Sample 360 Group Report KF Migration Testing-5.1

Transcription

1 Sample 360 Group Report KF Migration Testing-5.1 The PROFILOR for Mid-Level Leaders May 2015 The PROFILOR is an instrument developed to provide feedback and development focus and recommendations to individuals about their skill strengths and development needs. It should not be used as the sole source of information concerning selection, promotion, salary review and adjustment, dehiring (firing) and/or deselection decisions. Copyright 2014, 2015 Korn Ferry. All Rights Reserved. This material may not be reproduced in whole or in part and in any media without written permission from Korn Ferry.

2 Introduction The PROFILOR Group Report provides information about the strengths and potential development needs in your group or organization based on information compiled from PROFILOR questionnaires completed by participants and their respondents. Participants who completed the PROFILOR asked their respondents to provide feedback about specific on-the-job behaviors. Respondents were categorized into groups, such as bosses, peers/colleagues, and direct reports. Respondent Status Table The Respondent Status Table summarizes the number of participants and respondents from each respondent category, included in this Group Report. Perspective Reported Self 5 Boss 10 Direct Reports 10 Peers/Colleagues 10 Others 10 Norm Group The results for your group may be compared to a norm group. When norm group information is displayed, it is shown as a shaded bar, representing the middle 50% of the range of scores for the group. The norm group used for this report is noted below. Norm Group: Mid-Level Leader Global Sample 360 Group Report_1

3 PR PR Skill Definitions PR THOUGHT LEADERSHIP Make Sound Decisions Makes timely decisions based on accurate logic; Looks beyond symptoms to identify causes of problems; Makes decisions in the face of uncertainty; Takes all important issues into account when making decisions Act Strategically Balances big-picture concerns with day-to-day activities; Stays informed about industry practices and new developments; Understands the organization's mission and strategies Think Creatively Approaches problems with curiosity and openmindedness; Creatively integrates different ideas and perspectives; Stimulates creative thinking in others; Generates innovative ideas and solutions to problems Use Financial Data Draws accurate conclusions from financial and other quantitative information; Readily identifies soft spots in budgets and profit plans; Grasps the full meaning and interrelationships of key financial indicators RESULTS LEADERSHIP Meet Customer Needs Meets commitments to customers/clients; Continually searches for ways to improve customer/client service; Impresses customers with exceptional service or work; Seeks feedback from customers Build Realistic Plans Develops realistic plans, action steps, and timetables for projects and assignments; Identifies specific action steps and accountabilities; Prepares realistic estimates of budget, staff, and other resources Manage Execution Conveys clear expectations for assignments; Delegates enough of own work to others; Monitors progress of others and redirects efforts when goals are not being met; Continually looks for ways to improve processes, products, and/or services Show Drive and Initiative Establishes aggressive goals and drives for results; Readily puts in extra time and effort; Tackles problems and works to resolve them without delay; Establishes high standards of performance PEOPLE LEADERSHIP Build Support Gives compelling reasons for ideas; Anticipates and responds effectively to the positions and reactions of others; Builds support for own ideas through contacts with others; Knows which battles are worth fighting Motivate Others Conveys trust in people's competence to do their jobs; Creates a feeling of energy, excitement, and personal investment; Inspires people to excel; Rewards people for good performance Develop Others Attracts high caliber talent; Gives clear, motivating, and constructive feedback; Provides challenging assignments to facilitate individual development; Willingly shares expertise and experience with others Promote Teamwork Promotes teamwork among groups; discourages "we vs. they" thinking; Facilitates the discussion and resolution of different views; Involves others in shaping plans and decisions that affect them; Contributes fair share of effort to the team's work Foster Open Communication Keeps people up-to-date with information; Listens attentively and with empathy to concerns expressed by others; Encourages others to express their views, even contrary ones; Speaks clearly and concisely Establish Relationships Relates to people in an open, friendly, and accepting manner; Develops relationships with key people in other functions and at other levels; Expresses disagreement tactfully and sensitively; Creates an environment in which people from diverse backgrounds feel comfortable Sample 360 Group Report_2

