Performance Leader Navigator Individual Feedback Report For: Chris Anderson

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Performance Leader Navigator Individual Feedback Report For: Chris Anderson"

Transcription

1 For: Chris Anderson Finding your way in today's world of work Copyright ã 2007, 2008 Wilson Learning Worldwide Inc. This report includes ratings from: Self 1 Manager 1 Direct Report 5 Peer 3 Customer 4 Unclassified 2 All rights reserved. Wilson Learning Worldwide Inc. owns all rights, including the rights to copyright in these materials. Wilson Learning is licensing these materials for the use by one individual only. No rights to produce, transfer, assign, or create derivative works based on these materials are granted without written permission of Wilson Learning Worldwide Inc. WLW NAVI002 Version /09 Date: 04/01/2010

2 Table of Contents Overall Summary 3 Strengths and Opportunities Summary 4 Strengths Summary 4 Opportunities Summary 4 Behavior Summary 5 Strength Behaviors 5 Opportunity Behaviors 7 Character 9 Social Character 9 Organizational Character 10 Personal Character 11 Open-Ended Comments 12 Behavioral Detail 15 Developing Employees 15 Coaching & Feedback 17 Motivating Employees 19 Setting Work Group Objectives 20 Managing Performance 21 Setting Employee Goals 23 Planning Work Tasks 25 Coordinating Work Activities 27 Directing Tasks 28 Delegating Tasks 29 Hiring & Staffing 30 Focusing on Quality 31 Demonstrating Interpersonal Versatility 32 Resolving Conflict 34 Communicating 36 Leading Groups 38 Understanding Business Issues 40 Making Decisions 42 Contributing to Teams 44 Page: 1

3 Managing Time 45 Developing Self 47 Development Recommendations 49 Strengths Summary 49 Opportunities Summary 51 Delegating Tasks 52 Coordinating Work Activities 55 Focusing on Quality 58 Leadership Character 62 Using This Report 71 What information is in this report? 72 Overall Summary 73 Strength & Opportunity Summary 74 Behavior Summary 75 Leadership Character Summary 76 Open-Ended Comments 77 Behavior Detail 78 Development Recommendations 79 How do I use this report to plan my development? 80 Frequently Asked Questions 82 Glossary 84 Page: 2

4 Overall Summary Your Score Role Competency Current Target Visionary Developing Employees Coaching & Feedback Motivating Employees Setting Work Group Objectives Tactician Managing Performance Setting Employee Goals Planning Work Tasks Coordinating Work Activities Directing Tasks Delegating Tasks Hiring & Staffing Focusing on Quality Facilitator Demonstrating Interpersonal Versatility Resolving Conflict Communicating Leading Groups Contributor Understanding Business Issues Making Decisions Contributing to Teams Managing Time Developing Self Current Target Current- Target Page: 3

5 Strengths Summary t Making Decisions t Coaching & Feedback t Demonstrating Interpersonal Versatility Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self All Other p Self All Other p Self Indicator Opportunities Summary t Delegating Tasks t Coordinating Work Activities t Focusing on Quality Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other q Self All Other q Self All Other q Self Indicator Page: 4

6 Strength Behaviors Behavior (Competency) t Chooses the best solution after carefully weighing the alternatives (Making Decisions) t Does not delay in making decisions that may produce unpleasant consequences (Making Decisions) t Uses opportunities for learning and self-development (Developing Self) t Provides a resolution to the conflict when the employees or groups cannot agree and when work objectives demand a quick resolution (Resolving Conflict) t Manages own time effectively (Managing Time) t Models appropriate behaviors for task performance (Coaching & Feedback) t Takes action to help resolve group workflow problems, such as division of responsibilities, obstacles, or communication issues (Leading Groups) t Takes decisive action (for example: reassignment, demotion, termination) when performance expectations are not met (Managing Performance) t Adapts own actions to meet the cultural norms and values of others (Demonstrating Interpersonal Versatility) t Accepts and supports team decisions once they are made (Contributing to Teams) Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 5

7 Strength Behaviors Behavior (Competency) t Makes sound hiring decisions by matching the job's requirements to the individuals' capabilities (Hiring & Staffing) t Makes timely decisions in spite of complexity, ambiguity, and uncertainty (Making Decisions) t Keeps group on task by providing focus, direction, and performance feedback (Leading Groups) t Completes own portion of team tasks as assigned (Contributing to Teams) t Communicates the expectation that the employee is capable of successfully achieving the assigned objective (Motivating Employees) Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self All Other Self All Other Self All Other Self All Other Self Page: 6

8 Opportunity Behaviors Behavior (Competency) t Defines the full scope of the problem before taking action (Understanding Business Issues) t Removes obstacles that might prevent the task from being completed (Delegating Tasks) t Identifies tasks that are the most appropriate to delegate (Delegating Tasks) t Recognizes when to obtain the input of others before making decisions (Making Decisions) t Encourages employees to identify ways to improve work processes or business outcomes (Focusing on Quality) t Allocates and reallocates resources as circumstances require (Coordinating Work Activities) t Assesses current and future staffing needs of the business unit (Hiring & Staffing) t Ensures that an employee's good performance will lead to rewards that are valued by the employee (Motivating Employees) t Identifies activities necessary to complete the tasks (Planning Work Tasks) t Assesses own performance to identify personal strengths and weaknesses (Developing Self) t Demonstrates openness to the contributions of all team members (Contributing to Teams) Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 7

9 Opportunity Behaviors Behavior (Competency) t Assigns tasks to employees based upon multiple criteria (for example: skill level, developmental needs, workloads, and schedules) (Delegating Tasks) t Shows concern for even the smallest details of a task (Focusing on Quality) t Uses available tools to attract and select employees (Hiring & Staffing) t Establishes open channels of communication with group members (Leading Groups) Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self All Other Self All Other Self All Other Self Page: 8

10 Character Social Character t Integrity - Keeps organizational and personal promises and commitments t Compassion - Shows genuine concern for the welfare and feelings of others t Propriety - Demonstrates professional and culturally appropriate behavior when dealing with others t Values Diversity - Values diversity of race, gender, age, and cultural experiences and beliefs t Cooperative - Willingly offers to help, assist, or collaborate with others in accomplishing work goals t Accessible - Makes self easily accessible to others Raters Your Score Other - Self Organization Norm All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 9

11 Character Organizational Character t Ethical - Maintains high ethical standards t Customer Focus - Acts to ensure a high level customer service t Leadership Courage - Maintains principles in the face of organizational or business challenges t Organizational Commitment - Supports the organization's decisions, goals, and values Raters Your Score Other - Self Organization Norm All Other Self All Other Self All Other Self All Other Self Page: 10

