the psychometric portal - three sixty° assessment

Assessment: Area ManagerFocus: A Sample

Ben

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Ben

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Ben

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eer106 – Issue 2 - November 2013

CONTENTS

Assessment DetailsThis section provides details about this assessment.

Page 3 Overall SummaryThis section gives a summary for each group of competencies in this assessment.

Page 4 Competency SummaryThis section gives a summary of the scores for each of the competencies in this assessment.

Page 5 LeadershipAccepts responsibility and is accountable. Uses appropriate styles to inspire people to achievegoals. Takes into account other people’s ideas. Shares challenging and interesting tasks with staff.

Page 8 Motivating PeopleCan motivate and drive other people to achieve results. Gets things moving and influences otherspositively to achieve objectives.

Page 11 NetworkingIs very good at communicating with others in pursuit of an agenda. Makes contacts effectively andmaintains them.

Page 14 Persuading OthersManages to get others to accept a particular point of view. Argues a case convincingly and is adeptat getting others to accept it.

Page 17 Enabling PeopleProvides constructive feedback to others and regularly keeps others informed of their progress.Ensures individuals can deliver.

Page 20 CreativityProduces new and original ideas. Comes up with innovative ways of looking at things orapproaching situations.

Page 23 Drive & DeterminationIs ambitious and determined to succeed. Readily accepts and very much enjoys a challenge and ismotivated by having stretching targets and objectives to meet. Is energetic and works hard in orderto achieve results.

Page 26 Entrepreneurial InstinctIs excellent at spotting new opportunities in business. Identifies and is quick to exploit new marketsand possibilities.

Page 29 FlexibilityIs adaptable in changing circumstances. Accepts change as inevitable and is able to move andevolve as it happens.

Page 32 Strategic AwarenessWorks to realise long term organisational goals. Considers future possibilities and trends.

Page 35 All Scores SummaryThis section gives a summary of all the scores obtained in this assessment, broken down bycompetency and relationship to A Sample.

© eras ltd 2013 threesixty° - Area Manager Page 1

ASSESSMENT DETAILS

A SAMPLE'S DETAILSThis threesixty° assessment report is designed specifically to look at aspects of a person’s behaviour and competence, such as their peoplemanagement, team working or interpersonal style, with a view to identifying strengths and development needs.

It is based on gathering objective data from both the focus (self) and from people around them, such as managers and colleagues. As themeasures in the report are based on job relevant competencies the feedback is both meaningful and powerful.

Job Title Area Manager Age N/A

Qualification Prefer not to say Gender N/A

E-mail [email protected] Ethnicity N/A

REVIEWER DETAILSListed below are the names and details of all participants (reviewers) who were asked to rate the focus, A Sample, on a variety of job relevantcompetencies.

Greg Snurd M Manager Director [email protected]

Stanley Goff C Colleague Area Manager [email protected]

Lisa Peebles C Colleague Area Manager [email protected]

Liz Kitchmer D Direct Report Branch Supervisor [email protected]

Lex Ronson D Direct Report Branch Supervisor [email protected]

David Trainer D Direct Report Branch Supervisor [email protected]

Melissa Williams D Direct Report Branch Supervisor [email protected]

Giles Hanley C Customer Procurement Manager [email protected]

Anne Thorpe C Customer Procurement Manager [email protected]

Has completed their assessment Has not completed their assessment

DEVELOPMENT NEEDSThroughout this report competencies will be highlighted according to the key below to indicate whether or not it should be cosidered adevelopment need for A Sample.

Development Need Moderate Strength Strength


OVERALL SUMMARY

This page shows a summary of all A Sample’s competency scores (full names can be found in the key at the bottom of the page), grouped intodomains as indicated by the colour of the outer ring of the radar chart. For example, both the Leadership and Persuading Others competenciesbelong to the Communication domain.

A Sample’s competency scores are illustrated by the shaded area on the radar chart below. The shaded area represents the average scores fromall of the reviewers who took part in this assessment, including A Sample’s assessment of themself.

Communication (3.5)

Relationships (3.8)

Vision (6.7)

L(3)

MP(3.6)

N(2.6)

PO(5)

EP(3.8)

C(6.7)

D&D(6.3)

EI(7.9)

F(7.5)

SA(5.2)

L Leadership MP Motivating People

N Networking PO Persuading Others

EP Enabling People

C Creativity D&D Drive & Determination

EI Entrepreneurial Instinct F Flexibility

SA Strategic Awareness


COMPETENCY SUMMARY

This page summarises how each group of reviewers has scored A Sample, by splitting their feedback into individual charts. Each chart is labelledwith the reviewer group, the scores given by those reviewers, and abbreviated names for the measured competencies; full names for eachcompetency can be found at the bottom of the page.