4 Skill Definitions PR PERSONAL LEADERSHIP Establish Trust Treats people fairly; Shows consistency between words and actions; Accepts responsibility for own mistakes; Encourages discussion of ethical considerations before decisions are made Show Adaptability Responds resourcefully to new demands and challenges; Works effectively in ambiguous situations; Adapts behavior in response to feedback and experience; Deals constructively with own failures and mistakes Sample 360 Group Report_3

5 Group Report Importance Summary This section compares how participants and their bosses view the importance of particular skills or competencies. The ratings below show which skills are considered to be most critical to the particular positions (i.e., jobs levels, or job families) profiled in this report, from both the Boss and the Self perspectives. Ratings were based on the relative importance of each skill to the current positions held by the participants, as rated by the participants and their bosses. Skills are listed in rank order of average boss rating of importance. The average Boss rating is shown in the Boss Rating column. The average Participant importance rating is shown in the Self Rating column. Differences between Boss and Self ratings of more than.5 are noted in the Discrepancy column. Compare the ratings of bosses and participants to identify similarities and differences in perceptions of importance. Similarities suggest that there is alignment in this group about the relative priority of the skill. Discrepancies may represent differences in expectations about what is needed on the job, or may signal changing expectations that have not been fully communicated. You may want to look into the reasons behind major discrepancies. The usefulness of group importance ratings will depend on the similarity of the jobs being rated. If the jobs included in this group report are quite dissimilar, you might want to consider ordering additional reports with smaller, more homogenous groups, or be cautious when interpreting these ratings. SKILLS/COMPETENCIES Boss Rating Rank Self Rating Rank Discrepancy Motivate Others Self Meet Customer Needs Foster Open Communication Boss Use Financial Data Establish Trust Boss Show Drive and Initiative Self Act Strategically Boss Develop Others Boss Establish Relationships Boss Manage Execution Show Adaptability Build Realistic Plans Self Build Support Boss Promote Teamwork Self Think Creatively Self Make Sound Decisions Self Sample 360 Group Report_4

6 Group Report Skills Overview This section presents all the average skill ratings for the group. You can use this table to quickly identify overall strengths and development needs for the group, and to compare the group's skills to those of the norm group, if one is included. Skills are displayed in rank order by the average of all respondent groups (e.g., boss, peers/colleagues, direct reports), excluding Self ratings. The range of respondents ratings is shown by the line connecting end points. If a norm group was used for comparison, it is shown by a shaded bar. RANGE Skills Rank Rating to which skills are used Not At All To A Little To Some To A Great To A Very Great Build Realistic Plans Build Support Promote Teamwork Show Drive and Initiative Establish Relationships Think Creatively Meet Customer Needs Use Financial Data Act Strategically Make Sound Decisions Establish Trust Sample 360 Group Report_5

7 Group Report Skills Overview This section presents all the average skill ratings for the group. You can use this table to quickly identify overall strengths and development needs for the group, and to compare the group's skills to those of the norm group, if one is included. Skills are displayed in rank order by the average of all respondent groups (e.g., boss, peers/colleagues, direct reports), excluding Self ratings. The range of respondents ratings is shown by the line connecting end points. If a norm group was used for comparison, it is shown by a shaded bar. RANGE Skills Rank Rating to which skills are used Not At All To A Little To Some To A Great To A Very Great Motivate Others Develop Others Foster Open Communication Manage Execution Show Adaptability Sample 360 Group Report_6

8 Highest Rated Skills by Perspective This section displays the three highest rated skills from each rater perspective. You can use this information to compare ratings across perspectives. Look for similarities or differences among the quadrants, and identify any major discrepancies. Self Boss Direct Reports Peers/Colleagues Others Establish Relationships Establish Trust Develop Others Promote Teamwork Build Support Establish Relationships Build Realistic Plans Make Sound Decisions Use Financial Data Think Creatively Establish Trust Build Support Meet Customer Needs Build Support Establish Relationships Sample 360 Group Report_7

9 Lowest Rated Skills by Perspective This section displays the three lowest rated skills from each rater perspective. You can use this information to compare ratings across perspectives. Look for similarities or differences among the quadrants, and identify any major discrepancies. Self Boss Direct Reports Peers/Colleagues Others Act Strategically Think Creatively Make Sound Decisions Make Sound Decisions Act Strategically Establish Trust Meet Customer Needs Establish Trust Motivate Others Use Financial Data Manage Execution Develop Others Motivate Others Foster Open Communication Show Adaptability Sample 360 Group Report_8

