Report Personal Effectiveness i360
Name Test Candidate
Table of contents
1. 2. 3. 4. 5. Introduction Strength/weakness analysis Feedback open questions Overview competences Personal development plan
Introduction
Here is the rapport of the Personal Effectiveness i360. In this report your data and the data of other the respondents is processed.
Strength/weakness analysis
First you find a strength/weaknesses analysis. In this part is indicated which competences are rated relatively high and low by you and your respondents. You can also see whether you and your respondents agree or differ on the ratings of the various competences. You can use this information for your personal development plan.
Results
The results section starts with the answers to the open questions. After that you will find the graphical presentation of the results. This presentation starts with a summary of all the competences and is followed by a detail view per competence in which all results of the individual behavioral indicators per are shown.
Personal development plan
Eventually you can create a personal development plan by indicating the competences or aspects from competences you want to improve. Using this you can direct your own personal growth.
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Respondents
The following persons are registered as respondents for this 360 degree feedback survey. The status of each respondents is shown as well : Self Others Test Candidate Test Respondent1 Test Respondent2 Completed Completed Completed
Explanation of the used numbers
In this report, numbers are used to indicate the degree of presence for a competence. The numbers have the following meaning : 1 2 3 4 5 N Employee invariably under performs and does not meet the expectations in this area. Employee could perform better in this area. The employee does not always reach the desired level. Employee performs as excepted in this area. Employee performs well and exceeds the expectations in this area. Employee invariably performs excellent in this area and belongs to the top. When the competence is not applicable or has not been observed, N is selected.
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2 Strength/weakness analysis
In this section all the results of the 360 degree feedback survey are shown. In section 2.1 a strengths/weaknesses analysis of the competences is presented. For each respondent group the relatively strongest and weakest competences based on the average score are shown. A maximum of three strong and three weak indicators are shown and the score is indicated between brackets. This overview provides insight of your relatively strong and weak competences according to yourself and the respondents. In section 2.2 and 2.3 a similar analysis of the behavorial indicators is included. The behaveriol indicators are questions from the survey. Based on the average of all respondents, the highest and lowest indicators are shown. A maximum of fifteen strong and weak indicators are shown. After each of the behavorial indicators the corresponding competence is shown. This overview gives you more detail information about your strength and weaknesses. And finally in section 2.4 the biggest differences between you and the other respondents are shown. Good luck with your analysis!
2.1 Detail overview
Relatively strong Self Others Planning and organizing (3.8) Flexibility (3.5) Planning and organizing (3.4) Flexibility (3.2) Relatively weak Appearance (2.8) Decisiveness (3.0) Appearance (2.9) Decisiveness (3.0)
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2.2 Overview strong behavioral indicators
Avg 1 2 3 4 5 6 7 8 9 Is able to find anything in their workstation, has oversight. Makes a sincere and credible impression. Structures information, creates oversight for others. Sees opportunities in new situations Takes decisions based on priorities Keeps their eye on opportunities despite setbacks. Does not despair in tough situations. Is flexible in new situations Keeps a cool head during personal blame. 4.8 4.2 4.2 4.0 3.8 3.5 3.5 3.5 3.5 S 5.0 4.0 5.0 4.0 4.0 4.0 3.0 4.0 4.0 O 4.5 4.5 3.5 4.0 3.5 3.0 4.0 3.0 3.0
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2.3 Overview weak behavioral indicators
Avg 1 2 3 4 5 6 7 8 9 Is prominently and actively present during meetings and gatherings. Makes a positive impression with powerful actions. Correctly estimates the amount of time an activity will take. Dares to take decisions in uncertain situations Is not disconcerted by resistance. Is able to constructively and smoothly handle disappointments or personal setbacks. Actively searches for ways to keep performing effectively under changing circumstances Dares to confront others. Improvises, in unexpected situations 1.8 2.0 2.0 2.2 2.8 3.0 3.0 3.0 3.0 S 2.0 2.0 2.0 2.0 3.0 3.0 3.0 3.0 3.0 O 1.5 2.0 2.0 2.5 2.5 3.0 3.0 3.0 3.0
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2.4 Differences between yourself and respondents
This section shows the competences and behavioral indicators for which your rating differs the most from your respondents' ratings. First the competences which you rated lower and higher then the others are shown. Then the behavorial indicators are shown, first the ones which you rated lower than the respondents, then the ones which you rated higher than the respondents. A maximum of three competences and eight behavioral indicators are shown. Others higher Competences Appearance (+0.1) Others lower Planning and organizing (-0.4) Flexibility (-0.2)
Others higher
Behavioral indicators
Does not despair in tough situations. Works in a structured and planned manner, with clear and concrete objectives. Dares to take decisions in uncertain situations Shows faith in their personal qualities. Makes a sincere and credible impression. Others lower
Behavioral indicators
+1.0 +0.5 +0.5 +0.5 +0.5
Structures information, creates oversight for others. Keeps their eye on opportunities despite setbacks. Keeps a cool head during personal blame. Is flexible in new situations Takes decisions based on priorities Is not disconcerted by resistance. Is able to find anything in their workstation, has oversight. Is prominently and actively present during meetings and gatherings.