12 Character Personal Character t Risk Taking - Willing to take risk when doing so is in the best interest of the organization t Initiative - Recognizes when actions are needed and takes personal responsibility for getting them accomplished t Drive - Shows high levels of energy and focus when needed to reach high levels of performance t Sense of Urgency - Responds quickly to pressing organizational demands t Tenacity - Perseveres with an issue or problem until the matter is settled or the objective is no longer attainable t Resilience - Remains focused and productive in the face of pressure or set backs t Willingness to Adapt - Adjusts to new situations and work demands t Stress Management - Deals effectively with job-related stress for self and employees Raters Your Score Other - Self Organization Norm All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 11

13 Open-Ended Comments What do you consider to be this person's area of greatest strength on the job? t Chris is very focused on coaching and developing his employees. t He is an effective communicator. His messages are clear and concise. t Chris is a great team member. He always delivers on his commitments. t Nothing seems to ruffle Chris. He adapts very well to all the changes we have around here. t Chris is an excellent decision-maker. Even when he goes against the popular choice, he is usually right. t He shows genuine concern for my development and success. t Chris is very fair in the way he treats his employees. t He doesn't hesitate to change his approach if it isn't working. t His feedback to me has always been helpful. Page: 12

14 Open-Ended Comments In what area does this person most need to improve his/her job performance? What specific activity would you suggest that will most help this person improve in this area? t Chirs does not always inform his team about key organizational intiatives. t Use a portion of each team meeting to update staff t Conflict resolution skills t Read a book or take a course on conflict resolution t He doesn't always hire the best people. t Ask HR for assistance and training t He doesn't delegate enough work and takes on too much himself. t Delegate more, and not just the low priority tasks. t His own development. t Take a training class on leadership t I'd like Chris to be more concerned with the quality of the work that his team produces. t Implement some quality assurance processes on team's work products. t Is not very concerned with process improvement. t Ask staff for process improvement ideas t None t The assignments he gives me are not always clear. t When he makes an assignment, Chris should state the outcome he wants and the due date. t While Chris generally makes good decisions, he doesn't always gather enough information before he makes them. t Ask his employees, manager, and peers for input before making important decisions Page: 13

15 Open-Ended Comments What additional comments would you like to share regarding this person's Leadership Character? t I like the way Chris models collaboration. t Chris should be a bit more customer-focused. t None. t I feel Chris has geniune concern for me and my career. t Chris could be very successful here if he had more drive. t Chris is a "company man." He always sides with the organization. t I don't think his ethical standards are high enough. Page: 14

16 . Performance Leader Navigator Behavioral Detail Developing Employees t Uses observations and performance data to identify employee development needs t Works with employees to identify learning experiences (for example: training, on-the-job assignments, self-development) t Provides on-the-job reinforcement for employee skills learned in training or development experiences Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 15

17 Behavioral Detail t Helps employees create and implement plans for skill development t Encourages employees to develop knowledge of new technologies, tools, and/or systems Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 16

18 . Performance Leader Navigator Behavioral Detail Coaching & Feedback t Provides feedback on an ongoing basis, rather than just during formal performance reviews t Provides specific examples when giving feedback t Involves the employee in an open discussion of the performance feedback to obtain his or her perceptions and reactions Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 17

19 Behavioral Detail t Considers employees' self-esteem when providing feedback t Models appropriate behaviors for task performance Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 18

20 . Performance Leader Navigator Behavioral Detail Motivating Employees t Ensures that an employee's good performance will lead to rewards that are valued by the employee t Communicates the expectation that the employee is capable of successfully achieving the assigned objective t Uses negative consequences when necessary in order to change behavior Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 19

21 . Performance Leader Navigator Behavioral Detail Setting Work Group Objectives t Sets work group objectives that are challenging, measurable, attainable, and specific t Develops, either alone or with others, the most effective approaches to meet objectives t Provides feedback to work group on their progress toward attaining the objectives Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 20

22 . Performance Leader Navigator Behavioral Detail Managing Performance t Observes employee performance or work output on a frequent basis t Communicates and documents performance expectations t Takes decisive action (for example: reassignment, demotion, termination) when performance expectations are not met Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 21

23 Behavioral Detail t Demonstrates fairness across employees when managing performance Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 22

24 . Performance Leader Navigator Behavioral Detail Setting Employee Goals t Ensures that employee goals are challenging, yet achievable t Ensures that employee goals are specific t Ensures that employee goals are observable and measurable Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 23

25 Behavioral Detail t Gains acceptance for goals and commitment to achieve them Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 24

26 . Performance Leader Navigator Behavioral Detail Planning Work Tasks t Identifies activities necessary to complete the tasks t Prioritizes activities that need to be completed in order to accomplish tasks on time t Identifies the resources necessary to complete the tasks Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 25

27 Behavioral Detail t Adapts plans when faced with unexpected events Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 26

28 . Performance Leader Navigator Behavioral Detail Coordinating Work Activities t Allocates and reallocates resources as circumstances require t Establishes clear responsibilities for achieving objectives t Establishes timelines and deadlines for achieving objectives Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other q Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 27

29 . Performance Leader Navigator Behavioral Detail Directing Tasks t Ensures that employees clearly understand the tasks that need to be performed t Clarifies expected results of assigned tasks t Requests periodic updates regarding progress on assigned tasks Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 28

30 . Performance Leader Navigator Behavioral Detail Delegating Tasks t Identifies tasks that are the most appropriate to delegate t Assigns tasks to employees based upon multiple criteria (for example: skill level, developmental needs, workloads, and schedules) t Removes obstacles that might prevent the task from being completed Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other q Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified Indicator Page: 29

31 . Performance Leader Navigator Behavioral Detail Hiring & Staffing t Assesses current and future staffing needs of the business unit t Uses available tools to attract and select employees t Makes sound hiring decisions by matching the job's requirements to the individuals' capabilities Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 30

32 . Performance Leader Navigator Behavioral Detail Focusing on Quality t Encourages employees to identify ways to improve work processes or business outcomes t Advocates for continuous quality improvement with management and colleagues t Shows concern for even the smallest details of a task Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other q Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified Indicator Page: 31

33 . Performance Leader Navigator Behavioral Detail Demonstrating Interpersonal Versatility t Recognizes when differences in communication style are impacting work relationships t Takes steps to reduce interpersonal tension during an interaction t Modifies own behavior to help others feel more comfortable in an interaction Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 32

34 Behavioral Detail t Adapts own actions to meet the cultural norms and values of others Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 33

35 . Performance Leader Navigator Behavioral Detail Resolving Conflict t Addresses potential conflict before it escalates to negatively impact business operations t Focuses on issues, behaviors, and outcomes rather than personalities when managing conflict t Allows each employee or group to express their views and offer solutions Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 34

