0 Competency Assessment Feedback Report - HR...

3600 Competency

Assessment Feedback

Report© 2007-2012, Seven People Systems Pvt. Ltd.

John Doe

The MRAS (Multi Rater Assessment System) is an instrument developed to provide feedback and development

focus and recommendations to individuals about their skill strengths and development needs. It should not be

used as the sole source of information concerning selection, promotion, salary review and adjustment, de-hiring

(firing) and/or de-selection decisions.

John Doe

ABC GLOBAL

The MRAS for ABC Global

06 December 2012

Copyright © 2007, 2012 by Seven People Systems Pvt. Ltd. All Rights Reserved.

This material may not be reproduced in whole or in part and in any media without written permission from

Seven People Systems Pvt. Ltd.

© Seven People Systems Pvt. Ltd. Private and Confidential of 25

John Doe

Section 1 - Summary Report

1 Introduction

2 Competencies Defined

3 Demographic Summary

4 Overview Of Consolidated Scores

5 Gap Analysis

Section 2 - Itemised Report

6 Itemised Competency Ratings

7 Verbatim Feedback

8 Personal Development Plan Template

TABLE OF CONTENTS


John Doe

There is some evidence

contrary to the required

competencies

Cant provide examples of

demonstrations of

required competencies

Can provide some

examples of

demonstration of required

competencies

Can provide some

numerous examples of

demonstration of


Can provide Role Model

examples of demonstration

of required competencies

Please read carefully the scale below as it will provide you with valuable insight whilst deciphering your scores

and specific feedback from various respondents.

Evidence to Contrary Needs Development Good Evidence Strong Evidence Role Model Evidence

This range of scores indicate a strong need

to develop in the highlighted areas

This range meets all

expectations

This range of scores indicate core strengths

in the highlighted areas

SECTION 1: INTRODUCTION

Behavioral research suggests that the most effective people are those who understand themselves, both their

strengths and weaknesses, so they can develop strategies to meet the demands of their environment.

A Multi-Rater Assessment System (3600 Feedback) is typically broader in scope and more balanced in bias than

single-source, and thus invaluable for the perspective it gives employees. It is formulated for gaining feedback

from...

-Self

-Manager

-Direct reports

-Peers

-Others

The MRAS Feedback Report provides information about how you and others view behavior, which is a critical

first step in pursuing development. The feedback provided in this report can help you identify your strengths and

determine the behaviors you may want to further develop.

Competency Assessment Using Evidence Scales

Unlike other assessment methods, assessing behavioral competencies involves using the ‘Evidence Scale’. Given

below is the evidence scale used in the construct of the tool.

Score Range

1.0 - 1.9

Score Range

2.0 - 2.9

Score Range

3.0 - 3.9

Score Range

4.0 - 4.9

Score Range

5.0


John Doe

ENTREPRENEURSHIP: An observed capacity to seize business opportunities through novel ideas by taking calculated risks

QUALITY & SERVICE ORIENTATION: A demonstrated aptitude for satisfying internal and external customers at all times

TEAMWORK & COLLABORATION: The exhibited capacity for working collaboratively to achieve tasks

DIVERSITY SENSITIVITY: The exhibited ability to adapt to diverse people and situations

SECTION 1: COMPETENCIES DEFINED

• Works with other members collaboratively to complete tasks

• Shares own knowledge and information as inputs to group tasks

• Listens to what other members have to say and tries to come to a consensus

• Seeks inputs from others and listens to them

• Respects differences of opinion as an essential part of teamwork

• Goes out of the way to help team achieve goals

• Remains an active member from start to finish in tasks

• Coaches and guides members to work in teams more effectively

• Partners with other functions to leverage collective resources for optimal organisational results

• Strengthens the culture to foster collaboration among teams

• Works accurately in accordance with procedures

• Tries to control consequences of own behaviour in order to minimize risks

• Identifies current & potential sources of errors, analyses, mitigates and controls them

• Understands (internal & external) customer needs and works towards achieving customer delight

• Creates and adheres to standard operating procedures for consistent delivery

• Streamline processes to ensure qualitative, cost effective and value added service delivery to customers

• Standardize tools and processes that enable customer delight

• Conceives and puts in place processes that enable team to meet customer needs

• Guides direct reports and team members to enhance customer service levels

• Creates a culture that promotes customer delight continuously

• Generates ideas to improve performance

• Uses “out of the box” thinking/ solutions to problems

• Continuously adds fresh and unconventional insights

• Discovers/sees potential in a situation and the chances/ opportunities it offers.

