Strategic HR Partner Assessment (SHRPA)™
Feedback Results
Sample, Joe
January 2014
© Copyright 1997-2014 Assessment Plus, Inc.
Introduction
This report is divided into four sections:
•
Part I, The SHRPATM Model, explains how the SHRPA™ is designed
•
Part II, the Interpretive Guide, explains what you should be considering
when examining your report results.
•
Part III, Your Results, with respect to your competencies and roles
•
Part IV, the Individual Development section, assists you in analyzing
your scores and forming an Individual Development Plan
Please read through each section carefully so as to allow you to gain the maximum
development possible.
PART I
The Strategic HR Partner
Assessment Model TM
The SHRPA™ Model
Using meaningful language, the SHRPA™ enables Corporate Development
professionals to shape and direct their behaviors to better drive organizational goals.
Based on the practical experiences of HR leaders, observations from consultation
practices, and research undertaken by Linkage, the SHRPA™ helps individuals clarify
their roles as strategic business partners and target their development efforts.
SHRPA Competency and Roles – Definitions
HR Expertise
•
HR Optimizer: Facilitates business success by improving effectiveness and
efficiency, removing obstacles, and by streamlining HR policies and processes
•
Talent Leader: Leads HR by articulating its potential value, encouraging
innovation, and by translating business strategies into actionable HR objectives
and solutions to achieve results
Execution
•
Results Manager: Ensures HR initiatives are successful by defining outcomes,
clarifying responsibilities, managing assignments, meeting deadlines, and
delivering quality results
•
Change Agent: Leads, supports, and champions change by encouraging
employee understanding and commitment, and by identifying and managing
resistance to change
Self Mastery
•
Trust Builder: Inspires trust through confidence, poise, respect for others, and a
commitment to inclusion and fairness
•
Systems Thinker: Understands root causes and systemic issues by asking
provocative questions, surfacing assumptions, and through open-minded
analyses using varying conceptual frameworks and points of view
Business Acumen
•
Metric Analyst: Understands and uses metrics, financial concepts, and analytic
frameworks to improve HR and business results
•
Strategic Integrator: Uses understanding of the industry and the organization’s
processes, culture, risks, and initiatives to drive organizational results
Relationship Management
•
Leadership Coach: Constructively challenges, counsels, and supports leaders
to understand talent trends, consider implications, see new possibilities and
achieve business performance goals
•
Partnership Developer: Builds and leverages a broad network to stay aware of
needs, cultivate support, understand capabilities and enhance organizational
collaboration
•
PART II
Interpretative Guide
Reading and Interpreting Your Results
Your SHRPA™ report has been carefully designed to detail your results in a simple,
easy-to-read fashion that offers an analysis of your consulting roles and competencies
across several levels. Whether examining scores on a very specific or very general
level, you should find that the results generalize to a variety of situations.
When examining your results, remember that your scores are represented in both
graphic and numerical fashion) with respect to each competency and each role. The
scale for each is 1 (lowest) to 5 (highest). More specifically, the scale, as indicated on
the SHRPA™, is as follows:
5 = Extremely Descriptive
4 = Very Descriptive
3 = Moderately Descriptive
2 = Slightly Descriptive
1 = Not at all Descriptive
Report Sections
A Competency Summary
This section averages all item ratings within a competency by the self and all rater
responses. The N signifies the total number of responses received for all items in each
respective competency.
B Role Summary
This section averages all item ratings within a role by the self and all rater responses.
The N signifies the total number of responses received for all items in each respective
role.
C Role Summary (Ranked by Rating)
This section averages all item ratings within a role by all raters and sorts them by the
resulting average for highest to lowest. The N signifies the total number of responses
received for all items in each respective role.
D Item Results
Graphical and numerical data regarding ratings for each specific item are depicted by
rater group.
E Self Gaps
Items in which the ratings between the Self rating and the average ratings of other
groups are greater than 30% are listed here. The gaps are provided for each rater
group.
F Highest and Lowest Rated Items
The items with the highest and lowest ratings from all raters are provided in this section.
The number of items listed is determined as a percentage of the total number of items in
the assessment instrument. If the average is within the highest 20% of the scale, the
item will not be displayed as a low rating. If the average is within the lowest 20%, the
item will not be displayed as a high rating.
G Comments
Comments from your raters are categorized by rater group. Comments will not appear
on aggregate reports.
Rater Response
The numbers below represent the number of completed surveys submitted by each
rater group prior to the deadline. Please note that these numbers do not necessarily
reflect the number of responses you received on each item as some individuals may not
have given you feedback on every item. These figures only represent completed,
submitted assessments.
Report
N
Nominated
N
Response
Rate
Self (Sample)
1
1
100.00%
Manager
1
1
100.00%
Direct Reports
4
4
100.00%
Peers
4
4
100.00%
Clients
4
4
100.00%
Others
3
3
100.00%
TOTAL
17
17
100.00%
For non-anonymous rater groups such as Self, Manager, ratings will be shown if at
least one assessment has been submitted.
To preserve anonymity, our processing program will not display responses from
anonymous rater groups (e.g., Direct Reports, Peers) with fewer than three submitted
surveys. If fewer than three surveys have been received from a rater group, their
ratings will be combined with those of another rater group. Your report will indicate
which groups have been combined.
For any single item with fewer than three responses in a rater group, “Insufficient
Responses” will appear for that item in lieu of data.
How to Read Your Report
1
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Negative Gap
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Symbol Key
Positive Gap
N
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2
HR
HR Optimizer
EXPERTISE
7
Streamlines HR processes to minimize employee burden
5
Self
Avg.
2.00
Manager
3.00
0
0
1
0
0
Direct Reports
6
N1 N2 N3 N4 N5
0
1
0
0
0
3.25
0
0
3
1
0
Peers
3.00
0
1
2
1
0
Others
3.33
0
0
2
1
0
Clients
3.25
0
1
1
2
0
Overall
3.19
0
2
9
5
0
1
Competency Heading – This is the competency into which the items are grouped. In this
example, “HR Expertise” is shown.
2
Symbol Key – This key will be useful in determining the meaning of different symbols used
throughout the report. The horizontal arrows indicate significant gaps, either positive or negative,
between the Self rating and the average rating from any other rater group.
3
Scale – In the above example, the rating scale used is a 5-point scale ranging from “Not at all
Descriptive” to “Extremely Descriptive.”
4
Item Results – This graph shows the results by rater group for a specific item. This and other
similar items create a role.
5
Rater Groups – These titles depict the different rater groups that provided feedback. In this
example, responses from the participant’s Manger, Direct Reports, Peers, Others, Clients, and
the participant (labeled as Self) are shown.
6
Mean Bar – The bars graphically depict the average of the ratings for each rater group. In this
example, the average of the ratings from Direct Reports is 3.25 for the item. The vertical line
indicates the Self rating. This line is included so that participants can easily see the differences
between their Self rating and the ratings of others.