The shaded areas on each chart illustrate the scores for each competency; the coloured area with a solid outline represents the scores from thechart’s group of reviewers, while the grey area with a dashed outline represents the average scores from everyone else. You can use thisinformation to identify important differences in scores between each group; for example, you may wish to see if A Sample’s Manager(s) ratedthem significantly differently to other groups of reviewers.

A A SampleL

(1.7)MP(1.7)

N(4.6)

PO(5.8)

EP(3.8) C

(8.3)

D&D(8.3)

EI(9.2)

F(10)

SA(10)

M ManagerL

(0.4)MP(0.4)

N(0.4)

PO(4.6)

EP(4.6) C

(8.8)

D&D(7.5)

EI(9.2)

F(7.5)

SA(7.1)

C ColleagueL

(5)MP(2.7)

N(2.3)

PO(6.2)

EP(5) C

(6.7)

D&D(5.6)

EI(6.9)

F(5.2)

SA(4.4)

D Direct ReportL

(2.4)MP(3.6)

N(2.6)

PO(4.9)

EP(3.8) C

(4.9)

D&D(6.6)

EI(7.3)

F(8)

SA(4.9)

C CustomerL

(4)MP(6.9)

N(2.9)

PO(3.8)

EP(2.1) C

(8.3)

D&D(4.8)

EI(8.8)

F(7.5)

SA(3.1)

C Creativity D&D Drive & Determination

EI Entrepreneurial Instinct EP Enabling People

F Flexibility L Leadership

MP Motivating People N Networking

PO Persuading Others SA Strategic Awareness


LEADERSHIP

DEFINITIONAccepts responsibility and is accountable. Uses appropriate styles to inspire people to achieve goals. Takes into account other people’s ideas.Shares challenging and interesting tasks with staff.

REVIEWER SCORESThe scores from each group of reviewers for the Leadership competency are shown below. The groups of reviewers can be identified by thecoloured icons both around the radar chart (left) and on the distribution chart (right). On the radar chart (left), the score from each group ofreviewers is illustrated by the coloured shape with a solid outline, whereas the grey shape with a dashed outline represents the average scorefrom all the other reviewers. The distribution chart (right) shows the range of scores given by each group of reviewers; the position of eachgroup’s icon represents the average score for those reviewers, while the line shows range between the minimum and maximum scores.

For example, the average score for the Direct Reports group was 2.4, the minimum score was 0.8, and the maximum score was 5.4. Pleasenote: A group’s range of scores may not be visible if their minimum or maximum scores do not differ greatly from their average score.

A

M

C D

C

0 2 4 6 8 10

A Sample 1.7A

Manager 0.4M

Colleague 5C

Direct Report 2.4D

Customer 4C

Overall 2.7O

REVIEWER COMMENTSBelow are all the comments that have been left by the reviewers regarding the Leadership competency and A Sample.

Alan is very good at motivating his team but there are occasions that he needs to tackle difficult issues rather than avoid them.M

He is sometimes unwilling to speak out at management meeting. He comes across as a bit of a joker at times.C

I have worked with him for a number of months and never had any issues.C

I think Alan is a superbly empowering boss. He is very flexible and fair.D

He definitely has his favourites in the team, sometimes I feel a little bit left out.D

Alan is very attentive to our needs and he ensures his team are as well.C


LEADERSHIP

BEHAVIOUR SCORE BREAKDOWNThis page presents a breakdown of each behaviour that contributes to the overall score of the Leadership competency. For each behaviour, thestatement describing it and the scores awarded by each group of reviewers are shown. This is particularly useful for identifying specificstrengths and development needs amongst individual behaviours, rather than more general development needs between whole competencies.It is not uncommon for an individual to perform well on a competency, but still have some development needs for specific behaviours.

While at work they takeresponsibility for projectsand people.

While at work they sharechallenging and interestingtasks with staff.

While at work they constantlyprovide direction to theteam, raising the stakes.

0 10

A

M

C

D

C

O

0 10

A

M

C

D

C

O

0 10

A

M

C

D

C

O

A Sample

Manager

Colleague

Direct Report

Customer

Overall

While at work they encouragestaff positively to achievegoals.

While at work they encourageothers to use their skills andtalents.

While at work they inspirepeople at all times.