• Engages in research, design, development of best practices to enhance organisational competitiveness

• Takes calculated risks to explore novel business ideas and solutions

• Encourages others to explore creative business ideas and solutions

• Uses a variety of useful facts and data to visualise opportunities

• Takes responsibility to mentor and coach his/her team to develop new ideas

• Inspires, encourages and rewards teams to build a culture of calculated risk-taking and innovation

• Shows a positive opinion of people from diverse cultures and trusts them in general

• Adapts with ease to a variety of people who have diverse requirements /realities

• Adapts his communication for better understanding

• Shows interest and actively works towards understanding other’s perspectives and has empathy while interacting

• Thinks and acts beyond geographical boundaries of individual work environment

• Responds to new or unforeseen business situation and integrates seamlessly

• Accepts diversity of people and situations as an opportunity and responds accordingly

• Creates diversity friendly environment in his team

• Coordinates the organization's response to a crisis effectively and on time.

• Creates a culture that strengthens organisation’s response to diversity of people and situations


John Doe

PERSONAL AND PROFESSIONAL DEVELOPMENT: An evidenced drive towards professional and personal development of self and others

DELIVERING RESULTS: A demonstrated drive to plan for and deliver results despite obstacles and setbacks

COMMUNICATION: A visible ability to communicate effectively with stakeholders to achieve business results

NETWORKING: An observed aptitude to network with a wide variety of people to create trusting business relationships

• Gathers information on people with business potential

• Initiates contact with individuals and institutions

• Shows an eye for detail on what matters to them

• Uses referrals of existing networks to explore new contacts

• Invests time and resources for building relations and leveraging them to achieve business results

• Plans for building a network, keeps track of progress and steadfastly pursues the plan

• Introduces the organization to new businesses opportunities through involvement in or membership of networks

• Devises networking agenda for self and direct reports

• Assists, guides, steps in to achieve networking plans

• Develops a culture that encourages team members to network

• Displays high positive energy levels

• Demonstrates concentration, drive, and persistence to achieve goals

• Sets identifiable and measurable goals and focuses on achieving them

• Plans detailed roadmaps for the task that includes contingency plans

• Breaks down objectives into required actions, and establishes criteria for measurement of progress

• Achieves goals within timelines and agreed resources

• Takes ownership for own and team actions, including successes and failures

• Uses results of competitors/team members to motivate self and the team to further enhance/ improve performance

• Motivates, educates and enables others towards results

• Develops a culture of settings high standards for performance and ensures that everyone works towards achieving them

• Articulates clearly, both in verbal and written communication

• Explains complex content in a simple and descriptive way

• Presents well in front of an audience

• Keeps arguments issue-based and persuades with facts and data

• Listens attentively, establishes dialog quickly

• Paraphrases his/ her understanding after having heard the other person.

• Convinces successfully without adversely impacting relationship

• Devises various communication tools for pitching to different stakeholders

• Assists, guides, steps in to assist team members in communicating more effectively

• Establishes a culture that encourages others to communicate ideas and suggestions in a free manner

• Actively seeks out challenging opportunities to enhance knowledge and skills

• Consistently assimilate and apply new knowledge and skills

• Acquires knowledge and skills of other functions or processes on his/her own initiative

• Maintain an up-to-date knowledge of industry developments

• Bridges knowledge gaps by taking up educational/professional courses

• Is aware and actively works on his career path to achieve his career goals

• Is open to learning from others

• Coaches others to apply new knowledge or skills

• Imparts training to employees on technical and management aspects

• Creates a culture in the organization that encourages self-development of individuals


John Doe

LEADERSHIP: The observed capacity to provide direction and guide the self/team towards higher performance.