7
Distribution – The numbers above each mean bar show the number of ratings provided for each
point on the rating scale for that particular rater group. In this example, four Direct Reports
responded to the item. Of those, three provided a rating of “Moderately Descriptive” and one a
rating of “Very Descriptive.”
PART III
Your Results
SHRPA™
Competencies and Roles
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Competency Summary
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Positive Gap
Negative Gap
es
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Symbol Key
HR EXPERTISE
Avg.
Self
2.90
Overall
3.39
EXECUTION
Avg.
Self
4.00
Overall
3.78
SELF MASTERY
Avg.
Self
2.60
Overall
3.17
BUSINESS ACUMEN
Avg.
Self
3.20
Overall
3.16
RELATIONSHIP MANAGEMENT
Avg.
Self
3.40
Overall
3.66
Section A
Copyright 1997-2014 Assessment Plus, Inc.
Sample, Joe
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Role Summary
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N
Positive Gap
Negative Gap
es
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Symbol Key
HR EXPERTISE
HR Optimizer
Self
Avg.
2.80
Overall
3.40
Self
Avg.
3.00
Overall
3.38
Talent Leader
EXECUTION
Results Manager
Self
Avg.
3.40
Overall
3.76
Self
Avg.
4.60
Overall
3.79
Self
Avg.
3.00
Overall
3.05
Change Agent
SELF MASTERY
Trust Builder
Systems Thinker
Self
Avg.
2.20
Overall
3.29
Section B
Copyright 1997-2014 Assessment Plus, Inc.
Sample, Joe
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N
Positive Gap
Negative Gap
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Symbol Key
BUSINESS ACUMEN
Metric Analyst
Self
Avg.
4.00
Overall
3.39
Strategic Integrator
Self
Avg.
2.40
Overall
2.94
RELATIONSHIP MANAGEMENT
Leadership Coach
Self
Avg.
3.60
Overall
3.98
Partnership Developer
Self
Avg.
3.20
Overall
3.34
Section B
Copyright 1997-2014 Assessment Plus, Inc.
Sample, Joe
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Role Summary (Ranked by Rating)
Leadership Coach
Overall
Avg.
3.98
Overall
Avg.
3.79
Change Agent
Results Manager
Overall
Avg.
3.76
Overall
Avg.
3.40
Overall
Avg.
3.39
Overall
Avg.
3.38
HR Optimizer
Metric Analyst
Talent Leader
Partnership Developer
Avg.
3.34
Overall
Systems Thinker
Overall
Avg.
3.29
Overall
Avg.
3.05
Trust Builder
Strategic Integrator
Avg.
2.94
Overall
Section C
Copyright 1997-2014 Assessment Plus, Inc.
Sample, Joe
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Symbol Key
Positive Gap
tiv
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HR EXPERTISE
Role: HR Optimizer
1
6
11
Self
Avg.
2.80
N1 N2 N3 N4 N5
0 2 2 1 0
Manager
3.00
0
1
3
1
0
Direct Reports
3.20
0
4
10
4
2
Peers
3.30
0
7
4
5
4
Others
3.87
0
2
3
5
5
Clients
3.45
0
6
3
7
4
Overall
3.40
0
20 23 22 15
Streamlines HR processes to minimize employee burden
Self
Avg.
2.00
N1 N2 N3 N4 N5
0 1 0 0 0
Manager
3.00
0
0
1
0
0
Direct Reports
3.25
0
0
3
1
0
Peers
3.00
0
1
2
1
0
Others
3.33
0
0
2
1
0
Clients
3.25
0
1
1
2
0
Overall
3.19
0
2
9
5
0
Continuously searches for and identifies methods to increase the efficiency of HR administration
Self
Avg.
3.00
N1 N2 N3 N4 N5
0 0 1 0 0
Manager
3.00
0
0
1
0
0
Direct Reports
3.75
0
0
2
1
1
Peers
4.00
0
0
1
2
1
Others
4.33
0
0
0
2
1
Clients
4.00
0
0
2
0
2
Overall
3.94
0
0
6
5
5
Tailors HR administrative systems (e.g., payroll, benefits, etc.) to the processes of the organization
Self
Avg.
4.00
Manager
4.00
0
0
0
1
0
Direct Reports
3.50
0
1
1
1
1
Peers
3.50
0
2
0
0
2
Others
4.00
0
1
0
0
2
Clients
3.75
0
1
0
2
1
Overall
3.69
0
5
1
4
6
Section D
Copyright 1997-2014 Assessment Plus, Inc.
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Symbol Key
Positive Gap
tiv
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HR EXPERTISE
Identifies and removes obstacles to employee performance
Self
Avg.
2.00
N1 N2 N3 N4 N5
0 1 0 0 0
Manager
3.00
0
0
1
0
0
Direct Reports
2.75
0
1
3
0
0
Peers
3.00
0
2
0
2
0
Others
3.33
0
1
0
2
0
Clients
2.50
0
3
0
1
0
Overall
2.88
0
7
4
5
0
Recognizes and minimizes employee-related legal risks and compliance issues
Self
Avg.
3.00
Manager
2.00
0
1
0
0
0
Direct Reports
2.75
0
2
1
1
0
Peers
3.00
0
2
1
0
1
Others
4.33
0
0
1
0
2
Clients
3.75
0
1
0
2
1
Overall
3.31
0
6
3
3
4
Section D
Copyright 1997-2014 Assessment Plus, Inc.
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Positive Gap
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HR EXPERTISE
Role: Talent Leader
26
31
36
Self
Avg.
3.00
N1 N2 N3 N4 N5
0 3 0 1 1
Manager
3.80
0
0
2
2
1
Direct Reports
3.20
0
8
3
6
3
Peers
3.70
0
5
3
5
7
Others
3.13
0
6
3
4
2
Clients
3.30
0
6
5
6
3
Overall
3.38
0
25 16 23 16
Translates broad company strategies into actionable HR objectives
Self
Avg.
5.00
N1 N2 N3 N4 N5
0 0 0 0 1
Manager
5.00
0
0
0
0
1
Direct Reports
3.75
0
0
2
1
1
Peers
4.75
0
0
0
1
3
Others
4.00
0
0
1
1
1
Clients
3.75
0
0
2
1
1
Overall
4.13
0
0
5
4
7
Establishes a positive vision of how HR can contribute to the business
Self
Avg.
2.00
N1 N2 N3 N4 N5
0 1 0 0 0
Manager
4.00
0
0
0
1
0
Direct Reports
2.25
0
3
1
0
0
Peers
3.00
0
2
0
2
0
Others
2.67
0
1
2
0
0
Clients
3.00
0
1
2
1
0
Overall
2.81
0
7
5
4
0
Encourages new thinking on ways that HR can support business success
Self
Avg.