36 Behavioral Detail t Provides a resolution to the conflict when the employees or groups cannot agree and when work objectives demand a quick resolution Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 35

37 . Performance Leader Navigator Behavioral Detail Communicating t Pays close attention to what others are saying t Takes into account others' cultural backgrounds when interpreting their communications and actions t Communicates concisely without jeopardizing the message's clarity Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 36

38 Behavioral Detail t Defines acronyms, jargon, and other terms that may be misunderstood by listeners t Writes in a well-organized manner to help facilitate understanding t Ensures that written materials contain all relevant information necessary to understand the message Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 37

39 . Performance Leader Navigator Behavioral Detail Leading Groups t Meets with individual group members to stay informed of their current work situation, such as workload, satisfaction, or career aspirations t Establishes open channels of communication with group members t Keeps group on task by providing focus, direction, and performance feedback Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 38

40 Behavioral Detail t Establishes processes to keep group members informed regarding issues and information that affect the group's work t Takes action to help resolve group workflow problems, such as division of responsibilities, obstacles, or communication issues Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 39

41 . Performance Leader Navigator Behavioral Detail Understanding Business Issues t Defines the full scope of the problem before taking action t Differentiates critical from non-critical issues in order to prioritize actions t Gathers information from a variety of sources Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 40

42 Behavioral Detail t Considers the impact and implications of decisions before making them Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 41

43 . Performance Leader Navigator Behavioral Detail Making Decisions t Recognizes when to obtain the input of others before making decisions t Makes timely decisions in spite of complexity, ambiguity, and uncertainty t Does not delay in making decisions that may produce unpleasant consequences Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 42

44 Behavioral Detail t Chooses the best solution after carefully weighing the alternatives Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 43

45 . Performance Leader Navigator Behavioral Detail Contributing to Teams t Demonstrates openness to the contributions of all team members t Completes own portion of team tasks as assigned t Accepts and supports team decisions once they are made Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 44

46 . Performance Leader Navigator Behavioral Detail Managing Time t Accurately estimates the time required to accomplish tasks t Completes tasks on time and meets required deadlines t Manages own time effectively Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 45

47 Behavioral Detail t Demonstrates respect for other people's time and commitments Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 46

48 . Performance Leader Navigator Behavioral Detail Developing Self t Assesses own performance to identify personal strengths and weaknesses t Acts on self-analysis and feedback by modifying behavior and taking steps to improve performance t Keeps current on own functional or technical area of specialty Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 47

49 Behavioral Detail t Uses opportunities for learning and self-development Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 48

50 Development Recommendations Strengths Summary The following competencies represent your strengths as identified in this report. t t t Making Decisions Coaching & Feedback Demonstrating Interpersonal Versatility Focusing time and energy on your strengths is as important as addressing your developmental opportunities. Strengths represent the skills in which you excel and often represent your unique talents. Your strengths are important assets to you and to your organization, and continued growth of your strengths is critical to your own and your organization's success. There are three primary approaches to growing your strengths: Develop, Leverage, and Share. Develop Continuing to develop your strengths will ensure that they become even more useful and valued. Keep in mind that strengths, when left alone, will atrophy and may eventually disappear. There are several actions you can take to develop your strengths. First, look at your strengths as a whole and consider what they may indicate about your unique talents. In other words, what are the unique skills you bring to your group or organization? Create your own "Talent Statement." This is a document in which you describe what you believe are the unique and valuable contributions you make to the organization. Share this with others, such as a peer, manager, or coach. Ask them if they agree with your statement or how they might modify it. Compare your Talent Statement to your current job or position. Are you frequently provided with opportunities to use your talents? If your talents are not currently being used, are there ways to modify your job or expand your position that would allow you to use your talents? Consider developing your talent into an expertise. For some skills, there is no limit to how much you can learn, and having a true expert in your area of talent could be of value to you and your organization. Make a personal commitment to yourself to master a specific talent. Seek out information to continue to learn about and grow that talent. Find an existing expert and ask him or her to mentor you in growing that talent. Page: 49

51 Leverage Leveraging a strength means finding new or different ways to use your talent to create greater value for your organization, your community, or yourself. Consider some of the actions below that might help you identify how to use a talent in new ways or in new situations. Are there specific work responsibilities or projects that will allow you to apply your strengths in new ways? Ask your manager or coach whether there are new assignments or responsibilities you could take on. Are there ways that other departments or groups in your organization might be able to use your talents? For example, if you have a talent for team building, are there ways for you to consult with other departments on their teams? If you have a talent for writing, can you use, and expand, your talent by doing some writing for Marketing or for publication in trade journals? Are there ways to use your talents in other parts of your life or in your community? Helping your neighborhood school, arts organization, or community group can both help you develop your talents faster and provide needed assistance to community or nonprofit organizations. Share Everyone who has ever taught knows that the best way to learn is by teaching. By sharing your talents with others, you not only help them grow and develop, you also help yourself improve. The first step in teaching or coaching someone is clarifying for yourself how your talent was developed. Think about how you first started developing your talent. Break the talent down into component skills before trying to coach others. Identify someone whose developmental need is the same as your area of strength, and offer to coach him or her in that area of need. Identify a newer or less-experienced employee whose performance could be enhanced by acquiring your talent. Offer to be a mentor to that person in developing that talent. Many experts believe that growing your talents is important for long-term career success. All championship athletes, renowned scientists, and accomplished professionals found something they were good at and focused on growing that talent. It is no different for you-it is always valuable for you to focus energy and time on growing, improving, and expanding your talents as completely as possible. Page: 50

52 Opportunities Summary The following competencies represent your greatest developmental opportunities as identified in this report. You can improve your performance and your contributions to the success of the organization by focusing your developmental activities on these competencies. t t t Delegating Tasks Coordinating Work Activities Focusing on Quality The remaining pages of this report provide a description of each opportunity and specific developmental recommendations for improving these skills. Recommendations are in the form of on-the-job activities you can perform as well as books, seminars, and other resources that may help you acquire or improve upon these competencies. Page: 51