• Takes the lead in a group and acts accordingly

• Ensures that every team member knows the objectives and goals and motivates others to achieve superior performance

• Ensures that the team stays focused on activities and objectives

• Encourages competition to improve performance

• Delegates tasks in a way that best utilizes the competence & skills of team members

• Supervises progress and results and builds in feedback loops in work processes

• Inspires, encourages, coaches, guides, rewards and supports high performance in team

• Assists and supports direct reports and team members to take lead

• Coaches and guides his/her team to perform better

• Aims at creating a culture that fosters leadership development


John Doe

Perspective Symbol Reported

Respondent List

DFG

HTG

WER

YTR

Peer

Peer

Other

Other

SECTION 1: DEMOGRAPHIC SUMMARY

Names

John Doe

ABC

DEF

PQR

STU

VWX

Average

Direct Reports

Peers/Colleagues

Others

Category

Self

Boss

Boss

Direct Report

Direct Report

Peer

SelfManager


John Doe

SECTION 1: OVERVIEW OF CONSOLIDATED SCORES

This summary provides a snapshot of how you rated your behaviors compared to how your respondents rated

you.

Understanding Your Results

This overview helps you see how you rated yourself compared to how you are seen by others. Your scores were

derived by averaging your responses to each item that makes up a given behavior.

• To calculate the average rating made by other respondents, noted with a Grey Band, each respondent group

was given equal weight.

• Large differences in ratings (differences in rating of .5 or greater) between you and your respondents are

important to note.

To get the most out of this view:

• Make note of the behaviors with highest and lowest scores.

• Determine how closely your perceptions match those of your respondents.

• If your self-rating on a behavior is much lower than the rating you received from your respondents, your

expectations may be higher than those of others, or you may be underestimating your behavior, or others may

be "easy" raters.

• If your self-rating on a behavior is much higher than the rating you received from your respondents, you may

be overestimating your effectiveness. You may demonstrate behaviors when others do not have the opportunity

to witness them, or you may have blind spots in relation to your behaviors.

• Determine if your respondents' ratings are consistently higher or lower across all behaviors.

• Consistently high ratings suggest high overall effectiveness in the position.

• Consistently low ratings suggest a number of possibilities, including a strong message from others about your

need to change; a lack of preparation or experience in your job; gross misperceptions on the part of others; or a

poor match between the position's requirements and your interests, behaviors and abilities.


John Doe

ENTREPRENEURSHIP

Self

Average

QUALITY & SERVICE ORIENTATION

Self

Average

TEAMWORK & COLLABORATION

Self

Average

DIVERSITY SENSITIVITY

Self

Average

PERSONAL AND PROFESSIONAL DEVELOPMENT

Self

Average

DELIVERING RESULTS

Self

Average

COMMUNICATION

Self

Average

NETWORKING

Self

Average

LEADERSHIP

Self

Average

This range meets all

expectations

This range of scores indicate core strengths

in the highlighted areas

Score Range

3.0 - 3.9

Score Range

4.0 - 4.9

Score Range

5.0

Strong Evidence Role Model Evidence

There is some evidence

contrary to the required

competencies

Cant provide examples of

demonstrations of


Can provide some

examples of

demonstration of required

competencies

Can provide some

numerous examples of

demonstration of


Can provide Role Model

examples of demonstration

of required competencies

This range of scores indicate a strong need

to develop in the highlighted areas

Evidence to Contrary Needs Development Good Evidence

Score Range

2.0 - 2.9

Score Range

1.0 - 1.9

3.4 3.0

0.0 1.0 2.0 3.0 4.0 5.0

3.6 3.5

0.0 1.0 2.0 3.0 4.0 5.0

3.5 3.3

0.0 1.0 2.0 3.0 4.0 5.0

3.5 3.2

0.0 1.0 2.0 3.0 4.0 5.0

3.6 3.1

0.0 1.0 2.0 3.0 4.0 5.0

3.5 3.5

0.0 1.0 2.0 3.0 4.0 5.0

3.8 3.5

0.0 1.0 2.0 3.0 4.0 5.0

3.3 3.0

0.0 1.0 2.0 3.0 4.0 5.0

3.3 3.1

0.0 1.0 2.0 3.0 4.0 5.0


John Doe

Average Self Δ

3.4 3.0 0.4

3.6 3.5 0.1

3.5 3.3 0.2

3.5 3.2 0.3

3.6 3.1 0.5

3.5 3.5 0.0

3.8 3.5 0.3

3.3 3.0 0.3

3.3 3.1 0.2LEADERSHIP: The observed capacity to provide direction and

guide the self/team towards higher performance.