10 Highest Rated Behaviors This section displays the ten highest rated behaviors for the group. Use this table to identify themes in the overall strengths for the group, and to compare this group to the norm group, if one is included. Behaviors are displayed in rank order by the average of all respondent perspectives (e.g., boss, peers/ colleagues, direct report), excluding Self ratings. The range of respondents ratings is shown by the line connecting end points. If a norm group was used for comparison, it is shown by a shaded bar. RANGE BEHAVIOR Rank Rating Builds support for own ideas through contacts with others (Build Support) to which skills are used Not At All To A Little To Some To A Great To A Very Great Knows which battles are worth fighting (Build Support) Anticipates problems and develops contingency plans (Build Realistic Plans) Gets work done on time (Overall Performance) Promotes teamwork among groups; discourages "we vs. they" thinking (Promote Teamwork) Compromises to build give-and-take relationships with others (Establish Relationships) Treats people fairly (Establish Trust) Accomplishes a great deal (Overall Performance) Tackles problems head-on and works to resolve them without delay (Show Drive and Initiative) Impresses customers with exceptional service or work (Meet Customer Needs) Sample 360 Group Report_9

11 Highest Rated Behaviors by Perspective This section displays the five highest rated behaviors from each rater perspective. You can use this information to compare ratings across perspectives. Look for similarities or differences among the groups, and identify any major discrepancies. Similarities across perspectives indicate clear behavioral strengths for the group. Differences may indicate that different rater perspectives observe different behaviors or that they have divergent expectations. Self Boss Direct Reports Peers/Colleagues Others Develops realistic plans, action steps, and timetables for projects and assignments Provides challenging assignments to facilitate individual development Creates an environment in which people from diverse backgrounds feel comfortable Accepts responsibility for own mistakes Works effectively in ambiguous situations Tackles problems head-on and works to resolve them without delay Facilitates the discussion and resolution of different views Seeks feedback from customers Anticipates problems and develops contingency plans Knows which battles are worth fighting Anticipates problems and develops contingency plans Accomplishes a great deal Makes decisions in the face of uncertainty Makes timely decisions Tackles problems head-on and works to resolve them without delay Makes timely decisions Builds support for own ideas through contacts with others Gets work done on time Creatively integrates different ideas and perspectives Anticipates and responds effectively to the positions and reactions of others Knows which battles are worth fighting Impresses customers with exceptional service or work Prepares realistic estimates of budget, staff, and other resources Readily puts in extra time and effort Creates an environment in which people from diverse backgrounds feel comfortable Sample 360 Group Report_10

12 Lowest Rated Behaviors This section displays the ten lowest rated behaviors for the group. Use this table to identify themes in the overall development for the group, and to compare this group to the norm group, if one is included. Behaviors are displayed in rank order by the average of all respondent perspectives (e.g., boss, peers/ colleagues, direct report), excluding Self ratings. The range of respondents ratings is shown by the line connecting end points. If a norm group was used for comparison, it is shown by a shaded bar. RANGE BEHAVIOR Rank Rating to which skills are used Not At All To A Little To Some To A Great To A Very Great Gives compelling reasons for ideas (Build Support) Delegates enough of own work to others (Manage Execution) Encourages discussion of ethical considerations before decisions are made (Establish Trust) Gives clear, motivating, and constructive feedback (Develop Others) Produces high quality work (Overall Performance) Takes all important issues into account when making decisions (Make Sound Decisions) Helps people from diverse cultures/ backgrounds/ lifestyles succeed in the organization (Establish Relationships) Creates a feeling of energy, excitement, and personal investment (Motivate Others) Accepts responsibility for own mistakes (Establish Trust) Adapts behavior in response to feedback and experience (Show Adaptability) Sample 360 Group Report_11