53 Delegating Tasks Given the typical workload of most leaders, the ability to delegate well continues to be a key factor in determining a leader's overall productivity and performance. Yet effective delegation is more than just assigning a task to someone else for completion. Successful leaders take the time to consider which tasks to delegate and to which employee to assign the tasks, with the intent of helping the employee grow and develop his or her own skills. By balancing task completion with the opportunity to develop the bench strength of the work group, leaders can build value with every task they delegate. Taking Action Consider the following activities to improve your skill in delegating the right tasks to the right employees. Delegate activities to help others reach their goals. The first benefit of delegating is ensuring the necessary work is done. However, many times there can be a secondary benefit of helping an employee with his or her goals or development needs. 1. When you identify a task or activity to delegate, consider the employees who are available to do the task. 2. Think about each employee's interests, career goals, or development goals. If possible, delegate the activity to someone who can gain the most benefit from handling the task. 3. Meet with the employee to fully communicate and explain the requirements of the task. 4. Let the employee know why you are giving him or her this assignment (e.g., to provide an opportunity to use or develop new skills). 5. If this is a development opportunity for the employee, discuss how you or someone else will provide support. 6. After the task is completed, discuss with the employee what he or she learned or gained from the experience. Ensure success by removing obstacles. By discussing potential obstacles to successful task completion, you will help ensure success while providing additional development for the employee taking responsibility for the task. 1. When you delegate a task, ask the person who will be performing the task about any potential obstacles he or she can anticipate. Talk through the situation to identify how the employee can either proactively remove the obstacle or deal with the obstacle if it occurs. 2. Mention any additional obstacles that you can anticipate and discuss how to prevent or handle them as well. 3. Identify the people who can support the employee if a problem arises in the midst of the project. 4. After the task is completed, ask the employee about any surprises encountered and what he or she learned. Page: 52

Scripps Core Competencies

Scripps Core Competencies Scripps Core Competencies April 2012 Broad Discernment Definition: Applies knowledge and experience to make informed and timely decisions in the best interest of our owners, customers and employees. Balances

More information

Prepared for: Joe Sample 2/2/15

Prepared for: Joe Sample 2/2/15 Leadership Potential Inventory Report Prepared for: Joe Sample 2/2/ Introduction Your Leadership Potential Inventory Report collects feedback about your behavior and performance from you and your supervisor.

More information

A Guide to Competencies and Behavior Based Interviewing

A Guide to Competencies and Behavior Based Interviewing A Guide to Competencies and Behavior Based Interviewing 9.14.2015 HR Toolkit http://www.unitedwayofcolliercounty.org/maphr 2015 Competence is the ability of an individual to do a job properly. Job competencies

More information

Ed.D. in Organizational Leadership Core Leadership Understandings. Program Competencies

Ed.D. in Organizational Leadership Core Leadership Understandings. Program Competencies Ed.D. in Organizational Leadership Core Leadership Understandings Program Competencies Some thoughts regarding the core leadership understandings follow: The competencies listed for each core leadership

More information

Chris Design February 3, 2004

Chris Design February 3, 2004 Prepared For February 3, 2004 Feedback Report In addition to your self-ratings, this report includes your ratings from: 1 Boss 0 Superior 5 Peers 3 1 General Norm Group Center for Creative Leadership 2004

More information

CGMA Competency Framework

CGMA Competency Framework CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes

More information

COURSE CATALOG. vadoinc.net

COURSE CATALOG. vadoinc.net COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as

More information

INTRODUCTION Where Opportunity Meets Talent

INTRODUCTION Where Opportunity Meets Talent INTRODUCTION Where Opportunity Meets Talent This report compares a specific job benchmark to the results of one to five talent reports. Use the following guidelines to effectively interpret the results.

More information

Managers and Supervisors Performance Appraisal

Managers and Supervisors Performance Appraisal Employee Information Managers and Supervisors Performance Appraisal Employee Name: Job Title: Current Appt Date: Department: Supervisor Name: Employee ID: Employment Status: Original Hire Date: Division:

More information

Managers at Bryant University

Managers at Bryant University The Character of Success for Managers at Bryant University Interviewing Guide (Revised 8/25/04) Career Strategies, Inc. Boston, MA A New Approach to Interviewing for Managers at Bryant University An interviewer

More information

ICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017

ICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017 Reorganization The Credentialing Advisory Board proposed, and the Leadership Advisory and Executive Boards agreed, that the ICMA Practices should be organized as a narrative rather than a list. The following

More information

Welcome! Catalog Terminology:

Welcome! Catalog Terminology: 2015 Course Catalog Welcome! Welcome to the NuVeda 2015 Course Catalog. With over 315 bite sized, chunked learning courses, NuVeda provides any organization or learner numerous opportunities to build the

More information

Leadership Agility Profile: 360 Assessment. Prepared for J. SAMPLE DATE

Leadership Agility Profile: 360 Assessment. Prepared for J. SAMPLE DATE Prepared for J. SAMPLE About this Report Introduction LEADERSHIP that special quality that enables leaders to achieve extraordinary success. In today's uncertain world the need for leadership is at an

More information

Managerial Competency Guide

Managerial Competency Guide Managerial Performance Evaluation and Reappointment Recommendation Managerial Competency Guide Division of Human Resources Competency List: I. Accountability II. III. IV. Communication Skills Customer

More information

Competency Catalog June 2010

Competency Catalog June 2010 Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on

More information

CORE COMPETENCIES. For all faculty and staff

CORE COMPETENCIES. For all faculty and staff SELF-AWARENESS & PROFESSIONALISM Being mindful of one s impact on others and managing thoughts, feelings and actions in an effective manner. INTEGRITY Conducting oneself and activities according to the

More information

DEPARTMENT OF DEFENSE PERFORMANCE MANAGEMENT AND APPRAISAL PROGRAM TOOLKIT

DEPARTMENT OF DEFENSE PERFORMANCE MANAGEMENT AND APPRAISAL PROGRAM TOOLKIT DEPARTMENT OF DEFENSE PERFORMANCE MANAGEMENT AND APPRAISAL PROGRAM TOOLKIT THIS TOOLKIT SUPPLEMENTS DEPARTMENT OF DEFENSE INSTRUCTION 1400.25 VOLUME 431, DOD CIVILIAN PERSONNEL MANAGEMENT SYSTEM: PERFORMANCE

More information

LEADERSHIP PERFORMANCE CRITERIA

LEADERSHIP PERFORMANCE CRITERIA LEADERSHIP PERFORMANCE CRITERIA EMPLOYEE RESPONSIBILITIES (leadership) Job Knowledge Demonstrates an understanding and working knowledge of current role, profession, and industry. Has sought out personal

More information

MODULE 6. Planned Change Introduction To Od

MODULE 6. Planned Change Introduction To Od MODULE 6 Planned Change Introduction To Od Organization Development (Od) A long-term effort, led and supported by top management, to improve an organization's visioning, empowerment, learning, and problem-solving

More information

The Maxwell Leadership Assessment

The Maxwell Leadership Assessment The Maxwell Leadership Assessment - P 1 The Maxwell Leadership Assessment Prepared for a 05/04/2010 Visit us at www.johnmaxwell.com or call 800-333-6506 INTRODUCTION The Maxwell Leadership Assessment -

More information

Career Compass Navigating Your Own Path to Success

Career Compass Navigating Your Own Path to Success Career Compass Navigating Your Own Path to Success your great day at work uuquestion 1: Your Engagement. Select the spot where you believe you are on the X above. Is this where you typically are? If not,

More information

Level 1 Frontline Staff

Level 1 Frontline Staff Level 1 Frontline Staff Clearly understands own job requirements and how they link to the roles of others Discusses and agrees on individual objectives in line with team goals Consistently behaves fairly

More information

Performance Management: Giving and Receiving Feedback

Performance Management: Giving and Receiving Feedback Performance Management: Giving and Receiving Feedback Seminar for Supervisors Presenter: Stephanie Flanagan slm114@psu.edu; 814-863-4614 Fall 2017 2017 The Pennsylvania State University. All rights reserved.