DELIVERING RESULTS: A demonstrated drive to plan for and

deliver results despite obstacles and setbacks

COMMUNICATION: A visible ability to communicate

effectively with stakeholders to achieve business results

NETWORKING: An observed aptitude to network with a wide

variety of people to create trusting business relationships

SECTION 1: OVERVIEW - GAP ANALYSIS

This section helps you identify the gaps between your self-perception and the perception of your respondents.

Research suggests that we assess ourselves based on our intentions but others assess us based on our displayed

behaviors (a.k.a 'perceptions'). It is these perceptions that are critical realities that one needs to deal with while

creating successful outcomes at the workplace.

Competencies

ENTREPRENEURSHIP: An observed capacity to seize business

opportunities through novel ideas by taking calculated risks

QUALITY & SERVICE ORIENTATION: A demonstrated aptitude

for satisfying internal and external customers at all times

TEAMWORK & COLLABORATION: The exhibited capacity for

working collaboratively to achieve tasks

DIVERSITY SENSITIVITY: The exhibited ability to adapt to

diverse people and situations

PERSONAL AND PROFESSIONAL DEVELOPMENT: An

evidenced drive towards professional and personal

development of self and others


John Doe

SECTION 2: ITEMISED COMPTENCY RATINGS

ENTREPRENEURSHIP

4.0

4.5

3.5

3.5

3.0

4.0

3.0

4.0

3.0

2.5

3.7

4.3

3.3

3.7

3.7

3.7

3.7

3.7

3.7

3.3

3.5

4.0

3.5

3.5

3.5

3.5

4.0

3.5

4.0

4.0

3.0

3.0

3.0

3.0

3.0

3.0

2.5

3.5

2.0

2.0

4.0

4.0

3.0

2.0

4.0

2.0

3.0

2.0

3.0

3.0

0.0 1.0 2.0 3.0 4.0 5.0

· Generates ideas to improve performance

· Uses “out of the box” thinking/ solutions to problems

· Continuously adds fresh and unconventionalinsights

· Discovers/sees potential in a situation and thechances/ opportunities it offers.

· Engages in research, design, development of bestpractices to enhance organisational competitiveness

· Takes calculated risks to explore novel businessideas and solutions

· Encourages others to explore creative businessideas and solutions

· Uses a variety of useful facts and data to visualiseopportunities

· Takes responsibility to mentor and coach his/herteam to develop new ideas

· Inspires, encourages and rewards teams to build aculture of calculated risk-taking and innovation

Self Manager DR Peer Other


John Doe

QUALITY & SERVICE ORIENTATION

4.0

3.0

3.5

4.0

3.5

4.0

3.5

3.5

4.0

3.0

4.3

4.0

4.0

4.0

4.0

4.0

4.0

3.7

3.7

3.7

4.0

3.5

3.5

4.0

4.0

3.5

3.5

3.5

4.0

3.5

4.0

3.0

4.0

3.0

3.0

3.5

2.5

2.5

3.0

2.5

4.0

4.0

3.0

4.0

3.0

3.0

3.0

3.0

4.0

4.0

0.0 1.0 2.0 3.0 4.0 5.0

· Works accurately in accordance with procedures

· Tries to control consequences of own behaviourin order to minimize risks

· Identifies current & potential sources of errors,analyses, mitigates and controls them

· Understands (internal & external) customer needsand works towards achieving customer delight

· Creates and adheres to standard operatingprocedures for consistent delivery

· Streamline processes to ensure qualitative, costeffective and value added service delivery to customers