4.00
Manager
3.00
0
0
1
0
0
Direct Reports
4.50
0
0
0
2
2
Peers
5.00
0
0
0
0
4
Others
4.33
0
0
0
2
1
Clients
4.25
0
0
1
1
2
Overall
4.44
0
0
2
5
9
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 0 0 1 0
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Negative Gap
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Symbol Key
Positive Gap
tiv
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HR EXPERTISE
Develops HR initiatives that have the potential to improve business results
Self
Avg.
2.00
N1 N2 N3 N4 N5
0 1 0 0 0
Manager
4.00
0
0
0
1
0
Direct Reports
2.00
0
4
0
0
0
Peers
3.00
0
1
2
1
0
Others
2.67
0
2
0
1
0
Clients
3.00
0
2
0
2
0
Overall
2.75
0
9
2
5
0
Supports business by crafting HR initiatives in alignment with key business objectives
Self
Avg.
2.00
Manager
3.00
0
0
1
0
0
Direct Reports
3.50
0
1
0
3
0
Peers
2.75
0
2
1
1
0
Others
2.00
0
3
0
0
0
Clients
2.50
0
3
0
1
0
Overall
2.75
0
9
2
5
0
Section D
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Positive Gap
tiv
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EXECUTION
Role: Results Manager
2
7
12
Self
Avg.
3.40
N1 N2 N3 N4 N5
0 0 3 2 0
Manager
3.80
0
0
2
2
1
Direct Reports
3.70
0
3
4
9
4
Peers
3.95
0
1
7
4
8
Others
3.60
0
1
6
6
2
Clients
3.75
0
2
6
7
5
Overall
3.76
0
7
25 28 20
Establishes clear and relevant standards of success
Self
Avg.
3.00
N1 N2 N3 N4 N5
0 0 1 0 0
Manager
5.00
0
0
0
0
1
Direct Reports
4.50
0
0
0
2
2
Peers
4.25
0
0
1
1
2
Others
4.00
0
0
1
1
1
Clients
4.00
0
0
1
2
1
Overall
4.25
0
0
3
6
7
Holds self and others accountable by clarifying expectations, required outcomes, and deadlines
Self
Avg.
4.00
N1 N2 N3 N4 N5
0 0 0 1 0
Manager
4.00
0
0
0
1
0
Direct Reports
4.25
0
0
0
3
1
Peers
4.00
0
0
2
0
2
Others
3.67
0
0
1
2
0
Clients
4.50
0
0
0
2
2
Overall
4.13
0
0
3
8
5
Balances multiple projects and priorities to successfully manage initiatives
Self
Avg.
4.00
Manager
3.00
0
0
1
0
0
Direct Reports
3.00
0
2
1
0
1
Peers
4.25
0
0
1
1
2
Others
3.00
0
1
1
1
0
Clients
3.50
0
2
0
0
2
Overall
3.44
0
5
4
2
5
Section D
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Positive Gap
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EXECUTION
Tracks and reports progress against project commitments, timelines, and quality requirements
Self
Avg.
3.00
N1 N2 N3 N4 N5
0 0 1 0 0
Manager
4.00
0
0
0
1
0
Direct Reports
3.00
0
1
2
1
0
Peers
3.25
0
1
1
2
0
Others
3.33
0
0
2
1
0
Clients
3.50
0
0
2
2
0
Overall
3.31
0
2
7
7
0
Follows projects through to completion to ensure client satisfaction
Self
Avg.
3.00
Manager
3.00
0
0
1
0
0
Direct Reports
3.75
0
0
1
3
0
Peers
4.00
0
0
2
0
2
Others
4.00
0
0
1
1
1
Clients
3.25
0
0
3
1
0
Overall
3.69
0
0
8
5
3
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 0 1 0 0
Sample, Joe
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ip
Symbol Key
Positive Gap
tiv
e
tiv
e
EXECUTION
Role: Change Agent
27
32
37
Self
Avg.
4.60
N1 N2 N3 N4 N5
0 0 0 2 3
Manager
4.00
0
1
0
2
2
Direct Reports
3.70
0
3
8
1
8
Peers
3.65
0
2
9
3
6
Others
3.93
0
1
5
3
6
Clients
3.85
0
1
5
10
4
Overall
3.79
0
8
27 19 26
Clarifies and communicates the critical steps for change
Self
Avg.
4.00
N1 N2 N3 N4 N5
0 0 0 1 0
Manager
2.00
0
1
0
0
0
Direct Reports
2.75
0
2
1
1
0
Peers
2.75
0
1
3
0
0
Others
3.00
0
0
3
0
0
Clients
3.00
0
1
2
1
0
Overall
2.81
0
5
9
2
0
Focuses time and effort on those activities that are most critical to successful change
Self
Avg.
5.00
N1 N2 N3 N4 N5
0 0 0 0 1
Manager
4.00
0
0
0
1
0
Direct Reports
4.25
0
1
0
0
3
Peers
3.75
0
1
1
0
2
Others
3.67
0
1
0
1
1
Clients
4.00
0
0
0
4
0
Overall
3.94
0
3
1
6
6
Anticipates and effectively works through resistance to change
Self
Avg.
5.00
Manager
5.00
0
0
0
0
1
Direct Reports
3.50
0
0
3
0
1
Peers
4.50
0
0
1
0
3
Others
4.33
0
0
0
2
1
Clients
4.00
0
0
1
2
1
Overall
4.13
0
0
5
4
7
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 0 0 0 1
Sample, Joe
Page 11
42
47
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3
4
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tiv
e
Negative Gap
es
cr
ip
Symbol Key
Positive Gap
tiv
e
tiv
e
EXECUTION
Works with leaders to support individuals and groups through difficult changes
Self
Avg.
4.00
N1 N2 N3 N4 N5
0 0 0 1 0
Manager
5.00
0
0
0
0
1
Direct Reports
4.00
0
0
2
0
2
Peers
3.50
0
0
2
2
0
Others
4.33
0
0
1
0
2
Clients
4.00
0
0
1
2
1
Overall
4.00
0
0
6
4
6
Engages others in change initiatives to build commitment
Self
Avg.
5.00
Manager
4.00
0
0
0
1
0
Direct Reports
4.00
0
0
2
0
2
Peers
3.75
0
0
2
1
1
Others
4.33
0
0
1
0
2
Clients
4.25
0
0
1
1
2
Overall
4.06
0
0
6
3
7
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 0 0 0 1
Sample, Joe
Page 12
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3
4
5
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Negative Gap
es
cr
ip
Symbol Key
Positive Gap
tiv
e
tiv
e
SELF MASTERY
Role: Trust Builder
3
8
13
Self
Avg.
3.00
N1 N2 N3 N4 N5
0 2 2 0 1
Manager
2.40
0
4
0
1
0
Direct Reports
3.05
0
8
6
3
3
Peers
3.10
0
6
6
8
0
Others
3.00
0
4
7
4
0
Clients
3.20
0
7
3
9
1
Overall
3.05
0
29 22 25
4
Builds an environment of trust by consistently encouraging honesty and mutual respect
Self
Avg.