More information

There are a number of approaches to employee development, and each one does something specific and unique.

There are a number of approaches to employee development, and each one does something specific and unique. UNIT VI STUDY GUIDE Employee Development and Special Issues in Training and Development Course Learning Outcomes for Unit VI Upon completion of this unit, students should be able to: 4. Examine performance

More information

Tool: Talent Discussion Talking Points for Managers

Tool: Talent Discussion Talking Points for Managers Tool: Talent Discussion Talking Points for Managers Dear Leader, Now that you have determined and validated the Talent Classification for your direct reports in the leadership pool as Top, Emerging, Valued,

More information

Manager, Supervisor & CEMA Skill Set Model County of Santa Clara

Manager, Supervisor & CEMA Skill Set Model County of Santa Clara Leads Innovation Leadership Styles Manages Change Models Integrity, Trust & Transparency Strategic Thinking and Planning Manager, Supervisor & CEMA Skill Set Model County of Santa Clara Conflict Management

More information

Brown s Leadership Certification Program Learn. Lead. Succeed. Module Titles and Descriptions

Brown s Leadership Certification Program Learn. Lead. Succeed. Module Titles and Descriptions Brown s Leadership Certification Program Learn. Lead. Succeed. Module Titles and Descriptions Core Modules An Orientation to Leadership at Brown University: This orientation will ensure new leaders get

More information

The below rating scale is used to determine UW-Stevens Point competency proficiency.

The below rating scale is used to determine UW-Stevens Point competency proficiency. Performance Review Guide Competencies are comprised of defined knowledge, skills, and behaviors needed to be effective in one s role, department, and institution. A competency model provides a guide for

More information

Stanislaus County Workforce Planning

Stanislaus County Workforce Planning Stanislaus County Workforce Planning Fostering knowledge transfer Table of Contents INTRODUCTION...3 Why Workforce Planning?...3 Core Competencies...3 Technical Competencies...4 Voluntary Participation...4

More information

Group Profile. Sample Group

Group Profile. Sample Group Group Profile Prepared For: Sample Group 3 April 2015 This report includes: 6 Participants 70 Raters Version 3.0 Center for Creative Leadership, CCL and Benchmarks are registered trademarks owned by the

More information

Management of the business outcomes of the Design Centre to aligned to the Australia business plan.

Management of the business outcomes of the Design Centre to aligned to the Australia business plan. Position: General Manager Design Centre Australia Career progression level: 8/9 (TBC) Location Reports to: Australia Managing Director Geography Purpose Development of Geography Design Centre Business

More information

Fundamentals of Project Management Bill Coda

Fundamentals of Project Management Bill Coda Fundamentals of Project Management Bill Coda The P in PM is as much about People Management as it is about Project Management. Agenda Introduction and Overview Objectives Project Management Frameworks

More information

How to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives

How to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives How to Engage Employees A Guide for Employees, Supervisors, Managers, & Executives 1 Introduction Employee Engagement is a good in and of itself. What is Employee Engagement? Employee engagement is the

More information

B A S I S H O G A N S E L E C T AN IN- DEPTH SOLUTION FOR CANDIDATE SELECTION. Report For: Kelly Warren ID: HA DATE: July 06, 2011

B A S I S H O G A N S E L E C T AN IN- DEPTH SOLUTION FOR CANDIDATE SELECTION. Report For: Kelly Warren ID: HA DATE: July 06, 2011 S E L E C T D E V E L O P L E A D H O G A N S E L E C T B A S I S AN IN- DEPTH SOLUTION FOR CANDIDATE SELECTION Report For: Kelly Warren ID: HA390171 DATE: July 06, 2011 Job Title:Hogan - Sales 2 0 0 9

More information

Team Toyota Competencies and Behaviors by Job Level

Team Toyota Competencies and Behaviors by Job Level Team Toyota Competencies and Behaviors by Job Level The Team Toyota Competencies are rooted in the Toyota Way and enable our cultural priorities. The behaviors listed at each competency level provide insights

More information

TEAM EMOTIONAL INTELLIGENCE SURVEY REPORT

TEAM EMOTIONAL INTELLIGENCE SURVEY REPORT TEAM EMOTIONAL INTELLIGENCE SURVEY REPORT April 15, 2013 For further information about Team Emotional Intelligence: www.geipartners.com GEI Partners 2013 This report is the property of GEI Partners (Professor

More information

Internal Management Consulting Competency Model Taxonomy

Internal Management Consulting Competency Model Taxonomy AIMC National Conference April 10-13, 2005 Internal Management Consulting Competency Model Taxonomy Adapted from the ASTD Competency Study: Mapping the Future New Workplace Learning and Performance Competencies.

More information

Coaching for Success Seminar

Coaching for Success Seminar Coaching for Success Seminar April 2014 A Coaching Culture A Coaching Culture What is it? Why is it important? Explore values and beliefs Investing in the coaching relationship Advance the notion of self

More information

Center for Leadership PROFESSIONAL DEVELOPMENT

Center for Leadership PROFESSIONAL DEVELOPMENT Center for Leadership Center for Leadership PROFESSIONAL DEVELOPMENT July December 2017 Program Schedule Center for Leadership 2 Answer the call to lead. At the UD Center for Leadership, we re more than

More information

UC Core Competency Model

UC Core Competency Model UC Core Competency Model Developed and Endorsed by: UC Learning and Development Consortium Chief Human Resources Officers Date: May 2011 University of California Staff Employees Core Competencies Communication

More information

Moving from Being a Manager to a Leader

Moving from Being a Manager to a Leader Moving from Being a Manager to a Leader Leadership is the art of accomplishing more than the science of management says is possible. (Colin Powell) Dennis Danilewicz, CPP Sr. Director-Disbursements Services

More information

Learning Center Key Message Guide. 3M Company

Learning Center Key Message Guide. 3M Company Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC

More information

360 Feedback REPORT. Prepared for: Melissa Brown

360 Feedback REPORT. Prepared for: Melissa Brown 360 Feedback REPORT Prepared for: Melissa Brown Completed On: August 9, 2017 Introduction Feedback Participants Definitions and Calculations Understanding the Report Competency Summary Unknown Strengths