13 Lowest Rated Behaviors by Perspective This section displays the five lowest rated behaviors from each rater perspective. You can use this information to compare ratings across perspectives. Look for similarities or differences among the groups, and identify any major discrepancies. Similarities across perspectives indicate clear behavioral development needs for the group. Differences may indicate that different rater perspectives observe different behaviors or that they have divergent expectations. Self Boss Direct Reports Peers/Colleagues Others Deals constructively with own failures and mistakes Readily identifies soft spots in budgets and profit plans Identifies specific action steps and accountabilities Applies accurate logic in solving problems Identifies efforts that will have the greatest strategic impact Takes all important issues into account when making decisions Encourages discussion of ethical considerations before decisions are made Plans and conducts meetings to make effective use of time Gives compelling reasons for ideas Speaks clearly and concisely Delegates enough of own work to others Produces high quality work Approaches problems with curiosity and open-mindedness Gives clear, motivating, and constructive feedback Helps people from diverse cultures/ backgrounds/ lifestyles succeed in the organization Focuses on important information without getting bogged down in unnecessary detail Gives compelling reasons for ideas Accomplishes a great deal Continually looks for ways to improve processes, products, and/or services Gives clear, motivating, and constructive feedback Rewards people for good performance Responds resourcefully to new demands and challenges Makes decisions in the face of uncertainty Understands the organization's mission, strategies, strengths, and weaknesses Inspires people to excel Sample 360 Group Report_12

14 Targeting Development Priorities This table shows the highest and lowest rated skills for the group. These skills are sorted by boss ratings of Importance. Skills that fall into the Critical row are those that may be of highest development priority for your group. The highest rated skills that are Critical or Very Important are those strengths that, if leveraged, would provide the greatest payoff. The lowest rated skills that are Critical or Very Important should probably be priorities for development. Boss Highest Rated Skills Lowest Rated Skills Critically Important Very Important Important Build Realistic Plans Build Support Promote Teamwork Show Drive and Initiative Establish Relationships Think Creatively Show Adaptability Manage Execution Foster Open Communication Motivate Others Develop Others Establish Trust No Boss Rating of Importance Sample 360 Group Report_13

15 Specific Question Results This section of the group report provides information about how Respondents rated the skills of the group on each behavior. The average rating for the behavior, as well as the response distribution associated with it, is reported. If your model includes a normative comparison, you will also see the percentage of managers in your group whose ratings fall below and above the norm. For the purposes of this report, below the norm is defined as the range of scores received by participants in the bottom 25% of the norm group. If a significant percentage appears in this column for a particular behavior and it is an important component of performance, it may be a critical development need. Above the norm is defined as the range of scores received by participants in the top 25% of the norm group. Large numbers in this column indicate relative strengths for this group. Skills / Behaviors THOUGHT LEADERSHIP Make Sound Decisions Average Rating Not At All To A Little # of Responses to which skills are used To Some To A Great To A Very Great % Below Norm % Above Norm % 0% Applies accurate logic in solving problems % 0% Looks beyond symptoms to identify causes of problems % 0% Makes decisions in the face of uncertainty % 0% Makes timely decisions % 0% Takes all important issues into account when making decisions Focuses on important information without getting bogged down in unnecessary detail THOUGHT LEADERSHIP Act Strategically Balances big-picture concerns with day-to-day activities Identifies efforts that will have the greatest strategic impact Stays informed about industry practices and new developments Understands the organization's mission, strategies, strengths, and weaknesses THOUGHT LEADERSHIP Think Creatively Approaches problems with curiosity and open-mindedness Creatively integrates different ideas and perspectives % 0% % 20% % 0% % 40% % 0% % 20% % 0% % 0% % 0% % 20% Stimulates creative thinking in others % 20% Generates innovative ideas and solutions to problems % 40% Sample 360 Group Report_14

