360 Degree Feedback Report For Andrew Sample February 2016

Transcription

1 360 Degree Feedback Report For Andrew Sample February 2016

2 INTRODUCTION This 360 Degree Feedback Questionnaire was created to get a measure of how you and others rate your performance against the Director expectations. It forms part of the pre-work to support your development planning as you enter the partner election process. This report allows you to see how your nominated respondents perceive you. We encourage you to accept others perceptions with a positive frame of mind and to remember that it has been offered with the intention of helping you plan your development. You are encouraged to share this report with your line partner and it should form the foundation for further conversations about your on-going development. How to read your report The key pointers to consider are: > Your overall average rating for each performance area > The variability of your ratings between different respondent groups > The comparison between your self-ratings and those of your different nominees > Any themes within the supplementary comments. In order to protect confidentiality, ratings from, groups of individuals will not be shown if there are less than 2 individuals answering in each category (with the exception of your line partner), but will be included in the calculation of the average rating for ALL respondents. The rating scale Within the 360 Degree Feedback Questionnaire, items are rated on a four point scale as shown below. Where there are groups of respondents, average scores are shown. Remember that you are being measured as a Senior Manager against the Director level behaviours. Key 5 Strongly Agree 4 Agree 3 Neither agree or disagree 2 Disagree 1 Strongly Disagree N/A Not close enough to comment 2016 Pearn Kandola LLP 2

3 DETAILED FEEDBACK Please note that all participant comments are in their original format and have not been altered or proof read for spelling or errors. Number of Respondents Partners 7 See below your ratings for each of the Director Expectations: TECHNICAL EXCELLENCE Respondents Average 4 BUSINESS DEVELOPMENT AND CLIENT RELATIONSHIPS 2016 Pearn Kandola LLP 3

4 PRACTICE MANAGEMENT PEOPLE 2016 Pearn Kandola LLP 4

5 DETAILED FEEDBACK See below your ratings for each of the individual skills and behaviours that fall within the CDF areas, followed by comments provided by your nominees. TECHNICAL EXCELLENCE Runs large projects with minimal support. Uses sound judgement and commercial acumen to develop solutions for clients. Respondents Average 4 Clearly communicates client expectations to the engagement team. Respondents Average Pearn Kandola LLP 5

6 Is the day-to-day point of contact for the client. Acts as a sounding board to others. Is able to balance risk with opportunity in line with the business strategy. Respondents Average Pearn Kandola LLP 6

7 BUSINESS DEVELOPMENT AND CLIENT RELATIONSHIPS Is the main point of contact for clients. Is seen as a trusted advisor by clients. Collaborates with others to develop solutions. Respondents Average Pearn Kandola LLP 7

8 Supports pitches and tenders. Colleagues 1 Keeps up to date with technical and business trends. Is beginning to cultivate new contacts and client relationships. Self 3 Colleagues 1 Direct Reports 3 Respondents Average 2 Builds both internal and external relationships with key individuals. Self 3 Direct Reports Pearn Kandola LLP 8

9 PRACTICE MANAGEMENT Assists junior managers to manage their time. Direct Reports 3 Encourages others to develop good time recording habits. Colleagues 1 Direct Reports 3 Respondents Average 2 Scopes matters accurately and profitably. Demonstrates financial discipline Pearn Kandola LLP 9

10 Manages clients expectations in terms of costs and scope. Colleagues N/A Respondents Average 4 & N/A Uses the firm's money and resources responsibly. PEOPLE Seeks opportunities to learn and develop. Colleagues 1 Demonstrates innovation. Self Pearn Kandola LLP 10

11 Freely shares knowledge and expertise when supervising others. Supervises others appropriately, setting objectives, maintaining an overview of work and coaching where necessary to improve performance. Colleagues N/A Respondents Average 4 & N/A Establishes open channels of communication with others at all levels within the firm. Is a positive role model and leads by example Pearn Kandola LLP 11

12 Earns the confidence and trust of others. Respondents Average 4 Sets high standards for performance and conduct for themselves and others. Respondents Average 4 Encourages collaboration with others to achieve team goals. Is personally committed to the firm's values and culture Pearn Kandola LLP 12

13 Values diversity, is fair and inclusive and intolerant of bad behaviour. Colleagues Pearn Kandola LLP 13

14 COMMENTS I have been particularly impressed by ANDREW SAMPLE because: Partners He is calm, decisive and combines intellectual ability with commercial acumen Andrew is commercially astute and detail conscious He sets himself very high standards and really drives himself - he is a great role model for junior members of the team. Colleagues He is excellent at managing client expectations and producing advice which is well tailored to the client in question. Direct Reports I enjoy working with Andrew and I have really appreciated the culture that he engenders in the team. His easygoing attitude makes him very approachable and in turn this means that I can learn from him much more effectively and makes work seem like less of a chore. He sets a great example of how to be a great consultant and team member. Excellent supervision of junior managers and trainees - sets objectives and clear timelines ANDREW SAMPLE would benefit from: Partners Allowing himself to be a little more relaxed and confident. Taking greater responsibility for the management of costs on transactions Working on some of his softer skills - his advice can be a little stark if delivered too concisely although is often the right advice Colleagues Sometimes taking a slightly less aggressive tone Being slightly more conscious of the heavy workloads of others he works with in other teams as his colleagues might not be able to respond as promptly as he would like due to this. Direct Reports Being given more leadership opportunities. Not sure 2016 Pearn Kandola LLP 14

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