Willingly takes on new assignments and engages with them immediately
Seizes opportunities to deliver success and get ahead at work
Seeks public recognition of achievements
Reacts to situations with caution and in a planful way
Is even tempered when dealing with problems and errors
Let's others lead projects and work assignments
Builds effective business relationships with others
1
1
1
1
1
1
1
1
1
Integrity
GD1
GD2
GD3
GD4
GM1
GM2
GM3
GP1
GP2
Welcomes and responds positively to feedback and development suggestions from
others
Shares recognition with others
Provides performance feedback to others and is not afraid of tackling difficult issues
Does not dwell on personal mistakes
Challenges traditions and approaches that no longer support the company's vision
Creates a disciplined and careful working climate
Builds a "meritocracy" culture with clear expectations and measures of success
Does not worry about past mistakes or get anxious about new opportunities
Appreciates work that is technically accurate and meets deadlines
1
1
1
1
1
1
1
1
1
Opportunity to grow
OD1
OD2
OD3
OD4
OM1
OM2
OM3
OP1
Is diplomatic and calm when communicating with others
Makes themselves available and highly communicative during difficult times
Coaches all subordinates to be successful
Is open, copoperative and trusts others
Constantly learns new knowledge and skills and develops experience
Makes full use of company development resources to help others
Enjoys high profile opportunities that build capability
Expects to succeed in new projects and new assignments
Is whom others turn to for help with solving problems that require thinking "outside the
OP2
box"
OP3 Allows others solve problems without interfering
Page 8
1
1
1
1
1
1
1
1
1
1
© Copyright 2009 Advanced People Strategies Ltd
Section 4 - Question item analysis
Peers
Behaviour Demonstrated
Don't know
Overused
Frequently
1
1
Very frequently
Not frequently
Rarely
Never
Impact on role
1
1
Safety
SD1
SD2
SD3
SD4
SM1
SM2
SM3
SP1
SP2
SP3
Communicates all safety directives, policies and procedures to subordinates and teams
Circumvents protocols and procedures to achieve results
Puts off tasks and resists requests for action
Reacts emotionally to setbacks or disappointments
Maintains a safe working environment and discipline
Respects, defends and enforces established safety protocol, policy and procedures
Takes action to minimise costs whilst following policy and procedures
Follows detailed procedure and does not take risks
Stays up to date with, and seeks new ways to implement, health & safety procedures
Is emotionally calm and relaxed
3
1
1
1
1
1
1
1
2
1
2
3
1
2
1
1
1
2
Professionalism
PD1
PD2
PD3
PM1
PM2
PM3
Is cynical and mistrustful of others actions and intentions
Generates ideas that are unusual
Is withdrawn and non-communicative under pressure
Talks about business opportunities and financial strategies
Uses data and logic to identify trends, solve problems or create meaning
Takes opportunities to take on responsibility
Is up-to-date with relevant trends and developments that may support operational
PP1
performance and efficiency reviews
PP2 Takes pride in getting things done
PP3 Plans work in advance and anticipates changes in workload
1
2
2
2
1
1
1
1
1
1
1
2
2
1
2
2
3
1
Customer Focus
CD1
CD2
CD3
CD4
CD5
CM1
CM2
CM3
CM4
CP1
CP2
CP3
CP4
Seems critical and finds fault in customers or other supporting departments
Uses displays of emotion as a way of making a point
Pays attention to the moods and feelings of others
Ignore others' priorities and focuses on own goals and timelines
Deals with conflict and confronts unreasonable demands from people
Helps customers gain satisfaction
Takes control to resolve customer complaints
Is business-like and focused on the organisation's commercial success
Prefers distinctive, attractive surroundings and quality over form and function
Sees the glass half-full rather than half-empty in relation to people
Is empathetic towards customers and goes the extra mile to please them
Is open-minded and generates ideas to wow customers
Starts and builds relationships with people very easily
2
2
1
1
1
1
2
1
1
1
2
1
2
3
1
1
3
2
1
2
1
1
1
2
2
1
1
1
1
1
2
1
1
1
1
1
Teamwork
TD1
TD2
TD3
TD4
TM1
TM2
Is tough and direct with others
Is critical and fault finding
Is volatile and explosive
Resists taking part in team-oriented activity
Cares deeply about the morale and welfare of staff
Builds teams that get on well together
Remains calm when the team is under significant pressure and is a calming influence to
TP1
them
TP2 Demonstrates caring and sensitivity when communicating with others
TP3 Is approachable, gregarious and friendly toward others
Page 9
1
1
1
1
2
1
1
1
2
1
1
1
2
© Copyright 2009 Advanced People Strategies Ltd
Section 4 - Question item analysis
Peers
Behaviour Demonstrated
Don't know
Overused
Very frequently
Frequently
Not frequently
Rarely
Never
Impact on role
