Insight Report Individual Results

Transcription

1 Insight Reprt Individual Results Reprt Prepared Fr: Laura Leader Reprt Prepared On: Tuesday, December 05 Survey Respndents: 15 ut f 15 Self: 1 ut f 1 Leader(s): 1 ut f 1 Team Members: 9 ut f 9 Peer: 4 ut f 4 1 Leadership Cmptency Survey 2017 TalentKeepers. All rights reserved.

2 Insight Survey Results Insight is a 360-degree survey frmat that slicits input frm yu, and any f the fllwing grups invlved in the prcess: yur manager(s), team members and peers. The results fcus n imprtant leadership cmpetencies which are related t effective emplyee engagement behavir. The results f the survey illustrate hw yu perceive yurself, relative t the perceptins f yur team members, peers and manager(s) in regards t using talent management-riented behavirs with yur team. These ratings can be used t priritize yur develpment plan and valuable cmparisns are drawn in these areas where the varius survey respndents differed in their perceptins. The Insight Survey used by yur rganizatin may r may nt have all three rater grups: manager(s), peer and team member. Yur reprt will reflect the rater grups invlved in the prcess. What is Emplyee Engagement? Emplyee Engagement is yur emplyees' ability and willingness t cntribute t rganizatinal success, especially their willingness t give "discretinary effrt," ging beynd what is typically required in their psitin t make the rganizatin successful. Emplyee Engagement is an essential element f rganizatinal health and is the gal f strategic initiatives designed t imprve emplyee attitudes and retentin. This can be accmplished thrugh leadership, c-wrkers, jb/career satisfactin and a high perfrming rganizatin. Higher levels f emplyee engagement are linked t emplyee cmmitment, a high perfrming wrkfrce, satisfied and lyal custmers and a prductive and prfitable rganizatin. Understanding yur Results The results shw hw yur "self" ratings n key behavirs, cmpare t hw the grups invlved in the prcess, team members, peers and/r manager(s), view yur wrk behavirs. Sme f the results that yu receive might surprise yu, but please bear in mind that typically yu d nt have the benefit f receiving such straightfrward and hnest infrmatin frm the peple yu wrk with mst clsely. Raters were asked t indicate the extent t which they agree r disagree that yur behavirs are effectively perfrmed in each cmpetency. A higher rating is indicative f a greater degree f effectiveness bserved. The fllwing scale was used: 1 = Strngly Disagree 2 = Disagree 3 = Smewhat Disagree 4 = Smewhat Agree 5 = Agree 6 = Strngly Agree N/O = Nt Observed 2 Leadership Cmptency Survey 2017 TalentKeepers. All rights reserved.

3 Understanding Yur Reprt The Overall Scre: This scre cmbines the ratings f the grups invlved in the prcess, managers(s), team member and and/r peer, fr each cmpetency and will shw which cmpetencies and behavirs are yur biggest strengths and which are yur greatest areas f pprtunity fr develpment. The verall scre is evenly weighted between all respndent grups s each grup's rating has the same strength in the average. Lk fr surprises: The mst valuable utcme f this and any survey is t learn smething new. While reviewing yur results yu will cme acrss data that will fall int ne f the fllwing categries, which are labeled in each results table in the reprt: Gift: Gifts are results where yu were rated mre effectively than yu expected. Use this type f result t leverage yur strengths in engaging and retaining talent. : s are results where yu were rated abut as yu expected. Ask fr additinal feedback frm yur team n hw yu best imprve in areas where yu have the pprtunity t d s. Surprise: Surprises are results where unfrtunately, yu were rated less effectively than yu expected. Nbdy likes these types f surprises, but the gd news is that yu are nw aware f these areas and can fcus n imprving them. Surprises are the mst valuable results yu can receive, s d nt ratinalize r discunt them. Withut this knwledge, yu wuld cntinue behaving in yur nrmal way, unaware f the negative impact it was having n yur team. Lk fr Gaps: A gap is when there is a significant difference between the way yur team members view yu cmpared t yur manager(s). If managers were nt a part f the Insight prcess yur reprt will nt cntain the Gaps Sectin. It is imprtant t use gaps t better understand the behavirs that need t becme mre cnsistent acrss wrk grups. Gaps are listed at the end f each results table within the reprt. Fcus n Opprtunity fr Develpment Areas: The reprt highlights the cmpetencies and behavirs that are pprtunities fr develpment. These areas were scred lwer when cmpared t ther cmpetencies. This infrmatin prvides a specific area f fcus fr develpment and is labeled with an asterisk in each results table within the reprt. Overall Scre Gift Surprise Gap Develpment Areas Hw are the Results Determined? The average f all rater grups withut the self-rating. The scres are equally weighted s each grups rating has the same strength in the average. A respndent grup rating that is 1.00 r higher than the self-rating. A respndent grup rating that falls within the range f t 1.00 f the self-rating. A respndent grup rating that is 1.00 r lwer than the self-rating. A difference f 2.00 r greater between the leader rating and the team member rating. Develpment areas are labeled with an asterisk. They are the tw lwest ranked areas based n yur verall scre, as well as, areas with an verall scre f 2.0 r less. 3 Leadership Cmptency Survey 2017 TalentKeepers. All rights reserved.