-1.5 -1.0 -1.0 -1.0 -0.5 -0.5 -0.5 -0.5
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3 Feedback open questions
The respondents answered one or more open questions. The answers are shown literally. Question 1 Response What are my strong points? 1 You are very structured and finish things on time.
Question 2 Response
What could I do differently? 1 You could be more present during meetings.
Question 3
Do you have other suggestions for me?
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4 Detail overview
4.1 Overview ratings per competence
Here are the competence scores ordered by respondent group. The respondent groups are : SELF OTHERS A Decisiveness Able to take fast and adequate decisions B Flexibility Able to change their behavior in order to effectively and purposefully act under various and changing circumstances C Stress tolerance Able to maintain functioning effectively even under stressful circumstances D Perseverance Aiming to complete affairs which are already started, even after setbacks. E Planning and organizing Able to plan and organize activities and work. F Appearance Able to make a powerful, professional impression on others. S OT 2.8 2.9 S OT 3.8 3.4 S OT 3.2 3.1 S OT 3.0 3.0 S OT 3.5 3.2 S OT 3.0 3.0 S OT
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G
Assertiveness Defends personal points of view, even when those are under pressure by the environment. S OT 3.2 3.0
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4.2 Overview ratings per behavioral indicator
A
Decisiveness SELF OTHERS Able to take fast and adequate decisions S OT S OT S OT S OT S OT S OT 3.0 3.0 4.0 3.5 3.0 3.0 3.0 3.0 2.0 2.5
1
Takes decisions based on priorities Takes a decision which means taking personal risk Takes decisions and executes them Dares to take decisions in uncertain situations
2
3
4
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B
Flexibility SELF OTHERS Able to change their behavior in order to effectively and purposefully act under various and changing circumstances S OT
S OT
3.5 3.2
1
Actively searches for ways to keep performing effectively under changing circumstances Improvises, in unexpected situations Is flexible in new situations
S OT S OT S OT S OT
3.0 3.0 3.0 3.0 4.0 3.0 4.0 4.0
2
3
4
Sees opportunities in new situations
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C
Stress tolerance SELF OTHERS Able to maintain functioning effectively even under stressful circumstances S OT S OT 3.0 3.0
1
Is able to constructively and smoothly handle disappointments or personal setbacks. Creates peace and clarity during hectic circumstances. Indicates limits, dares to say she/he has no time. Keeps a cool head and efficiently functions under time pressure.
S OT S OT S OT S OT
3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0
2
3
4
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D
Perseverance SELF OTHERS Aiming to complete affairs which are already started, even after setbacks. S OT S OT S OT S OT S OT S OT 3.2 3.1 3.0 4.0 3.0 2.5 4.0 3.0 3.0 3.0
1
Does not despair in tough situations. Is not disconcerted by resistance. Keeps their eye on opportunities despite setbacks. Is able to continue working in a disciplined matter even in less challenging situations.
2
3
4
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E
Planning and organizing SELF OTHERS Able to plan and organize activities and work. S OT S OT S OT S OT S OT S OT 3.8 3.4 2.0 2.0 3.0 3.5 5.0 3.5 5.0 4.5
1
Correctly estimates the amount of time an activity will take. Works in a structured and planned manner, with clear and concrete objectives. Structures information, creates oversight for others. Is able to find anything in their workstation, has oversight.
2
3
4
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F
Appearance SELF OTHERS Able to make a powerful, professional impression on others. S OT S OT S OT S OT S OT S OT 2.8 2.9 2.0 2.0 3.0 3.5 2.0 1.5 4.0 4.5
1
Makes a positive impression with powerful actions. Shows faith in their personal qualities. Is prominently and actively present during meetings and gatherings. Makes a sincere and credible impression.
2
3
4
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G
Assertiveness SELF OTHERS Defends personal points of view, even when those are under pressure by the environment. S OT S OT S OT S OT S OT S OT 3.2 3.0 3.0 3.0 4.0 3.0 3.0 3.0 3.0 3.0
1
Dares to say no. Keeps a cool head during personal blame. Dares to confront others.
2
3
4
Defends their own rights.
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5 Personal development plan
The 360 degree feedback gives you insight in your competences. This self insight becomes really valuable when it is used to strengthen your personal development. A good method to do this is to create a personal development plan, it is preferred to consult this with a coach, an hr representative or your manager before you start. There are different formats for personal development plans, perhaps your organisation has or prefers a certain template. Below you will find examples of common questions in a personal development plan.
What is your career goal in the long term? (5 to 10 years)
What is your career goal in the short term? (1 to 2 years)
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What are your motives for those goals? What drives you?
Which results of the report strikes you with regard to your goals.
In which competences do you want to or have to develop to realise your career goals? Please name the competences and the corresponding behavorial indicators.
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Which concrete actions will you take to achieve this? E.g. courses, experiments, asking feedback.
With whom do you want to evaluate your progress and when?
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