More information

ENHANCING LEADERSHIP COMPETENCIES: THROUGH MENTORING PROCESS

ENHANCING LEADERSHIP COMPETENCIES: THROUGH MENTORING PROCESS ISSN: 2249-7196 IJMRR/April 2015/ Volume 5/Issue 4/Article No-5/265-269 Dr. Jaideep Kaur / International Journal of Management Research & Review ENHANCING LEADERSHIP COMPETENCIES: THROUGH MENTORING PROCESS

More information

INFORMATION CIRCULAR OPCW-S/IC/105 SUBJECT: GUIDE TO OPCW CORE VALUES AND COMPETENCIES

INFORMATION CIRCULAR OPCW-S/IC/105 SUBJECT: GUIDE TO OPCW CORE VALUES AND COMPETENCIES 19 October 2011 INFORMATION CIRCULAR OPCW-S/IC/105 SUBJECT: GUIDE TO OPCW CORE VALUES AND COMPETENCIES This guide should be read in conjunction with the Administrative Directive on Performance Management

More information

Performance Appraisal System

Performance Appraisal System Performance Appraisal System 2017 University of New England Performance Appraisal System Purpose and Philosophy The purpose of the Performance Appraisal System at UNE is to ensure that managers and employees

More information

Giving and Receiving Feedback

Giving and Receiving Feedback Penn State Performance Management: Giving and Receiving Feedback Adobe Connect Seminar: Individual Contributors Presenter: Stephanie Flanagan slm114@psu.edu; 814-863-4614 Fall 2017 2017 The Pennsylvania

More information

TOOL 9.4. HR Competency Development Priorities. The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT

TOOL 9.4. HR Competency Development Priorities. The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT TOOL 9.4 HR Competency Development Priorities The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT 84604 801.373.4238 www.hrfromtheoutsidein.com [9.4] HR COMPETENCY DEVELOPMENT PRIORITIES Directions:

More information

Competency Dictionary

Competency Dictionary HARVARD UNIVERSITY Competency Dictionary ver. FY14 Welcome to the Harvard University Competency Dictionary. Here you will find a list of competencies that Harvard values in their employees. Please click

More information

Dictionary of Functional Competencies for Career Banding

Dictionary of Functional Competencies for Career Banding Dictionary of Functional Competencies for Career Banding NC Office of State Personnel Revised April 18, 2007 Advocacy: Skills and abilities in developing and presenting the client s, patient s, and/or

More information

The Disney Approach to Leadership Excellence

The Disney Approach to Leadership Excellence presents The Disney Approach to Leadership Excellence Preprogram Materials Disney Congratulations! You will soon be an alumnus of Disney Institute Programs. Disney Institute Post Office Box 10093 Lake

More information

Joe Sample. Total Administration Time: Sample Distributor. Organization:

Joe Sample. Total Administration Time: Sample Distributor. Organization: Joe Sample Date and Time Started: Date and Time Completed: Total Administration Time: 9/23/2016 1:43 PM 9/23/2016 2:04 PM 21 minutes Candidate ID: Email: C5wPgCHJK sample@psymetricsinc.com Organization:

More information

Presented by Anthony Metten. Preparing High-Potential Employees for Leadership

Presented by Anthony Metten. Preparing High-Potential Employees for Leadership Presented by Anthony Metten Preparing High-Potential Employees for Leadership Future Leaders Succession Management Combining succession planning and leadership development into a process to help you find

More information

TALENT REVIEW INSTRUCTIONS

TALENT REVIEW INSTRUCTIONS OFFICE OF HUMAN RESOURCES TALENT REVIEW INSTRUCTIONS SUMMARY The Talent Review process is a means to gain a better understanding of what is expected of the employee and how the employee can improve his/her

More information

Competencies Rating Guide

Competencies Rating Guide Competencies Rating Guide Rating Drive for Results Makes a significant contribution to business practice/policy/procedure resulting in improved best practices. Proactively works to exceed performance expectations,

More information

Building and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks

Building and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks Building and Leading Teams Work/Life Balance Career Development Problem Solving and Decision Making Setting and Priorities Leader as Motivator WORK/LIFE BALANCE BUILDING EFFECTIVE TEAMS SELFKNOWLEDGE Upward

More information

Feedback Report. ESCI - University Edition. Sample Person Hay Group 11/21/06

Feedback Report. ESCI - University Edition. Sample Person Hay Group 11/21/06 Feedback Report ESCI - University Edition Sample Person Hay Group 11/21/06 Introduction What Is Emotional and Social Intelligence? Emotional and Social Intelligence, commonly refered to as EI, is the capacity

More information

San Francisco Bay Area Federal Executive Board Leadership Development Program Mentor Application Form

San Francisco Bay Area Federal Executive Board Leadership Development Program Mentor Application Form San Francisco Bay Area Federal Executive Board Leadership Development Program Mentor Application Form Mentor Benefits Mentoring is a cost effective valuable tool for developing our most important asset,

More information

Copyright 2016 The William Averette Anderson Fund 501(c)(3)

Copyright 2016 The William Averette Anderson Fund 501(c)(3) Mentee Guide Table of Contents BAF Background... 2 BAF Mentoring Program... 2 Defining Mentoring... 3 Being an Effective Mentee... 4 Key Considerations for Prospective Mentees... 5 Next Steps... 8 The

More information

Evaluation Summary of The Mentor Program at Abbott Laboratories

Evaluation Summary of The Mentor Program at Abbott Laboratories Evaluation Summary of The Mentor Program at Abbott Laboratories by Terrie Nolinske TNI Consultants Spring 1994 Terrie Nolinske, Principal, TNI Consultants tni@tniconsultants.com www.tniconsultants.com

More information

Fitch Ratings, Inc Annual Form F1. Item 11. Certain information regarding Fitch s credit analysts and credit analyst supervisors.

Fitch Ratings, Inc Annual Form F1. Item 11. Certain information regarding Fitch s credit analysts and credit analyst supervisors. Fitch Ratings, Inc. 2017 Annual Form 25-101F1 Item 11. Certain information regarding Fitch s credit analysts and credit analyst supervisors. The total number of credit analysts (including supervisors):

More information

Achieving Results Through Genuine Leadership

Achieving Results Through Genuine Leadership Achieving Results Through Genuine Leadership T R A I N I N G Facing tough issues and aggressive goals, top organizations win by preparing genuine leaders who live out the mission and values of the organization.

