Development Progress Report

Transcription

1 Development Progress Report Pat Sample T2C - The PROFILOR for Mid-Level Leaders KF Migration Testing May 2015 Time2Change is an instrument developed to provide feedback on development progress. 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 by 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 Time2Change Progress Report provides feedback about the progress you have made in pursuing your development goals. It assesses behavior change based on questionnaires completed by yourself and the respondents you selected (e.g., bosses, peers/colleagues, direct reports). The feedback is organized into the following sections: Specific Question Results - Items Selected by the Participant: This section shows your change ratings for each behavior you chose as a strength to leverage or as a development need. Comments: This section includes additional information provided by your respondents about changes observed in your behavior. Breaking Through Development Barriers: This section is based on your responses and provides an analysis of obstacles to your development. It also shows suggestions for how to overcome those obstacles. Respondent Status Table The Respondent Status Table summarizes the number of respondents from each perspective group that provided feedback for you. To protect anonymity, ratings are reported as averages except for bosses; Boss ratings are identifiable. Perspective Abbreviation Reported Self Self 1 Boss A Boss A 1 Boss B Boss B 1 Direct Reports Dir Rpt. 2 Peers/Colleagues Peers 2 Boss A: Tina Boss Boss B: Boss Approver Pat Sample 1

3 Specific Question Results This section shows the extent of change you and your respondents perceive for each of the selected behaviors. All items are listed in RANK order. Your own self-rating is listed in the SELF column. To calculate the AVERAGE rating made by other respondents, each respondent group was given equal weight. The average does not include your own rating. Understanding Your Results: A rating of 3.50 is at the 50th percentile relative to others who have participated in Time2Change. If your rating is 3.50 or greater (shaded green) you have demonstrated significant positive change. Your efforts to improve have been noticed in these areas. Take time to celebrate your accomplishment. As a next step, you may want to solicit additional feedback from a boss, mentor, or coach about how to further leverage your new skill, take your skill to the next level, or identify a new development opportunity. Ratings between (shaded yellow) indicate areas where no noticeable or limited change has been observed. A rating of 1.74 is at the 10th percentile relative to others who have participated in Time2Change. Ratings lower than 1.75 (shaded red) indicate areas where respondents perceive some decline on that skill area. If you received ratings below 3.50 in any skill area, especially if you have been actively working on that skill area, you may want to solicit additional feedback from a boss, mentor, coach, or coworker you trust to find out what is working and what you could be doing differently. Reasons for lower than expected ratings include the following: You may have developed new skills, but not had an opportunity to demonstrate these new skills sufficiently to the people who rated you. You may be investing a great deal of developmental effort, but not in the appropriate direction in this case, taking a different approach to developing the skill may be in order. You may be overusing the skill to the point that it is perceived as a new development problem. You may be encountering obstacles in your development. Review your Development Pipeline results later in this report to understand how you can break through these obstacles. Pat Sample 2

4 Specific Question Results Extent to which you have changed Items You Selected to Leverage as Strengths Self Boss A Boss B Dir Rpt. Peers AVG RANK Provides challenging assignments to facilitate individual development (Develop Others) Shows consistency between words and actions (Establish Trust) Continually searches for ways to improve customer/client service (Meet Customer Needs) Gives clear, motivating, and constructive feedback (Develop Others) Impresses customers with exceptional service or work (Meet Customer Needs) *** Item not scored due to insufficient data DEGREE OF CHANGE RATING RANGE Change for the worse Less than 1.75 No change Slight positive change Noticeable positive change Dramatic positive change 4.25 or greater Pat Sample 3

5 Specific Question Results Extent to which you have changed Items You Selected to Develop Self Boss A Boss B Dir Rpt. Peers AVG RANK Seeks feedback to enhance performance (Show Adaptability) Establishes aggressive goals and drives for results (Show Drive and Initiative) Tackles problems head-on and works to resolve them without delay (Show Drive and Initiative) Expresses disagreement tactfully and sensitively (Establish Relationships) Develops relationships with key people in other functions and at other levels (Establish Relationships) *** Item not scored due to insufficient data DEGREE OF CHANGE RATING RANGE Change for the worse Less than 1.75 No change Slight positive change Noticeable positive change Dramatic positive change 4.25 or greater Pat Sample 4

6 Comments This section reports additional comments provided by your respondents when they completed the questionnaire. This input can help you gain further understanding of the ratings you received. Comments are reported as they were written, without editing. Give a brief example of how this person has successfully improved in the areas they have asked you to rate. Boss A Boss B Comment 1 Direct Reports Peers/Colleagues Comment 1. Give a brief example of something this person did that indicated a need for continued improvement. Boss A Boss B Comment 2 Direct Reports Peers/Colleagues Comment 2. Comments have not been edited and are printed as they were typed by your respondents. Pat Sample 5