2.00
N1 N2 N3 N4 N5
0 1 0 0 0
Manager
2.00
0
1
0
0
0
Direct Reports
3.00
0
1
2
1
0
Peers
3.00
0
1
2
1
0
Others
3.00
0
0
3
0
0
Clients
3.25
0
1
1
2
0
Overall
3.00
0
4
8
4
0
Displays comfort, calm, and confidence when interacting with people at all levels of the organization
Self
Avg.
2.00
N1 N2 N3 N4 N5
0 1 0 0 0
Manager
2.00
0
1
0
0
0
Direct Reports
2.75
0
2
1
1
0
Peers
3.25
0
1
1
2
0
Others
3.67
0
0
1
2
0
Clients
3.25
0
1
1
2
0
Overall
3.13
0
5
4
7
0
Treats stakeholders with respect, regardless of role or responsibility
Self
Avg.
5.00
Manager
2.00
0
1
0
0
0
Direct Reports
4.25
0
1
0
0
3
Peers
3.50
0
0
2
2
0
Others
2.67
0
1
2
0
0
Clients
3.75
0
1
0
2
1
Overall
3.50
0
4
4
4
4
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 0 0 0 1
Sample, Joe
Page 13
18
23
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2
3
4
5
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tiv
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Negative Gap
es
cr
ip
Symbol Key
Positive Gap
tiv
e
tiv
e
SELF MASTERY
Gains others' trust by striving for fairness and equity when making judgments
Self
Avg.
3.00
N1 N2 N3 N4 N5
0 0 1 0 0
Manager
4.00
0
0
0
1
0
Direct Reports
2.50
0
2
2
0
0
Peers
2.25
0
3
1
0
0
Others
2.33
0
2
1
0
0
Clients
3.00
0
2
0
2
0
Overall
2.63
0
9
4
3
0
Builds trust through sensitivity to cultural or national differences
Self
Avg.
3.00
Manager
2.00
0
1
0
0
0
Direct Reports
2.75
0
2
1
1
0
Peers
3.50
0
1
0
3
0
Others
3.33
0
1
0
2
0
Clients
2.75
0
2
1
1
0
Overall
3.00
0
7
2
7
0
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 0 1 0 0
Sample, Joe
Page 14
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3
4
5
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Negative Gap
es
cr
ip
Symbol Key
Positive Gap
tiv
e
tiv
e
SELF MASTERY
Role: Systems Thinker
28
33
38
Self
Avg.
2.20
N1 N2 N3 N4 N5
0 4 1 0 0
Manager
3.80
0
0
1
4
0
Direct Reports
3.30
0
4
7
8
1
Peers
3.15
0
4
10
5
1
Others
3.40
0
2
7
4
2
Clients
3.20
0
4
8
8
0
Overall
3.29
0
14 33 29
4
Explores multiple perspectives to understand problems before defining solutions
Self
Avg.
2.00
N1 N2 N3 N4 N5
0 1 0 0 0
Manager
3.00
0
0
1
0
0
Direct Reports
2.75
0
2
1
1
0
Peers
3.25
0
0
3
1
0
Others
3.33
0
0
2
1
0
Clients
3.00
0
1
2
1
0
Overall
3.06
0
3
9
4
0
Asks thoughtful questions to help understand or diagnose issues
Self
Avg.
2.00
N1 N2 N3 N4 N5
0 1 0 0 0
Manager
4.00
0
0
0
1
0
Direct Reports
3.50
0
0
2
2
0
Peers
2.75
0
1
3
0
0
Others
3.33
0
0
2
1
0
Clients
2.50
0
2
2
0
0
Overall
3.06
0
3
9
4
0
Searches for the underlying, systemic causes driving a problem
Self
Avg.
3.00
Manager
4.00
0
0
0
1
0
Direct Reports
4.00
0
0
1
2
1
Peers
4.00
0
0
1
2
1
Others
4.33
0
0
1
0
2
Clients
3.75
0
0
1
3
0
Overall
4.00
0
0
4
8
4
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 0 1 0 0
Sample, Joe
Page 15
43
48
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2
3
4
5
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cr al
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tiv
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Negative Gap
es
cr
ip
Symbol Key
Positive Gap
tiv
e
tiv
e
SELF MASTERY
Displays rigor and discipline in thinking through poorly defined issues
Self
Avg.
2.00
N1 N2 N3 N4 N5
0 1 0 0 0
Manager
4.00
0
0
0
1
0
Direct Reports
3.25
0
1
1
2
0
Peers
3.00
0
1
2
1
0
Others
3.00
0
1
1
1
0
Clients
3.00
0
1
2
1
0
Overall
3.13
0
4
6
6
0
Engages others to uncover assumptions underlying conclusions or actions
Self
Avg.
2.00
Manager
4.00
0
0
0
1
0
Direct Reports
3.00
0
1
2
1
0
Peers
2.75
0
2
1
1
0
Others
3.00
0
1
1
1
0
Clients
3.75
0
0
1
3
0
Overall
3.19
0
4
5
7
0
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 1 0 0 0
Sample, Joe
Page 16
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M
D od
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cr at
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tiv
e
2
3
4
5
y
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D
Sl
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1
D
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cr al
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tiv
e
Negative Gap
es
cr
ip
Symbol Key
Positive Gap
tiv
e
tiv
e
BUSINESS ACUMEN
Role: Metric Analyst
4
9
14
Self
Avg.
4.00
N1 N2 N3 N4 N5
0 0 1 3 1
Manager
3.00
0
2
1
2
0
Direct Reports
3.45
0
5
5
6
4
Peers
3.25
0
7
5
4
4
Others
3.60
0
3
4
4
4
Clients
3.40
0
7
3
5
5
Overall
3.39
0
24 18 21 17
Applies basic knowledge of financial concepts (e.g., ROI) to better understand the effects of programs, policies, and
processes
Self
Avg.
5.00
N1 N2 N3 N4 N5
0 0 0 0 1
Manager
4.00
0
0
0
1
0
Direct Reports
4.25
0
0
1
1
2
Peers
3.75
0
0
2
1
1
Others
4.33
0
0
0
2
1
Clients
4.50
0
0
1
0
3
Overall
4.19
0
0
4
5
7
Follows corporate financial metrics (e.g., revenue and profitability) to shape appropriate solutions
Self
Avg.
3.00
N1 N2 N3 N4 N5
0 0 1 0 0
Manager
2.00
0
1
0
0
0
Direct Reports
3.50
0
0
2
2
0
Peers
3.00
0
2
0
2
0
Others
2.67
0
1
2
0
0
Clients
2.50
0
3
0
1
0
Overall
2.88
0
7
4
5
0
Considers the potential financial benefits and risks associated with talent decisions
Self
Avg.