0 10

A

M

C

D

C

O

0 10

A

M

C

D

C

O

0 10

A

M

C

D

C

O

A Sample

Manager

Colleague

Direct Report

Customer

Overall


LEADERSHIP

DEVELOPMENT INTERVENTIONSLeadership can mean different things to different people, but there is considerable common ground in people's ideas of what makes a goodone. This is one competency where, however good you may be, you are likely to acknowledge that there is still room for improvement, for greatleaders tend to have a measure of humility and recognise their limitations. Leaders should have integrity, a clear vision, an openness or fairnessand often some recognizable expertise, though not necessarily in the same area as those who are led by them. A good leader is likely to haveseveral of the other competencies highlighted in this list, context being important in shaping which others are especially crucial.

READING THAT MAY AID DEVELOPMENT

What Do Leaders Really Do?Jeff Grout & Liz FisherCapstone, 2007

The Leadership Book: How to Deliver Outstanding ResultsMark AndersonFinancial Times / Prentice Hall, 2010

Leadership: Plain and SimpleSteve RadcliffeFinancial Times / Prentice Hall, 2009

POTENTIAL LEARNING & DEVELOPMENT SOLUTIONSCMI Management Direct A-Z topic guideCMI Level 5 in Management Coaching and Mentoring (senior/middle managers)CMI Level 3 in Coaching and Mentoring (junior managers)CMI Level 5 in Management and Leadership (senior/middle managers)ILM Level 3 in Leadership and Management (junior managers)Motivating to Perform in the WorkplaceILM Level 5 in Action Learning Facilitation (senior/middle managers)ILM leadership and Management Learning Zone ThemesIntroduction to LeadershipBuilding a TeamUnderstanding Culture and Ethics in OrganisationsILM Level 5 in Leadership and Management Skills (senior/middle managers)

BEHAVIOURAL CHANGEDo not leave things half-done and move on: finish the job. Remember that people judge on what has been tangibly achieved. Ideas arenot enough.Give credit where it is due. Appreciate others and be liberal with praise. No leader can exist without those led. You may provide theinspiration, but they are the ones who make it happen.Remember that true Leadership is about more than just communication - is there substance behind the style? Empty words aregenerally spotted very quickly.'Walk the talk'. Leading by example may seem a cliche but no one will be prepared to do things you are not prepared to do yourself.Honesty and integrity always top the lists of qualities of admired leaders.Be accessible. Do not isolate yourself from those you lead in an 'ivory tower'. Always be open to suggestions.Always be open to new ways of doing things. The world is changing fast and leaders must change with it. A leadership style thatsucceeds in one situation may be useless in another. Stay flexible and remember that different individuals are motivated by differentthings.


ALL SCORES SUMMARY

This section gives a summary of all the scores obtained in this assessment, averaged and broken down by competency and relationship to thefocus. The names of the competencies that were measured are displayed on the left of the table below, while the different types of relationshipto A Sample are on the top of the table. The scores displayed in the table range from 1 to 10 and are highlighted as strenghts, moderatestrengths, or development needs according to the key at the bottom of the page.

A Sa

mpl

eA

Man

ager

M

Colle

ague

C

Dir

ect R

epor

t

D

Cust

omer

C

Ove

rall

O

Leadership 1.7 0.4 5 2.4 4 3

Motivating People 1.7 0.4 2.7 3.6 6.9 3.6

Networking 4.6 0.4 2.3 2.6 2.9 2.6

Persuading Others 5.8 4.6 6.2 4.9 3.8 5

Enabling People 3.8 4.6 5 3.8 2.1 3.8

Creativity 8.3 8.8 6.7 4.9 8.3 6.7

Drive & Determination 8.3 7.5 5.6 6.6 4.8 6.3

Entrepreneurial Instinct 9.2 9.2 6.9 7.3 8.8 7.9

Flexibility 10 7.5 5.2 8 7.5 7.5

Strategic Awareness 10 7.1 4.4 4.9 3.1 5.2

Development Need Moderate Strength Strength


threesixty⁰ - Competencies Designed By eras ltd

1. Analysing InformationUnderstands information presented in a complicated manner. Can analyse data andunderstand the key points.

2. Collaborating With OthersIs effective in getting people to talk to each other. Encourages this within and acrossteams.

3. Commercial OrientationIs very aware of financial aspects of making particular decisions. Weighs up profitabilityestimates effectively and realistically.

4. CreativityProduces new and original ideas. Comes up with innovative ways of looking at things orapproaching situations.