4 Hw t Take Actin Set a Specific Fcus: Trying t change multiple behavirs at nce can becme verwhelming. As yu read yur reprt decide if yu want t leverage yur strengths, fcus n develpment areas, r cncentrate n bth types f ratings. Based n yur fcus fr grwth, select tw cmpetencies t wrk n fr yur develpment. Set Actin Planning gals: Cmplete the Actin Planning items within the guide t help yu incrprate what yu've learned frm the survey int yur daily wrk experiences with emplyees. Meet with yur manager: Schedule a meeting with yur manager t discuss yur current results, yur actin plan and yur gals. Be prepared t discuss (1) the factrs influencing yur current ratings, (2) hw yu set yur gals, and (3) what actins yu will take t meet yur gals. Share with yur manager yur plan fr hw yu will review these results with yur team and get his/her assistance in any areas in which yu may be uncmfrtable. Use this guide t cnduct a Team Meeting: Meet with yur team t discuss the results f this survey. This might seem intimidating, especially if yu have a number f areas t imprve. The great news is that yu dn't need t be prepared t tell yur team hw yu're ging t imprve. Yu just need t be prepared t ask questins n hw they wuld like yu t change. It is imprtant t get feedback frm all f yur team members. If yu have a team in which a few f the members tend t dminate discussins, it may be apprpriate t meet individually with each team member t ensure every team member can prvide yu with feedback. Here are sme tips fr discussing yur results with yur team: Thank yur team fr their participatin in taking the survey Review sme areas f strength and sme areas which are pprtunities fr develpment. Ask questins. Fr areas where yur team has indicated yu culd imprve, ask pen-ended questins regarding hw yu culd be mre effective in the area. A pwerful questin sequence is Start, Stp and Cntinue. Fr each imprvement area, yu simply ask team members t tell yu things/behavirs they wuld like yu t start, stp and cntinue. Use the suggestins yu receive frm yur team as part f yur actin plan Share sme f the actins yu will take based n the survey results. Prvide status t yur team n next steps and fllw thrugh n yur actin plan. Utilize the Twenty-One Day Salute:Research shws that when yu fcus yur attentin n perfrming a behavir fr 21 days, that behavir can becme a habit. Once yu have determined the cmpetencies yu want t fcus n, identify sme regular behavirs which yu can demnstrate every day. Write these behavirs dwn n the 21 Day Salute certificate prvided. Keep yur 21 Day Salute certificate in a prminent place in yur wrkspace as a reminder f yur gals. At the end f each day, mark ff a tab t track yur prgress and salute yur effrts tward becming an engaging leader. 4 Leadership Cmptency Survey 2017 TalentKeepers. All rights reserved.

5 Sectin I: Results Summary Leaders wh demnstrate the behavirs within the cmpetencies listed belw are mre engaging by their team and as a result, their emplyees perfrm better. The fllwing table lists the Leadership Cmpetencies in rder, based n verall scre, starting with yur strngest cmpetency and listed last are the cmpetencies that are develpment areas. Insight Survey Results Summary Leadership Cmpetency Overall Scre Cmmunicatr 5.0 Esteem Builder 4.8 Talent Finder 4.7 Climate Builder 4.7 Engaging & Retaining Generatin Y 4.6 High Perfrmance Builder 4.6 Trust Builder 4.6 Retentin Mnitr 4.5 Flexibility Expert 4.5 Retentin Expert 4.5 Talent Develper & Cach 4.5 Rater Self (4.3) Leader(s) (5.0) Team Members (5.0) Peer (4.9) Self (4.8) Leader(s) (4.5) Team Members (5.1) Peer (4.8) Self (4.5) Team Members (4.9) Peer (4.9) Self (4.3) Team Members (5.1) Peer (4.7) Self (4.3) Team Members (5.1) Peer (4.5) Self (4.0) Leader(s) (4.0) Team Members (4.9) Peer (4.8) Self (5.0) Team Members (5.2) Peer (4.4) Self (3.3) Leader(s) (4.5) Team Members (5.0) Peer (4.2) Self (4.8) Leader(s) (4.0) Team Members (5.2) Peer (4.4) Self (4.5) 1 Strngly Disagree 2 Disagree 3 Smewhat Disagree 4 Smwhat Agree 5 Agree 6 Strngly Agree Develpment Area Gift Gift * Team Members (4.9) * Peer (4.4) * Self (4.5) Leader(s) (4.0) * Team Members (4.8) * Peer (4.6) * 5 Leadership Cmptency Survey 2017 TalentKeepers. All rights reserved.

6 Thank yu fr yur interest in Insight. Request a prduct dem t see the full Insight reprt. Cntact us at slutins@talentkeepers.cm r call ext 124 t schedule yur dem.