4.00
Manager
2.00
0
1
0
0
0
Direct Reports
2.50
0
3
0
1
0
Peers
3.50
0
2
0
0
2
Others
4.00
0
0
1
1
1
Clients
3.75
0
1
0
2
1
Overall
3.31
0
7
1
4
4
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 0 0 1 0
Sample, Joe
Page 17
19
24
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ip
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D od
es er
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tiv
e
2
3
4
5
y
ly
ht
D
Sl
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1
D
N
D ot a
es t
cr al
ip l
tiv
e
Negative Gap
es
cr
ip
Symbol Key
Positive Gap
tiv
e
tiv
e
BUSINESS ACUMEN
Expresses ideas using appropriate business and financial terms
Self
Avg.
4.00
N1 N2 N3 N4 N5
0 0 0 1 0
Manager
3.00
0
0
1
0
0
Direct Reports
4.00
0
1
0
1
2
Peers
3.50
0
0
3
0
1
Others
4.00
0
1
0
0
2
Clients
3.50
0
1
1
1
1
Overall
3.69
0
3
5
2
6
Analyzes key business measures to understand human resource trends
Self
Avg.
4.00
Manager
4.00
0
0
0
1
0
Direct Reports
3.00
0
1
2
1
0
Peers
2.50
0
3
0
1
0
Others
3.00
0
1
1
1
0
Clients
2.75
0
2
1
1
0
Overall
2.88
0
7
4
5
0
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 0 0 1 0
Sample, Joe
Page 18
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tiv
e
2
3
4
5
y
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D
Sl
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1
D
N
D ot a
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cr al
ip l
tiv
e
Negative Gap
es
cr
ip
Symbol Key
Positive Gap
tiv
e
tiv
e
BUSINESS ACUMEN
Role: Strategic Integrator
29
34
39
Self
Avg.
2.40
N1 N2 N3 N4 N5
0 4 0 1 0
Manager
2.40
0
3
2
0
0
Direct Reports
3.20
0
4
9
6
1
Peers
3.15
0
8
3
7
2
Others
2.87
0
6
5
4
0
Clients
2.65
0
12
3
5
0
Overall
2.94
0
33 22 22
3
Has an in-depth knowledge of different departments' cultures and operations
Self
Avg.
4.00
N1 N2 N3 N4 N5
0 0 0 1 0
Manager
2.00
0
1
0
0
0
Direct Reports
3.50
0
0
2
2
0
Peers
3.50
0
1
0
3
0
Others
2.67
0
2
0
1
0
Clients
2.75
0
2
1
1
0
Overall
3.06
0
6
3
7
0
Displays a credible understanding of how departments contribute to the organization's core work processes
Self
Avg.
2.00
N1 N2 N3 N4 N5
0 1 0 0 0
Manager
2.00
0
1
0
0
0
Direct Reports
3.25
0
1
1
2
0
Peers
3.00
0
2
0
2
0
Others
2.67
0
1
2
0
0
Clients
2.75
0
2
1
1
0
Overall
2.88
0
7
4
5
0
Draws on understanding of the organization's culture to help guide decisions
Self
Avg.
2.00
Manager
3.00
0
0
1
0
0
Direct Reports
3.75
0
0
2
1
1
Peers
4.25
0
0
1
1
2
Others
3.00
0
1
1
1
0
Clients
2.50
0
3
0
1
0
Overall
3.38
0
4
5
4
3
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 1 0 0 0
Sample, Joe
Page 19
44
49
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e
2
3
4
5
y
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D
Sl
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1
D
N
D ot a
es t
cr al
ip l
tiv
e
Negative Gap
es
cr
ip
Symbol Key
Positive Gap
tiv
e
tiv
e
BUSINESS ACUMEN
Follows industry and competitor trends to anticipate talent opportunities and threats
Self
Avg.
2.00
N1 N2 N3 N4 N5
0 1 0 0 0
Manager
2.00
0
1
0
0
0
Direct Reports
2.25
0
3
1
0
0
Peers
2.50
0
2
2
0
0
Others
3.33
0
0
2
1
0
Clients
2.75
0
2
1
1
0
Overall
2.63
0
8
6
2
0
Uses understanding of the organization's strengths and weaknesses in planning or decision making
Self
Avg.
2.00
Manager
3.00
0
0
1
0
0
Direct Reports
3.25
0
0
3
1
0
Peers
2.50
0
3
0
1
0
Others
2.67
0
2
0
1
0
Clients
2.50
0
3
0
1
0
Overall
2.75
0
8
4
4
0
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 1 0 0 0
Sample, Joe
Page 20
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3
4
5
y
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D
Sl
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1
D
N
D ot a
es t
cr al
ip l
tiv
e
Negative Gap
es
cr
ip
Symbol Key
Positive Gap
tiv
e
tiv
e
RELATIONSHIP MANAGEMENT
Role: Leadership Coach
5
10
15
Self
Avg.
3.60
N1 N2 N3 N4 N5
0 0 3 1 1
Manager
4.00
0
1
0
2
2
Direct Reports
3.60
0
1
11
3
5
Peers
3.75
0
0
9
7
4
Others
4.40
0
0
2
5
8
Clients
4.25
0
2
2
5
11
Overall
3.98
0
4
24 22 30
Confers with leaders to build shared insights into talent strengths and weaknesses
Self
Avg.
4.00
N1 N2 N3 N4 N5
0 0 0 1 0
Manager
4.00
0
0
0
1
0
Direct Reports
3.00
0
0
4
0
0
Peers
4.00
0
0
2
0
2
Others
4.33
0
0
1
0
2
Clients
4.75
0
0
0
1
3
Overall
4.00
0
0
7
2
7
Engages leaders in conversations to learn from organizational successes and failures
Self
Avg.
3.00
N1 N2 N3 N4 N5
0 0 1 0 0
Manager
5.00
0
0
0
0
1
Direct Reports
4.00
0
0
2
0
2
Peers
3.50
0
0
2
2
0
Others
4.67
0
0
0
1
2
Clients
4.00
0
0
1
2
1
Overall
4.06
0
0
5
5
6
Helps leaders identify opportunities for individual and organizational growth
Self
Avg.
5.00
Manager
5.00
0
0
0
0
1
Direct Reports
4.00
0
0
2
0
2
Peers
3.50
0
0
2
2
0
Others
4.00
0
0
1
1
1
Clients
5.00
0
0
0
0
4
Overall
4.19
0
0
5
3
8
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 0 0 0 1
Sample, Joe
Page 21
20
25
Ve
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2
3
4
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D
N
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tiv
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Negative Gap
es
cr
ip
Symbol Key
Positive Gap
tiv
e
tiv
e
RELATIONSHIP MANAGEMENT
Speaks to leaders on difficult issues, even when personally risky to do so
Self
Avg.
3.00
N1 N2 N3 N4 N5
0 0 1 0 0
Manager
4.00
0
0
0
1
0
Direct Reports
4.00
0
0
1
2
1
Peers
3.50
0
0
2
2
0
Others
4.33
0
0
0
2
1
Clients
4.25
0
0
1
1
2
Overall
4.00
0
0
4
8
4
Tactfully challenges leaders to think differently or develop insights
Self
Avg.