7 Comments This section reports additional comments provided by your respondents when they completed the questionnaire. This input can help you gain further understanding of the ratings you received. Comments are reported as they were written, without editing. What other comments do you have to aid in this individual's insight and development? Boss A Boss B Comment 3 Direct Reports Peers/Colleagues Comment 3. Comments have not been edited and are printed as they were typed by your respondents. Pat Sample 6

8 Breaking Through Development Barriers Necessary Conditions for Your Personal Development Korn Ferry research indicates that successful behavior change requires certain conditions. This research has identified five essential conditions for development to occur. These five conditions make up the Korn Ferry Development Pipeline. Insight Do you know what you need to do to develop? People need to understand what the organization needs from them, how others view them, and their own abilities. Motivation Are you willing to invest the time and energy to develop? People need to see the value of investing in development. When people have a personal incentive for development, they are more committed to investing time and energy. Capabilities Do you know how to acquire the skills and knowledge you need? People need to know how to gain access to useful resources for development. Real-world Practice Do you have opportunities to try new skills at work? People need to apply what they have learned in real situations then solidify their learning by reflecting on these experiences. Accountability Do you internalize your new capabilities to actually improve performance and results? Ultimately, new capabilities need to become incorporated into people s regular work repertoire. This is most likely to occur when there is personal or organizational accountability to help sustain commitment. A wide pipeline allows for development to flow smoothly. Narrow sections of the pipeline create blocks that slow down and inhibit development. Your personal Development Pipeline (on the following page) shows the conditions that may pose constraints or obstacles for your development. Pat Sample 7

9 Your Development Pipeline Insight Motivation Capabilities Real-world Practice Accountability Development Pipeline Diagnosis Your self-ratings for each section/segment of the Development Pipeline are provided below. Suggestions for breaking through development barriers are provided after your self-ratings. Insight 3.50 I know what capabilities I need to develop in order to be successful on the job I receive honest, useful feedback about my development needs Motivation 2.50 I regularly devote time and energy toward my development The organization makes it worthwhile for me to develop Capabilities 2.50 I have access to resources that can help improve my skills My organization invests in helping me learn new things Real-world Practice 3.50 I have sufficient opportunities to apply new skills at work My organization expects me to stretch beyond what I have been doing to apply what I have learned. Accountability 2.50 I feel accountable for developing skills that improve my performance The organization holds me accountable for developing my capabilities = Strongly Disagree 2 = Disagree 3 = Neutral/Neither Disagree nor Agree 4 = Agree 5 = Strongly Agree Pat Sample 8

10 Suggestions for Breaking Through Development Barriers Below are suggestions for addressing each section/segment of your Development Pipeline that may be constrained. Choose the suggestions that are most appropriate for your situation to help you break through the barriers to your development. Constrained condition - Motivation: Spend time clarifying your goals and values. Ask yourself what motivates you; what things matter most to you at work. Once you have identified your goals and values, consider where development will provide the greatest benefit for you, both short-term and long-term. You will be more interested in pursuing development activities if your development priorities are important to you. Talk to your boss, boss's boss, and human resources representative to determine what types of contribution are going to be most valued in the future. Specifically, find out what kind of development they are willing to invest in and what kinds of rewards might follow. Ask yourself what will happen if you don't develop. Will it stand in the way of your success on the job? Could it interfere with your long-term career goals? Conduct a return-on-investment analysis for various development efforts. Consider the value you will get compared to the time and effort you must invest. Focus your development on areas where your cost and effort are low relative to the payback. Enlist the help of others. You will be more motivated to work on your development with the support and guidance of a coach or mentor. Constrained condition - Capabilities: Identify the most appropriate method of developing the skills or knowledge you need. For some skills, reading books or attending classes or a training program may be most effective. For other development priorities, seeking the help of a coach, role model, or mentor may be more appropriate. Seek the help of a development resource in your organization to identify the best way of acquiring the specific skills and knowledge you need. Your boss or human resources representative may be able to help you with this, or seek someone who is clearly effective in the area in which you are interested. Watch people who are good at something you want to develop. Incorporate the specific tactics that seem most useful and see how they work for you. Constrained condition - Accountability: Make specific commitments for development activities and share them with someone who will hold you accountable. Follow up at agreed-upon intervals to monitor your progress and get feedback. Seek information and feedback to measure your own progress. Get feedback on an ongoing basis as well as at major milestones. Partner with someone who is working on their own development and hold each other accountable. Review your development goals or commitments with your boss, coach, or mentor, and agree upon key development milestones and target dates. Build your development goals into your business goal-setting and performance review process. Pat Sample 9