More information

When it comes to competing for the CFO position, controllers. Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative

When it comes to competing for the CFO position, controllers. Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative KORN/FERRY INTERNATIONAL Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative By Charles B. Eldridge and Kenneth R. Brousseau, Ph.D. As organizations of all sizes struggle to

More information

Talent Management-Human REPORTS TO: Resources JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 6/10/2015

Talent Management-Human REPORTS TO: Resources JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 6/10/2015 JOB DESCRIPTION: MANAGER, Human Resources Compliance DEPARTMENT: Talent Management-Human REPORTS TO: Senior Manager, Human Resources Resources JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE:

More information

Creating a Job Search Program In Your Church, Synagogue Or Community Organization

Creating a Job Search Program In Your Church, Synagogue Or Community Organization Creating a Job Search Program In Your Church, Synagogue Or Community Organization Special Supplement to The Unwritten Rules of the Highly Effective Job Search By Orville Pierson Note: This Special Supplement

More information

WHITEPAPER. Sirota Dynamic Alignment Model Competency Alignment

WHITEPAPER. Sirota Dynamic Alignment Model Competency Alignment WHITEPAPER Sirota Dynamic Alignment Model Competency Alignment Introduction Although competency models invariably differ across organizations, similarities often exist. Hogan developed the Model to capture

More information

UAF Administrative Services Work Environment Survey. Prepared for: University of Alaska, Fairbanks Administrative Services

UAF Administrative Services Work Environment Survey. Prepared for: University of Alaska, Fairbanks Administrative Services UAF Administrative Services Work Environment Survey Prepared for: University of Alaska, Fairbanks Administrative Services July 2009 UAF Administrative Services Work Environment Survey Prepared for: University

More information

Employability Skills and Resume Preparation

Employability Skills and Resume Preparation Employability Skills and Resume Preparation 1 Employability Skills and Resume Preparation Introduction In this self-paced workshop we will be developing the skills required to assess your level of employability

More information

PARTICIPANT REPORT. Legacy Leadership Competency Inventory. HRDQ Sample Report. Legacy Leadership Competency Inventory, Self-Rated Version

PARTICIPANT REPORT. Legacy Leadership Competency Inventory. HRDQ Sample Report. Legacy Leadership Competency Inventory, Self-Rated Version HRDQ Sample Report Legacy Leadership Competency Inventory, Self-Rated Version December 2010 PARTICIPANT REPORT Legacy Leadership Competency Inventory Sample Report, 12/7/2010 Table of Contents Introduction

More information

PROFESSIONAL ETHICS IN VOLUNTEER ADMINISTRATION

PROFESSIONAL ETHICS IN VOLUNTEER ADMINISTRATION PROFESSIONAL ETHICS IN VOLUNTEER ADMINISTRATION Developed by the Association for Volunteer Administration (2005) Council for Certification in Volunteer Administration P.O. Box 467 Midlothian, VA 23113

More information

PERFORMANCE MANAGEMENT PROCESS. For Full-Time Faculty, Staff, and Administrators

PERFORMANCE MANAGEMENT PROCESS. For Full-Time Faculty, Staff, and Administrators PERFORMANCE MANAGEMENT PROCESS For Full-Time Faculty, Staff, and Administrators 2017-2018 1 GOALS & GUIDING PRINCIPLES Philosophy and Purpose of Performance Management 2 Goal of Performance Management

More information

The Path to Leadership for Aspiring Service Leaders Self- Assessment Questionnaire. HWDSB Aspiring Leaders Self-Assessment: September

The Path to Leadership for Aspiring Service Leaders Self- Assessment Questionnaire. HWDSB Aspiring Leaders Self-Assessment: September The Path to Leadership for Aspiring Service Leaders Self- Assessment Questionnaire HWDSB Aspiring Leaders Self-Assessment: September 0 How to Use This Self-Assessment Thisself-assessment questionnaire

More information

Mentoring Guide. Mentor Copy MENTEE. LEARNING ORGANIZATlO

Mentoring Guide. Mentor Copy MENTEE. LEARNING ORGANIZATlO Mentoring Guide MENTEE LEARNING ORGANIZATlO Mentor Copy - ,, MENTORING GUIDE Introduction Mentoring is... Benefits of Mentoring Elements of Mentoring Process Establish Relationship Share Information Focus

More information

Employee Engagement Leadership Workshop

Employee Engagement Leadership Workshop Employee Engagement Leadership Workshop Turning employee feedback into results Developed for: Presented by: Copyright 2010, DecisionWise, Inc. All rights reserved. No part of this publication may be reproduced,

More information

THE FOLLOWER PROFILE. The Performance and Relationship Questionnaire

THE FOLLOWER PROFILE. The Performance and Relationship Questionnaire THE FOLLOWER PROFILE And The Performance and Relationship Questionnaire William E. Rosenbach, Ph.D. Research and Technical Support Provided by Dr. Ruediger Mueller, CTP Copyright 2007, 2008, by William

More information

Learningbridge. Sample Report OWNERSHIP. Client First. Proactivity. Core Principles and Values. Jane Sample. Integrity ESCALATION ACT NOW.

Learningbridge. Sample Report OWNERSHIP. Client First. Proactivity. Core Principles and Values. Jane Sample. Integrity ESCALATION ACT NOW. Core Principles and Values 360 Degree Feedback Report OWNERSHIP Integrity Proactivity RESPONSIVENESS Jane Sample Execution ESCALATION May 2011 ACT NOW Client First Introduction: Core Principles and Values

More information

Competency Model & Performance Behaviors

Competency Model & Performance Behaviors Model & Background Information The Multnomah County Model is a customized tool developed through the crossdepartmental, collaborative work of employees, HR Managers, and Directors. This model will anchor

More information

HOW TO MOTIVATE AND RETAIN EMPLOYEES

HOW TO MOTIVATE AND RETAIN EMPLOYEES HOW TO MOTIVATE AND RETAIN EMPLOYEES By Monroe Porter PROOF Management Consultants ABOUT PROOF MANAGEMENT Established 1972 PROOF speakers have made over 4000 presentations PROOF has spoken to or worked

More information

The CEO s Guide to Developing Your Executive Team: How to Identify and Address Mediocrity in the C-Suite. By Lawrence King and Cheryl B.