3.00
Manager
2.00
0
1
0
0
0
Direct Reports
3.00
0
1
2
1
0
Peers
4.25
0
0
1
1
2
Others
4.67
0
0
0
1
2
Clients
3.25
0
2
0
1
1
Overall
3.63
0
4
3
4
5
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 0 1 0 0
Sample, Joe
Page 22
Ve
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D xtre
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tiv
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es
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M
D od
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cr at
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2
3
4
5
y
ly
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D
Sl
ig
1
D
N
D ot a
es t
cr al
ip l
tiv
e
Negative Gap
es
cr
ip
Symbol Key
Positive Gap
tiv
e
tiv
e
RELATIONSHIP MANAGEMENT
Role: Partnership Developer
30
35
40
Self
Avg.
3.20
N1 N2 N3 N4 N5
0 2 0 3 0
Manager
3.00
0
2
2
0
1
Direct Reports
3.00
0
9
4
5
2
Peers
3.10
0
9
4
3
4
Others
3.80
0
2
3
6
4
Clients
3.65
0
4
4
7
5
Overall
3.34
0
26 17 21 16
Has a network of relationships, coalitions, and alliances across the organization
Self
Avg.
4.00
N1 N2 N3 N4 N5
0 0 0 1 0
Manager
3.00
0
0
1
0
0
Direct Reports
3.75
0
0
1
3
0
Peers
4.25
0
0
1
1
2
Others
4.67
0
0
0
1
2
Clients
4.25
0
0
1
1
2
Overall
4.13
0
0
4
6
6
Maintains a broad and active network of relationships through formal and informal channels
Self
Avg.
2.00
N1 N2 N3 N4 N5
0 1 0 0 0
Manager
5.00
0
0
0
0
1
Direct Reports
2.75
0
3
0
0
1
Peers
4.25
0
0
1
1
2
Others
2.67
0
1
2
0
0
Clients
4.25
0
0
1
1
2
Overall
3.63
0
4
4
2
6
Cultivates relationships to gain understanding of the interests and needs of key stakeholders
Self
Avg.
2.00
Manager
2.00
0
1
0
0
0
Direct Reports
3.50
0
1
1
1
1
Peers
2.25
0
3
1
0
0
Others
4.67
0
0
0
1
2
Clients
3.50
0
1
1
1
1
Overall
3.31
0
6
3
3
4
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 1 0 0 0
Sample, Joe
Page 23
45
50
Ve
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D xtre
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es
cr
ip
M
D od
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2
3
4
5
y
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D
Sl
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1
D
N
D ot a
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cr al
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tiv
e
Negative Gap
es
cr
ip
Symbol Key
Positive Gap
tiv
e
tiv
e
RELATIONSHIP MANAGEMENT
Engages the "right people" to get things done
Self
Avg.
4.00
N1 N2 N3 N4 N5
0 0 0 1 0
Manager
3.00
0
0
1
0
0
Direct Reports
3.00
0
1
2
1
0
Peers
2.00
0
4
0
0
0
Others
3.33
0
1
0
2
0
Clients
3.50
0
1
0
3
0
Overall
2.94
0
7
3
6
0
Proactively persuades key stakeholders to support efforts
Self
Avg.
4.00
Manager
2.00
0
1
0
0
0
Direct Reports
2.00
0
4
0
0
0
Peers
2.75
0
2
1
1
0
Others
3.67
0
0
1
2
0
Clients
2.75
0
2
1
1
0
Overall
2.69
0
9
3
4
0
Section D
Copyright 1997-2014 Assessment Plus, Inc.
N1 N2 N3 N4 N5
0 0 0 1 0
Sample, Joe
Page 24
Sl
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Ex
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1
2
3
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ly
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a
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Item appears in other high lists in this section
D
D
es
c
es
c
N
rip
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e
Positive Self Gaps: Manager
4
5
Avg.
Self
Gap
35
Maintains a broad and active network of
relationships through formal and informal
channels [Partnership Developer]
2
Establishes clear and relevant standards of
success [Results Manager]
5.00 3.00 2.00
10
Engages leaders in conversations to learn
from organizational successes and failures
[Leadership Coach]
5.00 3.00 2.00
31
Establishes a positive vision of how HR can
contribute to the business [Talent Leader]
4.00 2.00 2.00
41
Develops HR initiatives that have the potential
to improve business results [Talent Leader]
4.00 2.00 2.00
33
Asks thoughtful questions to help understand
or diagnose issues [Systems Thinker]
4.00 2.00 2.00
43
Displays rigor and discipline in thinking
through poorly defined issues [Systems
Thinker]
4.00 2.00 2.00
48
Engages others to uncover assumptions
underlying conclusions or actions [Systems
Thinker]
4.00 2.00 2.00
Self
5.00 2.00 3.00
Section E
Copyright 1997-2014 Assessment Plus, Inc.
Avg.
Sample, Joe
Page 25
Sl
M
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Ve
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D
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ip
Ex
tiv
D tre
e
es m
cr e
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tiv
e
1
2
3
ht
ly
ig
ot
a
ta
ll
Item appears in other low lists in this section
D
D
es
c
es
c
N
rip
tiv
e
Negative Self Gaps: Manager
4
5
Avg.
Avg.
Self
Gap
Self
13
Treats stakeholders with respect, regardless
of role or responsibility [Trust Builder]
27
Clarifies and communicates the critical steps
for change [Change Agent]
2.00 4.00 -2.00
14
Considers the potential financial benefits and
risks associated with talent decisions [Metric
Analyst]
2.00 4.00 -2.00
29
Has an in-depth knowledge of different
departments' cultures and operations
[Strategic Integrator]
2.00 4.00 -2.00
50
Proactively persuades key stakeholders to
support efforts [Partnership Developer]
2.00 4.00 -2.00
2.00 5.00 -3.00
Section E
Copyright 1997-2014 Assessment Plus, Inc.
Sample, Joe
Page 26
Sl
M
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Ve
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Ex
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D tre
e
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cr e
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tiv
e
1
2
3
ht
ly
ig
ot
a
ta
ll
Item appears in other high lists in this section
D
D
es
c
es
c
N
rip
tiv
e
Positive Self Gaps: Direct Reports
4
5
Avg.
Self
Gap
39
Draws on understanding of the organization's
culture to help guide decisions [Strategic
Integrator]
2
Establishes clear and relevant standards of
success [Results Manager]
4.50 3.00 1.50
46
Supports business by crafting HR initiatives in
alignment with key business objectives
[Talent Leader]
3.50 2.00 1.50
33
Asks thoughtful questions to help understand
or diagnose issues [Systems Thinker]
3.50 2.00 1.50
40
Cultivates relationships to gain understanding
of the interests and needs of key stakeholders
[Partnership Developer]
3.50 2.00 1.50
Self
3.75 2.00 1.75
Section E
Copyright 1997-2014 Assessment Plus, Inc.