Innovation
ID1
ID2
ID3
ID4
IM1
IM2
IM3
IP1
IP2
IP3
Follows established procedures and relies on tried and tested approaches
Competes with others to get things done
Closely supervises and monitors staff tasks and activities
Raises team ideas, views and concerns with senior management
Takes responsibility and delivers new initiatives
Challenges established policies and procedures which are believed to limit success
Actively seeks ways to improve quality of operations, products, services and
experiences
Copes with unexpected pressure, changing conditions and circumstances calmly
Confidently leads new initiatives
Thinks quickly on feet, generates lots of ideas, and is curious about how things work
1
3
2
1
1
1
1
2
2
1
1
1
1
1
2
1
1
1
1
1
2
2
Commitment
CD1
CD2
CD3
CM1
CM2
CM3
CP1
CP2
CP3
Communicates caution and is conservative when describing future vision
Provides direct feedback to others and "shoots from the hip"
Willingly takes on new assignments and engages with them immediately
Seizes opportunities to deliver success and get ahead at work
Seeks public recognition of achievements
Reacts to situations with caution and in a planful way
Is even tempered when dealing with problems and errors
Let's others lead projects and work assignments
Builds effective business relationships with others
1
1
2
2
1
1
1
1
1
2
2
1
2
1
1
2
2
1
1
1
Integrity
GD1
GD2
GD3
GD4
GM1
GM2
GM3
GP1
GP2
Welcomes and responds positively to feedback and development suggestions from
others
Shares recognition with others
Provides performance feedback to others and is not afraid of tackling difficult issues
Does not dwell on personal mistakes
Challenges traditions and approaches that no longer support the company's vision
Creates a disciplined and careful working climate
Builds a "meritocracy" culture with clear expectations and measures of success
Does not worry about past mistakes or get anxious about new opportunities
Appreciates work that is technically accurate and meets deadlines
1
3
1
1
1
1
3
2
1
1
1
1
1
1
1
1
1
1
2
2
Opportunity to grow
OD1
OD2
OD3
OD4
OM1
OM2
OM3
OP1
Is diplomatic and calm when communicating with others
Makes themselves available and highly communicative during difficult times
Coaches all subordinates to be successful
Is open, copoperative and trusts others
Constantly learns new knowledge and skills and develops experience
Makes full use of company development resources to help others
Enjoys high profile opportunities that build capability
Expects to succeed in new projects and new assignments
Is whom others turn to for help with solving problems that require thinking "outside
OP2
the box"
OP3 Allows others solve problems without interfering
Page 10
1
1
1
1
1
2
2
2
2
2
1
1
2
2
1
1
1
1
1
1
3
© Copyright 2009 Advanced People Strategies Ltd
Section 4 - Question item analysis
Direct Reports
Behaviour Demonstrated
Don't know
Overused
Very frequently
Frequently
Not frequently
Rarely
Never
Impact on role
Safety
SD1
SD2
SD3
SD4
SM1
SM2
SM3
SP1
SP2
SP3
Communicates all safety directives, policies and procedures to subordinates and teams
Circumvents protocols and procedures to achieve results
Puts off tasks and resists requests for action
Reacts emotionally to setbacks or disappointments
Maintains a safe working environment and discipline
Respects, defends and enforces established safety protocol, policy and procedures
Takes action to minimise costs whilst following policy and procedures
Follows detailed procedure and does not take risks
Stays up to date with, and seeks new ways to implement, health & safety procedures
Is emotionally calm and relaxed
1
2
2
2
1
1
1
1
1
1
1
1
1
2
2
1
1
1
1
1
1
1
2
2
1
2
1
2
1
1
1
1
1
2
1
2
Professionalism
PD1
PD2
PD3
PM1
PM2
PM3
Is cynical and mistrustful of others actions and intentions
Generates ideas that are unusual
Is withdrawn and non-communicative under pressure
Talks about business opportunities and financial strategies
Uses data and logic to identify trends, solve problems or create meaning
Takes opportunities to take on responsibility
Is up-to-date with relevant trends and developments that may support operational
PP1
performance and efficiency reviews
PP2 Takes pride in getting things done
PP3 Plans work in advance and anticipates changes in workload
1
1
1
1
1
1
1
3
Customer Focus
CD1
CD2
CD3
CD4
CD5
CM1
CM2
CM3
CM4
CP1
CP2
CP3
CP4
Seems critical and finds fault in customers or other supporting departments
Uses displays of emotion as a way of making a point
Pays attention to the moods and feelings of others
Ignore others' priorities and focuses on own goals and timelines
Deals with conflict and confronts unreasonable demands from people
Helps customers gain satisfaction
Takes control to resolve customer complaints
Is business-like and focused on the organisation's commercial success
Prefers distinctive, attractive surroundings and quality over form and function