5. Customer CareIs very responsive to the needs of clients. Always tries to put the customer first, whereverpossible.

6. Decision MakingWilling to make decisions without seeking approval. Can make decisions under pressureand handles problems with little assistance.

7. Demonstrating ExpertiseDemonstrates specialist skills - whatever these may be - and is correctly acknowledged asbeing exceptional in these. Can answer complex questions in own area of expertise.

8. Developing OthersCan identify development opportunities for other people. Provides support for teammembers and allows them to achieve their potential.

9. Developing Services & ProcessesLooks for ways to improve things and questions poor use of resources or inefficiencies. Iswilling to view existing services with a critical eye.

10. Diversity AwarenessIs aware of sensitivities pertaining to a diverse culture. Adapts own behaviour andcommunication to take this into account.

11. Drive & DeterminationIs ambitious and determined to succeed. Readily accepts and very much enjoys achallenge and is motivated by having stretching targets and objectives to meet. Isenergetic and works hard in order to achieve results.

12. Enabling PeopleProvides constructive feedback to others and regularly keeps others informed of theirprogress. Ensures individuals can achieve their plans.

13. Entrepreneurial InstinctIs excellent at spotting new opportunities in business. Identifies and is quick to exploit newmarkets and possibilities.

14. Ethics & StandardsHas a strong sense of fairness and of doing what is right. Encourages this among othersacross the organisation.

15. FlexibilityIs adaptable in changing circumstances. Accepts change as inevitable and is able to moveand evolve as it happens.

16. Following DirectionsDoes what others order or advise. Is adept at taking other people's plans and putting theminto practice with a 'can do' attitude.

17. Health & Safety AwarenessActs in a way to promote safe ways of working and minimising accidents. Encouragesothers to do likewise.

18. Information GatheringIs good at researching new subjects or ideas. Loves to learn (including from mistakes) andfind things out.

19. IntegritySets and demonstrates high standards of behaviour. Is incorruptible and takes the moralhigh ground.

20. JudgementReaches sound conclusions based on an accumulation of knowledge and experience. Actson instinct.

21. LeadershipAccepts responsibility and is accountable. Uses appropriate styles to inspire people toachieve goals. Takes into account other people’s ideas. Shares challenging and interestingtasks with staff.

22. Learning & developmentActively committed to developing self and others. Seeks training and opportunities in alltheir forms.

23. Managing own WorkChecks progress against objectives and ensures that objectives are achieved. Can workefficiently.

24. Meeting ObjectivesMakes sure that things are done. Achieves targets and does not abandon tasks withoutseeing them through to the end.

25. Meeting User NeedsConsistently looks to delivering what is required. Ensures objectives are met and everyoneis satisfied.

26. Monitoring & Co-ordinating ActivityMonitors team performance to ensure quality is maintained. Keeps projects within agreedtimescales and ensures appropriate procedures are in place to support activity.

27. Motivating PeopleCan persuade other people to achieve results. Gets things moving and influences otherspositively to achieve objectives.

28. NetworkingIs very good at communicating with others in pursuit of an agenda. Makes contactseffectively and maintains them.

29. Oral CommunicationCommunicates very effectively in face-to-face discussions and presentations to groups.Speaks in a compelling way and gets points across.

30. Persuading OthersManages to get others to accept a particular point of view. Argues a case convincingly andis adept at getting others to accept it.

31. Planning & OrganisingIs talented in organising activities and projects, taking into account timescales andresources. Anticipates possible difficulties and takes these into account.

32. Problem SolvingIs effective at coming up with solutions and will consider different options before making adecision. Is seldom confused.

33. Promoting Teamwork Accepts and manages different viewpoints within a group. Fits in well and encourages teamwork.

34. Quality Orientation Is a perfectionist when it comes to standards. Maintains and encourages the highest levels of excellence in self and others.

35. Resilience Is hardy and difficult to discourage. Calm and collected, rarely panics or is disheartened for long.

36. Sharing Knowledge Works well with people outside own immediate environment and works hard to develop positive working relationships with others.

37. Strategic Awareness Works to realise long-term organisational goals. Considers future possibilities and trends.

38. Supporting Others Is able to provide a tolerant and sympathetic atmosphere for colleagues and reports. Where personal problems occur, will offer help.

39. Team Work Believes in and encourages people working together towards a common goal. Invites discussion within a team and seeks to accommodate everyone's talents.

40. Written Communication Writes convincingly, understanding what is appropriate to an audience. Expresses arguments clearly and effectively.

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