16 Specific Question Results Skills / Behaviors THOUGHT LEADERSHIP Use Financial Data Draws accurate conclusions from financial and other quantitative information Readily identifies soft spots in budgets and profit plans Grasps the full meaning and interrelationships of key financial indicators Strives to maintain the highest quality while managing costs RESULTS LEADERSHIP Meet Customer Needs Continually searches for ways to improve customer/client service Impresses customers with exceptional service or work Average Rating Not At All To A Little # of Responses to which skills are used To Some To A Great To A Very Great % Below Norm % Above Norm % 0% % 0% % 40% % 0% % 0% % 0% % 0% % 20% Meets commitments to customers/clients % 0% Seeks feedback from customers % 20% RESULTS LEADERSHIP Build Realistic Plans Anticipates problems and develops contingency plans Develops realistic plans, action steps, and timetables for projects and assignments Identifies specific action steps and accountabilities Prepares realistic estimates of budget, staff, and other resources RESULTS LEADERSHIP Manage Execution Continually looks for ways to improve processes, products, and/or services % 20% % 60% % 20% % 0% % 40% % 0% % 0% Conveys clear expectations for assignments % 0% Delegates enough of own work to others % 0% Monitors progress of others and redirects efforts when goals are not being met Plans and conducts meetings to make effective use of time % 40% % 20% Sample 360 Group Report_15

17 Specific Question Results Skills / Behaviors RESULTS LEADERSHIP Show Drive and Initiative Establishes aggressive goals and drives for results Average Rating Not At All To A Little # of Responses to which skills are used To Some To A Great To A Very Great % Below Norm % Above Norm % 0% % 0% Readily puts in extra time and effort % 0% Tackles problems head-on and works to resolve them without delay Establishes high standards of performance for employees % 20% % 0% Sets high personal standards of performance % 0% PEOPLE LEADERSHIP Build Support Anticipates and responds effectively to the positions and reactions of others % 0% % 20% Gives compelling reasons for ideas % 0% Knows which battles are worth fighting % 40% Builds support for own ideas through contacts with others PEOPLE LEADERSHIP Motivate Others Creates a feeling of energy, excitement, and personal investment % 60% % 0% % 0% Inspires people to excel % 20% Rewards people for good performance % 0% Conveys trust in people's competence to do their jobs PEOPLE LEADERSHIP Develop Others % 20% % 0% Attracts and selects high caliber talent % 20% Gives clear, motivating, and constructive feedback Provides challenging assignments to facilitate individual development Willingly shares expertise and experience with others % 0% % 40% % 0% Sample 360 Group Report_16

18 Specific Question Results Skills / Behaviors PEOPLE LEADERSHIP Promote Teamwork Contributes fair share of effort to the team's work Promotes teamwork among groups; discourages "we vs. they" thinking Facilitates the discussion and resolution of different views Involves others in shaping plans and decisions that affect them PEOPLE LEADERSHIP Foster Open Communication Encourages others to express their views, even contrary ones Average Rating Not At All To A Little # of Responses to which skills are used To Some To A Great To A Very Great % Below Norm % Above Norm % 0% % 0% % 40% % 40% % 20% % 0% % 20% Keeps people up-to-date with information % 20% Listens attentively and with empathy to concerns expressed by others % 0% Makes sure that people have no "surprises" % 0% Speaks clearly and concisely % 0% PEOPLE LEADERSHIP Establish Relationships Compromises to build give-and-take relationships with others Develops relationships with key people in other functions and at other levels Expresses disagreement tactfully and sensitively Helps people from diverse cultures/ backgrounds/ lifestyles succeed in the organization Creates an environment in which people from diverse backgrounds feel comfortable PERSONAL LEADERSHIP Establish Trust % 20% % 40% % 0% % 0% % 0% % 20% % 0% Accepts responsibility for own mistakes % 0% Encourages discussion of ethical considerations before decisions are made Shows consistency between words and actions % 0% % 0% Treats people fairly % 0% Sample 360 Group Report_17

19 Specific Question Results Skills / Behaviors PERSONAL LEADERSHIP Show Adaptability Adapts behavior in response to feedback and experience Deals constructively with own failures and mistakes Responds resourcefully to new demands and challenges Average Rating Not At All To A Little # of Responses to which skills are used To Some To A Great To A Very Great % Below Norm % Above Norm % 0% % 0% % 0% % 0% Seeks feedback to enhance performance % 20% Works effectively in ambiguous situations % 40% Sample 360 Group Report_18

20 Sample 360 Group Report KF Migration Testing-5.1 The PROFILOR for Mid-Level Leaders May 2015 Sample 360 Group Report_19