Avg.
Sample, Joe
Page 27
Sl
M
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D od
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tiv
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Ve
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D
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Ex
tiv
D tre
e
es m
cr e
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tiv
e
1
2
3
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ly
ig
ot
a
ta
ll
Item appears in other low lists in this section
D
D
es
c
es
c
N
rip
tiv
e
Negative Self Gaps: Direct Reports
4
5
Avg.
Avg.
Self
Gap
Self
50
Proactively persuades key stakeholders to
support efforts [Partnership Developer]
37
Anticipates and effectively works through
resistance to change [Change Agent]
3.50 5.00 -1.50
14
Considers the potential financial benefits and
risks associated with talent decisions [Metric
Analyst]
2.50 4.00 -1.50
2.00 4.00 -2.00
Section E
Copyright 1997-2014 Assessment Plus, Inc.
Sample, Joe
Page 28
Sl
M
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D od
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tiv
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Ve
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D
es
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Ex
tiv
D tre
e
es m
cr e
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tiv
e
1
2
3
ht
ly
ig
ot
a
ta
ll
Item appears in other high lists in this section
D
D
es
c
es
c
N
rip
tiv
e
Positive Self Gaps: Peers
4
5
Avg.
39
Draws on understanding of the organization's
culture to help guide decisions [Strategic
Integrator]
35
Maintains a broad and active network of
relationships through formal and informal
channels [Partnership Developer]
Self
Gap
Avg.
4.25 2.00 2.25
4.25 2.00 2.25
Section E
Copyright 1997-2014 Assessment Plus, Inc.
Self
Sample, Joe
Page 29
Sl
M
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Ve
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D
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Ex
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D tre
e
es m
cr e
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tiv
e
1
2
3
ht
ly
ig
ot
a
ta
ll
Item appears in other low lists in this section
D
D
es
c
es
c
N
rip
tiv
e
Negative Self Gaps: Peers
4
5
Avg.
Avg.
Self
Gap
Self
45
Engages the "right people" to get things done
[Partnership Developer]
13
Treats stakeholders with respect, regardless
of role or responsibility [Trust Builder]
3.50 5.00 -1.50
15
Helps leaders identify opportunities for
individual and organizational growth
[Leadership Coach]
3.50 5.00 -1.50
24
Analyzes key business measures to
understand human resource trends [Metric
Analyst]
2.50 4.00 -1.50
2.00 4.00 -2.00
Section E
Copyright 1997-2014 Assessment Plus, Inc.
Sample, Joe
Page 30
Sl
M
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Ve
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D
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Ex
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D tre
e
es m
cr e
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tiv
e
1
2
3
ht
ly
ig
ot
a
ta
ll
Item appears in other high lists in this section
D
D
es
c
es
c
N
rip
tiv
e
Positive Self Gaps: Others
4
5
Avg.
Self
Gap
40
Cultivates relationships to gain understanding
of the interests and needs of key stakeholders
[Partnership Developer]
8
Displays comfort, calm, and confidence when
interacting with people at all levels of the
organization [Trust Builder]
3.67 2.00 1.67
10
Engages leaders in conversations to learn
from organizational successes and failures
[Leadership Coach]
4.67 3.00 1.67
25
Tactfully challenges leaders to think differently
or develop insights [Leadership Coach]
4.67 3.00 1.67
Section E
Copyright 1997-2014 Assessment Plus, Inc.
Self
Avg.
4.67 2.00 2.67
Sample, Joe
Page 31
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Ex
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D tre
e
es m
cr e
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tiv
e
1
2
3
ht
ly
ig
ot
a
ta
ll
Item appears in other low lists in this section
D
D
es
c
es
c
N
rip
tiv
e
Negative Self Gaps: Others
4
5
Avg.
13
Avg.
Treats stakeholders with respect, regardless
of role or responsibility [Trust Builder]
Gap
Self
2.67 5.00 -2.33
Section E
Copyright 1997-2014 Assessment Plus, Inc.
Self
Sample, Joe
Page 32
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M
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D
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Ex
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D tre
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cr e
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tiv
e
1
2
3
ht
ly
ig
ot
a
ta
ll
Item appears in other high lists in this section
D
D
es
c
es
c
N
rip
tiv
e
Positive Self Gaps: Clients
4
5
Avg.
Self
Gap
35
Maintains a broad and active network of
relationships through formal and informal
channels [Partnership Developer]
48
Engages others to uncover assumptions
underlying conclusions or actions [Systems
Thinker]
3.75 2.00 1.75
40
Cultivates relationships to gain understanding
of the interests and needs of key stakeholders
[Partnership Developer]
3.50 2.00 1.50
Self
4.25 2.00 2.25
Section E
Copyright 1997-2014 Assessment Plus, Inc.
Avg.
Sample, Joe
Page 33
Sl
M
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Ve
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D
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Ex
tiv
D tre
e
es m
cr e
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tiv
e
1
2
3
ht
ly
ig
ot
a
ta
ll
Item appears in other high lists in this section
D
D
es
c
es
c
N
rip
tiv
e
Positive Self Gaps: Overall
4
5
Avg.
35
Maintains a broad and active network of
relationships through formal and informal
channels [Partnership Developer]
Self
Gap
Avg.
3.63 2.00 1.63
Section E
Copyright 1997-2014 Assessment Plus, Inc.
Self
Sample, Joe
Page 34
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M
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Ex
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1
2
3
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a
ta
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Item appears in other low lists in this section
D
D
es
c
es
c
N
rip
tiv
e
Negative Self Gaps: Overall
4
5
Avg.
13
Avg.
Treats stakeholders with respect, regardless
of role or responsibility [Trust Builder]
Gap
Self
3.50 5.00 -1.50
Section E
Copyright 1997-2014 Assessment Plus, Inc.
Self
Sample, Joe
Page 35
Highest Items: Overall
Question
Role
Avg.
Self
Talent Leader
4.44
4.00
36
Encourages new thinking on ways that HR can support
business success
2
Establishes clear and relevant standards of success
Results Manager
4.25
3.00
4
Applies basic knowledge of financial concepts (e.g.,
ROI) to better understand the effects of programs,
policies, and processes
Metric Analyst
4.19
5.00
15
Helps leaders identify opportunities for individual and
organizational growth
Leadership Coach
4.19
5.00
7
Holds self and others accountable by clarifying
expectations, required outcomes, and deadlines
Results Manager
4.13
4.00
Section F
Copyright 1997-2014 Assessment Plus, Inc.
Sample, Joe
Page 36
Lowest Items: Overall
Question
Role
Avg.