· Standardize tools and processes that enablecustomer delight

· Conceives and puts in place processes that enableteam to meet customer needs

· Guides direct reports and team members toenhance customer service levels

· Creates a culture that promotes customer delightcontinuously



John Doe

TEAMWORK & COLLABORATION

3.0

4.5

3.0

3.0

3.0

3.5

3.5

3.5

3.0

3.0

4.0

4.3

3.7

3.7

4.0

3.7

3.3

3.7

4.0

3.3

4.5

4.5

4.5

4.5

4.0

3.5

4.0

4.0

3.5

3.5

2.5

3.5

3.5

3.5

3.0

2.5

3.0

2.5

2.5

2.5

4.0

4.0

3.0

3.0

3.0

4.0

4.0

4.0

2.0

2.0

0.0 1.0 2.0 3.0 4.0 5.0

· Works with other members collaboratively tocomplete tasks

· Shares own knowledge and information as inputsto group tasks

· Listens to what other members have to say andtries to come to a consensus

· Seeks inputs from others and listens to them

· Respects differences of opinion as an essentialpart of teamwork

· Goes out of the way to help team achieve goals

· Remains an active member from start to finish intasks

· Coaches and guides members to work in teamsmore effectively

· Partners with other functions to leveragecollective resources for optimal organisational results

· Strengthens the culture to foster collaborationamong teams



John Doe

DIVERSITY SENSITIVITY

2.5

3.0

3.5

3.0

2.5

3.0

3.0

3.5

3.0

3.0

4.0

4.0

3.7

3.7

4.0

4.0

4.0

4.0

3.7

4.0

3.5

3.5

4.0

3.5

4.0

4.0

3.5

3.5

4.0

4.0

3.0

3.0

2.5

3.0

2.5

3.5

3.5

2.5

3.5

3.5

4.0

4.0

3.0

3.0

3.0

3.0

3.0

3.0

3.0

3.0

0.0 1.0 2.0 3.0 4.0 5.0

· Shows a positive opinion of people from diversecultures and trusts them in general

· Adapts with ease to a variety of people who havediverse requirements /realities

· Adapts his communication for betterunderstanding

· Shows interest and actively works towards understanding other’s perspectives and has empathy

while interacting

· Thinks and acts beyond geographical boundariesof individual work environment

· Responds to new or unforeseen business situationand integrates seamlessly

· Accepts diversity of people and situations as anopportunity and responds accordingly

· Creates diversity friendly environment in his team

· Coordinates the organization's response to a crisiseffectively and on time.

· Creates a culture that strengthens organisation’s response to diversity of people and situations



John Doe

PERSONAL AND PROFESSIONAL DEVELOPMENT

4.5

3.5

3.0

3.5

4.0

3.5

2.5

3.5

3.0

3.0

3.3

3.7

3.3

4.0

3.3

3.7

3.7

3.7

3.3

3.3

3.5

3.5

3.5

4.0

3.5

3.5

3.5

4.0

4.0

4.0

3.5

3.5

4.0

4.0

4.0

4.0

3.5

3.5

3.5

3.5

3.0

3.0

3.0

3.0

2.0

3.0

3.0

4.0

3.0

4.0

0.0 1.0 2.0 3.0 4.0 5.0

· Actively seeks out challenging opportunities toenhance knowledge and skills

· Consistently assimilate and apply new knowledgeand skills

· Acquires knowledge and skills of other functionsor processes on his/her own initiative

· Maintain an up-to-date knowledge of industrydevelopments

· Bridges knowledge gaps by taking upeducational/professional courses

· Is aware and actively works on his career path toachieve his career goals

· Is open to learning from others

· Coaches others to apply new knowledge or skills

· Imparts training to employees on technical andmanagement aspects

· Creates a culture in the organization thatencourages self-development of individuals



John Doe

DELIVERING RESULTS

4.5

3.5

3.5

3.0

3.5

3.0

3.5

3.0

3.5

3.0

4.3

4.0

3.7

3.3

3.3

3.3

3.7

3.3

3.7

3.7

3.5

3.5

3.5

3.5

3.5

4.0

4.0

3.5

4.0

4.0

3.5

3.5

3.5

3.5

3.5

3.5

2.5

3.0

3.0

3.5

3.0

4.0

3.0

3.0

3.0

4.0

4.0

3.0

4.0

4.0

0.0 1.0 2.0 3.0 4.0 5.0

· Displays high positive energy levels

· Demonstrates concentration, drive, andpersistence to achieve goals

· Sets identifiable and measurable goals andfocuses on achieving them

· Plans detailed roadmaps for the task that includescontingency plans

· Breaks down objectives into required actions, andestablishes criteria for measurement of progress

· Achieves goals within timelines and agreedresources

· Takes ownership for own and team actions,including successes and failures

· Uses results of competitors/team members tomotivate self and the team to further enhance/

improve performance

· Motivates, educates and enables others towardsresults

· Develops a culture of settings high standards forperformance and ensures that everyone works towards

achieving them



John Doe

COMMUNICATION:

4.5

3.5

3.5

3.0

4.0

3.5

4.0

3.0

3.0

2.5

4.0

4.0

4.3

4.7

4.0

4.3

4.3

4.3

4.0

4.0

4.0

4.0

4.0

4.0

4.0

4.0

4.0

3.5

3.5

3.5

4.0

3.0

3.5

3.5

3.5

3.5

3.5

3.0

3.0

3.0

4.0

4.0

3.0

3.0

3.0

3.0

4.0

3.0

4.0

4.0

0.0 1.0 2.0 3.0 4.0 5.0

· Articulates clearly, both in verbal and writtencommunication

· Explains complex content in a simple anddescriptive way

· Presents well in front of an audience

· Keeps arguments issue-based and persuades withfacts and data

· Listens attentively, establishes dialog quickly

· Paraphrases his/ her understanding after havingheard the other person.

· Convinces successfully without adverselyimpacting relationship

· Devises various communication tools for pitchingto different stakeholders

· Assists, guides, steps in to assist team members incommunicating more effectively

· Establishes a culture that encourages others tocommunicate ideas and suggestions in a free manner



John Doe

NETWORKING:

4.0

3.5

3.5

3.5

2.5

3.0

2.5

2.5

2.0

3.0

3.3

3.0

4.0

3.7

3.7

3.7

3.0

3.0

3.0

3.3

3.0

3.5

3.5

3.5

3.5

3.5

3.5

3.5

3.0

3.0

3.5

3.5

3.5

3.5

3.5

3.5

3.0

3.5

3.0

3.0

3.0

3.0

3.0

3.0

4.0

3.0

3.0

2.0

3.0

3.0

0.0 1.0 2.0 3.0 4.0 5.0

· Gathers information on people with businesspotential

· Initiates contact with individuals and institutions

· Shows an eye for detail on what matters to them

· Uses referrals of existing networks to explore newcontacts

· Invests time and resources for building relationsand leveraging them to achieve business results

· Plans for building a network, keeps track ofprogress and steadfastly pursues the plan

· Introduces the organization to new businessesopportunities through involvement in or membership

of networks

· Devises networking agenda for self and directreports

· Assists, guides, steps in to achieve networkingplans

· Develops a culture that encourages teammembers to network



John Doe

LEADERSHIP:

3.5

3.0

3.5

3.0

3.5

3.0

3.0

3.5

3.5

3.0

3.7

3.7

3.7

3.0

3.3

3.3

3.0

3.3

3.3

3.3

4.0

3.5

3.5

3.5

3.5

3.5

4.0

4.0

4.0

4.0

3.5

2.5

3.0

3.0

3.0

3.0

2.5

2.5

2.5

2.5

4.0

3.0

3.0

2.0

3.0

3.0

3.0

3.0

4.0

3.0

0.0 1.0 2.0 3.0 4.0 5.0

· Takes the lead in a group and acts accordingly

· Ensures that every team member knows theobjectives and goals and motivates others to achieve

superior performance

· Ensures that the team stays focused on activitiesand objectives

· Encourages competition to improve performance

· Delegates tasks in a way that best utilizes thecompetence & skills of team members

· Supervises progress and results and builds infeedback loops in work processes

· Inspires, encourages, coaches, guides, rewardsand supports high performance in team

· Assists and supports direct reports and teammembers to take lead

· Coaches and guides his/her team to performbetter

· Aims at creating a culture that fosters leadershipdevelopment



John Doe

Good Communication skills One man show

Network and relations Takes things personally

Manager 2

subject knowledge better man management

faster response

AREAS OF IMPROVEMENT

SECTION 2: VERBATIM FEEDBACK

STRENGTHS

Manager 1

Legal knowledge Peer and people management

time management

Peer

clear communcation

practical

Focus

Supportive

Trouble shooter & Interpersonal Relationship

Negotiation skills

Job knowledge

Communication

Domain Expertise

Negotiating

Communications

regulatory/compliance knowledge across geography

Standardization

First track execution of legal process/Turn Around Time

Motivating and inspiring the team

Delegating responsibilities to team

Enhancing relationships with other departments

Collaboration

Internal Networking

Unapproachable sometimes

Rapidity result along with team member

Well organised and systematic

Up to date on all happenings in the company & in general

Excellent Role mode

Self

Knowledge

Direct Report

Others

Great mentor and coach. His experience is tremendous

knowledge

experience

communication skills

business

team building

leadership

Thorough knowledge of subject matter

Has out of the box thinking. Has solutions to problems.