The CEO s Guide to Developing Your Executive Team: How to Identify and Address Mediocrity in the C-Suite. By Lawrence King and Cheryl B. The CEO s Guide to Developing Your Executive Team: How to Identify and Address Mediocrity in the C-Suite By Lawrence King and Cheryl B. McMillan Most Common Mistakes That CEOs Make: Tolerating Mediocrity

More information

ROCKY MOUNTAIN PERFORMANCE EXCELLENCE POSITION DESCRIPTION FOR THE EXECUTIVE/MANAGING DIRECTOR

ROCKY MOUNTAIN PERFORMANCE EXCELLENCE POSITION DESCRIPTION FOR THE EXECUTIVE/MANAGING DIRECTOR ROCKY MOUNTAIN PERFORMANCE EXCELLENCE POSITION DESCRIPTION FOR THE EXECUTIVE/MANAGING DIRECTOR ABOUT THE ORGANIZATION: Rocky Mountain Performance Excellence (RMPEx) is a Colorado nonprofit corporation

More information

Shift Manager Individual Performance Plan (IPP) - US Restaurant Scorec Information about Me (EMPLOYEE COMPLETES)

Shift Manager Individual Performance Plan (IPP) - US Restaurant Scorec Information about Me (EMPLOYEE COMPLETES) Restaurant Scorec Information about Me (EMPLOYEE COMPLETES) Name: Restaurant Number: Date of mid-year review: Region/Market: Your Boss: Date of year-end review:. My Business Targets, Performance Objectives

More information

Employee Performance Management Process

Employee Performance Management Process Employee Performance Management Process Summer 2009 EPMP GUIDE: CONTENT Introduction... 4 Overview... 5 DPS Commitment to Performance Management... 6 Employee Performance Management Process (EPMP) Defined...

More information

Mentor Mentee Relationships. Tonya Kuhl and Jim Wilen University of California, Davis

Mentor Mentee Relationships. Tonya Kuhl and Jim Wilen University of California, Davis Mentor Mentee Relationships Tonya Kuhl and Jim Wilen University of California, Davis Mentors A General Observation Faculty are hired largely on the basis of their own research accomplishments and their

More information

The Competency Framework. A guide for IAEA managers and staff

The Competency Framework. A guide for IAEA managers and staff @ The Competency Framework A guide for IAEA managers and staff CONTENT INTRODUCTION................................3 1. CORE VALUES...............................8 2. CORE COMPETENCIES.........................

More information

Executive Coaching, Performance and Conduct

Executive Coaching, Performance and Conduct xecutive Coaching, Performance and Conduct P F O M A N C Hi Low Leadership Development Coaching Abrasive Leader Coaching Typically, we think of executive coaching for high performers. Our hope is that

More information

OPPORTUNITY PROFILE CONTROLLER

OPPORTUNITY PROFILE CONTROLLER OPPORTUNITY PROFILE CONTROLLER the right people ISLAND TUG AND BARGE CONTROLLER CONTENTS THE ORGANIZATION ISLAND TUG AND BARGE 1 TIDEWATER HOLDINGS, INC. 1 THE OPPORTUNITY CONTROLLER 2 Essential Functions

More information

The 360-Degree Assessment:

The 360-Degree Assessment: WHITE PAPER WHITE PAPER The : A Tool That Can Help Your Organization Maximize Human Potential CPS HR Consulting 241 Lathrop Way Sacramento, CA 95815 t: 916.263.3600 f: 916.263.3520 www.cpshr.us INTRODUCTION

More information

MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES

MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES Mission, Vision, Core Values and People Philosophy Our Mission MGM Resorts International is the leader in entertainment and hospitality - a diverse collection

More information

Areas of Expertise for a Project Manager

Areas of Expertise for a Project Manager The PROJECT PERFECT White Paper Collection Overview Areas of Expertise for a Project Manager Jyothi Goudar The Project Manager is responsible for managing the project to meet the project objectives. A

More information

DEVELOPMENT GUIDE. Executive Level DEVELOPMENTAL FEEDBACK FOR EXECUTIVES

DEVELOPMENT GUIDE. Executive Level DEVELOPMENTAL FEEDBACK FOR EXECUTIVES Executive Level DEVELOPMENTAL FEEDBACK FOR EXECUTIVES DEVELOPMENT GUIDE A Workbook for understanding The PROFILOR Feedback Report and formulating a Development Plan PERSONNEL DECISIONS INTERNATIONAL CORPORATION

More information

How do teams contribute to organizations?

How do teams contribute to organizations? Teams and Teamwork How do teams contribute to organizations? Team A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable

More information

Mentoring. Program Guide

Mentoring. Program Guide Mentoring Program Guide Mentoring Guide Developed by the Nova Scotia Public Service Commission This guide for mentoring has been designed to support the leadership and career planning and development of

More information

Talent Review and Development Process: A Step-by-Step Guide

Talent Review and Development Process: A Step-by-Step Guide Talent Review and Development Process: A Step-by-Step Guide Context and introduction Developing leadership in the home office is one of the most important and valuable things you do as an organization.

More information

PERFORMANCE MANAGEMENT PROCESS. For Full-Time Faculty, Staff, and Administrators

PERFORMANCE MANAGEMENT PROCESS. For Full-Time Faculty, Staff, and Administrators PERFORMANCE MANAGEMENT PROCESS For Full-Time Faculty, Staff, and Administrators GOALS & GUIDING PRINCIPLES Philosophy and Purpose of Performance Management Goal of Performance Management at San Jacinto

More information

british council behaviours

british council behaviours british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this

More information

Systems Analyst Position Description

Systems Analyst Position Description Position Description October 5, 2015 Analysis Position Description October 5, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

UNITED NATIONS RESIDENT COORDINATOR COMPETENCY FRAMEWORK

UNITED NATIONS RESIDENT COORDINATOR COMPETENCY FRAMEWORK UNITED NATIONS RESIDENT COORDINATOR COMPETENCY FRAMEWORK P a g e 2 Introduction The United Nation General Assembly as has called for improving the way in which individuals are attracted and selected within

More information

Job Profile Summary. Electrical Engineer I, Electrical Engineer II, Senior Electrical Engineer, Principle Electrical Engineer

Job Profile Summary. Electrical Engineer I, Electrical Engineer II, Senior Electrical Engineer, Principle Electrical Engineer ITW Core Values: Integrity, Simplicity, Trust, Respect, Shared Risk ITW Organizational Goals: Solid Growth, Strong Returns, Best in Class Job Profile Summary Job Profile: Business Unit Title: Reporting

More information

CORE SUPERVISOR/MANAGER COMPETENCIES Table of Contents

CORE SUPERVISOR/MANAGER COMPETENCIES Table of Contents CORE SUPERVISOR/MANAGER COMPETENCIES Table of Contents Clicking on an item in the Table of Contents jumps you to that page Note: You can click on Return to Table of Contents at the top of any page Topic

More information

Interview. guide. Sam Sample. Emotional Intelligence Profile. Tuesday 16 May 2017 General Working Population (sample size 1634) Sam Sample

Interview. guide. Sam Sample. Emotional Intelligence Profile. Tuesday 16 May 2017 General Working Population (sample size 1634) Sam Sample Interview guide Tuesday 16 May 2017 General Working Population (sample size 1634) Emotional Intelligence Profile 1 Contents 04 About this report 06 Emotional Intelligence competencies 07 Competency potential

More information