Sees the glass half-full rather than half-empty in relation to people
Is empathetic towards customers and goes the extra mile to please them
Is open-minded and generates ideas to wow customers
Starts and builds relationships with people very easily
1
2
1
1
1
2
1
1
1
2
1
1
1
1
1
2
1
1
2
2
2
1
1
1
1
1
1
2
1
1
1
Teamwork
TD1
TD2
TD3
TD4
TM1
TM2
Is tough and direct with others
Is critical and fault finding
Is volatile and explosive
Resists taking part in team-oriented activity
Cares deeply about the morale and welfare of staff
Builds teams that get on well together
Remains calm when the team is under significant pressure and is a calming influence to
TP1
them
TP2 Demonstrates caring and sensitivity when communicating with others
TP3 Is approachable, gregarious and friendly toward others
Page 11
1
1
1
2
1
2
1
2
1
1
1
3
1
1
2
1
2
1
1
1
© Copyright 2009 Advanced People Strategies Ltd
Section 4 - Question item analysis
Direct Reports
Behaviour Demonstrated
Don't know
Overused
Very frequently
Frequently
Not frequently
Rarely
Never
Impact on role
Innovation
ID1
ID2
ID3
ID4
IM1
IM2
IM3
IP1
IP2
IP3
Follows established procedures and relies on tried and tested approaches
Competes with others to get things done
Closely supervises and monitors staff tasks and activities
Raises team ideas, views and concerns with senior management
Takes responsibility and delivers new initiatives
Challenges established policies and procedures which are believed to limit success
Actively seeks ways to improve quality of operations, products, services and
experiences
Copes with unexpected pressure, changing conditions and circumstances calmly
Confidently leads new initiatives
Thinks quickly on feet, generates lots of ideas, and is curious about how things work
1
2
1
2
1
1
1
1
1
1
2
2
1
1
1
1
1
1
1
3
1
1
1
1
Commitment
CD1
CD2
CD3
CM1
CM2
CM3
CP1
CP2
CP3
Communicates caution and is conservative when describing future vision
Provides direct feedback to others and "shoots from the hip"
Willingly takes on new assignments and engages with them immediately
Seizes opportunities to deliver success and get ahead at work
Seeks public recognition of achievements
Reacts to situations with caution and in a planful way
Is even tempered when dealing with problems and errors
Let's others lead projects and work assignments
Builds effective business relationships with others
1
1
1
2
1
2
1
2
3
2
2
1
1
2
1
1
1
1
1
Integrity
GD1
GD2
GD3
GD4
GM1
GM2
GM3
GP1
GP2
Welcomes and responds positively to feedback and development suggestions from
others
Shares recognition with others
Provides performance feedback to others and is not afraid of tackling difficult issues
Does not dwell on personal mistakes
Challenges traditions and approaches that no longer support the company's vision
Creates a disciplined and careful working climate
Builds a "meritocracy" culture with clear expectations and measures of success
Does not worry about past mistakes or get anxious about new opportunities
Appreciates work that is technically accurate and meets deadlines
3
1
1
1
1
1
1
1
1
1
3
2
2
1
2
1
1
1
1
1
Opportunity to grow
OD1
OD2
OD3
OD4
OM1
OM2
OM3
OP1
Is diplomatic and calm when communicating with others
Makes themselves available and highly communicative during difficult times
Coaches all subordinates to be successful
Is open, copoperative and trusts others
Constantly learns new knowledge and skills and develops experience
Makes full use of company development resources to help others
Enjoys high profile opportunities that build capability
Expects to succeed in new projects and new assignments
Is whom others turn to for help with solving problems that require thinking "outside
OP2
the box"
OP3 Allows others solve problems without interfering
Page 12
1
1
1
1
3
1
1
1
3
1
3
1
2
1
1
1
2
1
1
3
© Copyright 2009 Advanced People Strategies Ltd
Section 5 - Open-ended question feedback
What are the key strengths to build on for Jenny Sample?
Peers
 She is very responsive to customers and everyone else in my team, She alwasy cooperates and is very helpful.
You know that when Jenny takes something on, it is done on time and with very high quality. She always takes responsiblilty.
 Jenny is very sure of what she is doing, she knows her job very well. She knows the technical legal stuff and gets things done.
Direct Reports
She is very easy to talk to and really profressional. I dont think there is anything about legal issues she doesn't know!
Page 13
© Copyright 2009 Advanced People Strategies Ltd
Section 5 - Open-ended question feedback
What should Jenny Sample stop doing to improve effectiveness?
Peers
Asking for detailed reports from subordinates, and not allowing free initiative and 3-way of communication
 She is too ambitious and shows too much exigency to the others.
Page 14
© Copyright 2009 Advanced People Strategies Ltd
Section 5 - Open-ended question feedback
What should Jenny Sample start doing to improve effectiveness?