The team can be benefited more if he could spend

Should encourage more team bonding programmes

Can enhance team knowledge by sharing his legal

Leadership

Communication

More focus on internal networking

More time to research issues concerning the org.

Better domain knowledge upgradation

Interact with operation team

Awareness & training about legal impact at work place

social welfare

Maintain Work/Life Balance

To solve the problem in amicable manner

EASY to approach


John Doe

SECTION 2: PERSONAL DEVELOPMENT PLAN

This toolkit is developed to assist leaders in proactively diagnosing their key development areas, developing

action plans to address the gap, taking actions and continuously assessing development progress. The guide does

not include a one-size-fits-all solution to development nor was it designed to be. It does, however, offer

guidance that provide leaders to customize their approach based on development needs.

Personal Development Plan – Participant Information

General Information

Name

Department

Title

Band

Time in Role

Time in VFS

Career Interest

Target Short Term Role (1-2 Years)

Target Long Term Role (3-5 Years)

Profile Summary

Critical Experience Gained

1. 2. 3.

Critical Experience Gap

1. 2. 3.

Senior Leadership Competencies Strengths

1. 2. 3.

Senior Leadership Competencies Opportunities

1. 2. 3.


John Doe

CompetencyCompletion

Date

70-20-10 Development Approach

70% from On-the-job Experiences

20% from People

10% from Education & Training

Coaching others

Being Coached

Mentoring Someone

Being Mentored

Job Rotation

Job Shadow

Self Learning

Online Learning

Training

Conference

Formal Education

70/20/10 Approach Source of Development Action Step Succes Measure

Source of Development

Name

Title

Manager

Date

On-the-job learning can have three times more impact on employee performance than formal training programs. Use this guide as a tool

to ensure that employees are exposed to on-the-job activities with the highest value.


John Doe

Lead a team meeting

Represent the team at a cross-unit meeting

Represent your manager in meetings with his or her peers

Serve as a liaison between two or more units

Co-develop the team budget with your direct manager

Work on a challenging or new project

Interview potential new employees

Contribute to the hiring decision-making process

Onboard a new team member

Help supervise the work of an underperforming or unengaged team member

Teach a process or a course to team members or others

Lead the management of a large, team-based project from start to finish

“Fill in” for your manager when he or she is out on vacation/sabbatical

Serve on the board of your local charity or community-based organization

Join Toastmaster’s to develop presentation and communication skills

70% from On-the-job Experiences

Schedule interviews with managers with reputations for being “experts’ in the skill or behavior you are trying to

develop

Shadow a high-performing leader (or a leader you admire)

Serve as both a mentee and mentor in your organization’s mentoring program

Provide constructive informal feedback to your peers during and after a team-based project

Informally solicit feedback from your peers, direct manager, and other managers

Take an e-learning module or course focused on the skill or behavior you want to develop or improve upon

Attend your organization’s training which offers a realistic perspective of what it means to be a leader

Take advantage of group exercises in classroom training sessions to understand how to get work done and

achieve results through others

20% from People

10% from Education & Training


John Doe

This report has been prepared using the Multi-Rater Assessment System developed by Seven People Systems Pvt.

Ltd. This report is specially designed for ABC Global. The contents represented in this report are specific to ABC

Global only, and may not be reproduced in any form without permission from Seven People Systems Pvt. Ltd.

Seven People Systems Pvt. Ltd. is committed to designing, developing,

and producing quality human and organizational development materials, programs, and processes that

focus on achieving the highest level of client satisfaction, producing measurable results, and encouraging

autonomy in their application by client organizations.

This Report has been prepared by Seven People Systems Pvt. Ltd.

for

ABC Global

www.seven.net.in


0 Competency Assessment Feedback Report - HR...

Documents

Transcript of 0 Competency Assessment Feedback Report - HR...