Self
18
Gains others' trust by striving for fairness and equity
when making judgments
Trust Builder
2.63
3.00
44
Follows industry and competitor trends to anticipate
talent opportunities and threats
Strategic Integrator
2.63
2.00
50
Proactively persuades key stakeholders to support
efforts
Partnership
Developer
2.69
4.00
41
Develops HR initiatives that have the potential to
improve business results
Talent Leader
2.75
2.00
46
Supports business by crafting HR initiatives in
alignment with key business objectives
Talent Leader
2.75
2.00
Section F
Copyright 1997-2014 Assessment Plus, Inc.
Sample, Joe
Page 37
Comments
What knowledge and skills are contributing to this individual's current career successes?
C1
Self
No comments submitted.
Manager
No comments submitted.
Direct Reports
No comments submitted.
Peers
No comments submitted.
Others
No comments submitted.
Clients
No comments submitted.
C2
What is preventing this individual from contributing more strategic value to the organization? You might
want to consider both external barriers as well as personal capabilities.
Self
No comments submitted.
Manager
No comments submitted.
Direct Reports
No comments submitted.
Peers
No comments submitted.
Section G
Copyright 1997-2014 Assessment Plus, Inc.
Sample, Joe
Page 38
Comments
C2
What is preventing this individual from contributing more strategic value to the organization? You might
want to consider both external barriers as well as personal capabilities.
Others
No comments submitted.
Clients
No comments submitted.
Section G
Copyright 1997-2014 Assessment Plus, Inc.
Sample, Joe
Page 39
PART IV
Development Plan
Development Planning
Development planning will ensure that your current insights will actually help you to
further develop as an HR/OD professional. This final step will allow you to use what
you’ve learned to plan to address your development needs and leverage your strengths.
Follow the directions below to complete the “Addressing Development Needs” and
“Leveraging Strengths” sections on the last two pages of this report.
Directions:
1. Write your goals in the first column. These should be based on the your high and low
scores, differences between rater groups, and differences between your self
evaluation and others’ evaluation of your performance and role importance scores.
•
Target no more than three goals for addressing development needs and
three goals for leveraging strengths. More goals than that will hinder your
ability to focus on all of them.
•
Be as specific as possible in writing your goals. For example, “Improve my
ability to deal with tension between team members from different
functions” is much more useful than “Improve my facilitation skills.”
2. In the second column, explain why each goal is important to you. Having a clear
sense of why your goals are important should help you maintain your focus on
achieving them.
3. In the third column, explain the actions you will take to achieve each goal.
•
What you’ll do/change now: The specific things you can do or start
immediately to begin achieving your development goals. They may
involve, for example, further self-awareness exercises or resolutions to
immediately change specific behaviors.
•
Other developmental activities: These are the longer-term activities and
changes that you plan to make. They may, for example, involve books to
read, courses to take, projects to attempt, or coaching you would like to
receive.
4. In the fourth column, explain what support you need from others in terms of time
and/or resources. What, specifically, will you ask for?
Note: Having a coach you trust and respect may be the single most important factor
in achieving your development goals. A coach can support you with regular check-in
meetings or periodic feedback on an as-needed basis. He or she may also be able
to provide resources such as time off for training, access to experts, and so on. The
coach may be your manager or someone else with whom you have a good
relationship and who can help you reach your development goals.
5. Finally, think about the obstacles you will encounter in reaching your goals and what
you can do to avoid or overcome them. Two of the most common are:
•
Lack of time. If time is a problem, you might try to identify certain timeefficient “practices” you can use on an everyday basis. You might also try
setting aside a regular block of daily, weekly, or monthly time that you will
spend working toward the goals you have set.
•
Lack of support. The best remedies in this case are to identify a coach, as
discussed above, and/or colleagues who have similar goals and want to
work together to achieve them.
Sample Plan for Addressing Development Needs
Development
Goals
Why the Goals
Are Important
Actions I Will Take
to Achieve Them
Improve my ability to
facilitate teams,
especially my ability to
deal with tension and
conflict among members
from different functions.
The redesign team for
the performance
management system
kicks off in three weeks,
and there will probably
be problems between the
line people and those
from staff. Unfortunately,
I scored relatively low on
powerful facilitation.
What I’ll do/change now:
Ask Jack to start
coaching me immediately
on how he manages
teams.
I’d like to take on a
generalist assignment in
Manufacturing within the
next 12 months.
What I’ll do/change now:
Start reading the Wall
Street Journal regularly.
Improve my
understanding of the
manufacturing side of the
business.
Other activities and
completion dates:
Read Getting to Yes by
end of month. Attend the
next available conflict
resolution training from
Conflict Resolution
Consulting.
Other activities and
completion dates:
Look into the possibility
of spending a day or so a
month on the line.
Consider taking some
targeted business
courses locally. Get
coaching from Ellen
about what courses to
take and where.
Obstacles to Reaching Goals
Lack of time!
Support
Needed
Approval of time and
funding for attending
training.
Tuition reimbursement
for courses?
Steps to Overcome Them
Discuss with Ellen the possibility of temporarily
reducing to 32 hours/week and/or offloading the
assessment project.
Sample Plan for Leveraging Strengths
Goals for
Leveraging Strengths
Coach others about
techniques for assessing
the impact of training and
development of technical
professionals.
Act as a mediator between
departments that are being
merged (managers are
competing for resources).
Why the Goals
Are Important
Actions I Will Take
to Achieve Them
We’re hiring lots of IS
people right now,
especially in tech
support. Because of the
shortage of IS people in
the market, we’re forced
to lower our selection
standards. But our
internal technical training
group is inexperienced
and may not be able to
keep up with the
demand.
What I’ll do/change now:
Speak with Jack in
Technical Training about
coaching some of his
people.
Jack’s willingness to
bring me in as a
coach.
Other activities and
completion dates:
By the end of May, I will
conduct a full audit of
formal training and
development programs
and make suggestions
for improvements.
Approval of time and
funding for sitting in on
the training sessions.
The organization is
going through a lot of
change right now. As
departments merge,
there is competition for
time, people, space, and
supplies. To make sure
these mergers go
smoothly, we need
someone to help
facilitate the process.
What I’ll do/change now:
Have informal
conversations with the
managers of the
departments being
merged to discover their
needs and concerns.
Cooperation of the
affected managers.
Obstacles to Reaching Goals
Lack of desire to change existing
relationships/processes.
Support
Needed
Other activities and
completion dates:
Create a formal
schedule that walks
managers through the
entire merger process
and details what actions
they need to take. Work
through the schedule
together to help facilitate
the merger.
Steps to Overcome Them
Candid discussions with primary stakeholders to win
their support.
Development Plan: Addressing Development Needs
Development
Goals
Why the Goals
Are Important
Obstacles to Reaching Goals
Actions I Will Take
to Achieve Them
Support
Needed
Steps to Overcome Them
Development Plan: Leveraging Strengths
Goals for
Leveraging Strengths
Why the Goals
Are Important
Obstacles to Reaching Goals
Actions I Will Take
to Achieve Them
Support
Needed
Steps to Overcome Them