Peers
 1 Allow subordinates to take the initiative, 2 Improve her communication
Plan the workload with her team and communicate without putting so much pressure on her team - not so stressy!
Direct Reports

Jenny is very direct and wnats everything done very quickly. It would be nice if we were not under so much pressure and
could spend some time developing our team.
Section 5 - Open-ended question feedback
What should Jenny do more of to improve effectiveness?
Peers
 1 Taking more risks, 2 Making decisions without excessive consultations
 She must be pliable with her team.
Direct Reports
 Relax a bit more and let us take decisions without having to check everything first.
Page 16
© Copyright 2009 Advanced People Strategies Ltd
Section 6 - Development recommendations
Safety
You are known as someone who rightly takes Safety seriously. This reputation is critical in the airline business. Look for
opportunties to share rationale with others around why such protocols and procedures exist. It is sometimes important to
take into account risks when adapting new processes or introducing new one - be careful that you judge risks
appropriately in relation to potential commercial benefits without compromising overall customer or colleague safety. Be
careful not to become overly risk averse by not objectively considering commercial benefits to changes and ideas.
Professionalism
Your colleagues consider you to be professional. Continue to look for opportunities to generate ideas and take on new
responsibilities. You may be considered a role model - seek opportunties to help new or junior people build
their credibility by sharing knowledge and skills, perhaps as their Mentor. Identify potentail occasions where you might
represent the organisation Air to the public and build the organisations brand image.
Customer Focus
You have a reputation at work for great customer service. You are likely to actively listen to customers and demonstrate
understanding of their needs and expectations. Good customer service often requires awareness of the emotional state
in customers and a natural ability to create memorable moments. Look for opportunities to help your colleagues spot
subtle emotional clues you may natually notice - these may be obvious to you but not to others. Look for opportunities to
provide feedback to maagers on customer perceptions and changing needs. There may be better ways to provide
effective service with small adaptations to processes, products or services that increase customer loyalty.
Teamwork
You are known as someone who is approachable and supportive to others. Help others build their teamworking and
collaborative skills e.g. invite them to your meetings and reciprocate. Explore ways where you or members of your team
might spend time in otehr departments getting to understand how things are done, problems and opportunties they face
etc. Encourage ideas and feedback amongst team members and focus on positives to build trust and respect. Invite
suggestions and involvement from others when problem solving.
Innovation
You have a reputation for being innovative. This is a powerful skill that can stimulate change. Innovators are often
catalysts for new working methods, new customer products and services. This can differentiate the organisation and add
intellectual value. Encourage others to occasionally step back and think about the way they or others work and identify
opportunities to suggest improvements. Ensure ideas you express are realistic, can be executed and are commercially
viable.
Commitment
You have a strong reputation for being commited. Commitment is often valued by organisations as a benchmark for
performance and measure of individuals who deliver on their pledge and obligations. You are likely to be considered
reliable and trusted by others. Those preceived as commited are likely to gain increased responsibility and role scope.
Managers are likely to feel confident in delegating important and urgent tasks knowing that you will deliver on your
promise. Commitment can also be an indicator of your personal "fit" to the organisational culture. Explore recent
situations where you felt stong and committed and identify the factors (relationships involved, type of tasks, knowledge
needed, supporting manager) which enabled you to feel that way. Knowing what these resources are can help in times of
feeling less commited.
Page 17
© Copyright 2009 Advanced People Strategies Ltd
Section 6 - Development recommendations
(continued)
Integrity
You have a good reputation for Integrity at work. This often indicates that you are trusted with information, air your
opinions and are consistent. Look to build on this trust e.g. explore opportunities to challenge tradtional processes and
working practice that might be improved to help the organisation - people are likely to be more willing to try something
new if you believe it to be worthwhile. Coach others that may be "loose lipped" to understand the consequences of their
behaviour. Sometimes high integrity can be associated with "telling others just how it is". Check to ensure you
communicate your opinions with the sensitivity the situation or people involved may need.
Opportunity to grow
You are known by your collegues as someone that seeks out opportunties to learn and develop your capability. You may
be open to change and enjoy the challenge of unfamiliar tasks and new opportunties. You may gain satisfaction from
solving operational or strategic challenges which may create intellectual stimulation and arouse your curiousity. Ensure
that your thirst for learning and growth is focused on areas that can benefit both you, your organisation and your career.
Be mindful of others that may not enjoy learning new things as stimulating or perhaps become frustrated with a perceived
inbalance of focus on understanding and learning versus practical task completion.
Page 18
© Copyright 2009 Advanced People Strategies Ltd
Section 7 - Development action plan
Goals
Page 19
Development actions
Results
1 Month
2 Months
3 Months
© Copyright 2009 Advanced People Strategies Ltd