Sample 360 Peer Evaluation Report

1
Overview: 25 responses received
Filter: ALL - 25 responses
Invited: 200 contacts
Responses: 25 received
Response Rate: 12.5%
Aout t!e 360 Peer Evaluation Report
This Report is a 360 proile o !o"r personalit!# s$ills and i%pact at !o"r &or$place as seen '!
!o"r collea("es and others in !o"r net&or$. )t is a snapshot o !o"r proessional indicators. 360
reports are "sed '! tho"sands o co%panies and %illions o proessionals aro"nd the &orld to (et
an o'*ective# o"tside vie& o personal peror%ance and pro(ress. +thers oten tell !o" thin(s
%ore o'*ectivel! than !o" can see or !o"rsel. ,se this report to see ho& !o" are seen
proessionall! '! others and to advance !o"r career. This report is private and only visible to
you.
-e reco%%end at least 30 co%pleted responses in order to (et a statisticall!-valid pict"re o
!o"r proessional standin(.
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"our #et Promoter Score
./00100100
$!at is t!is%
.et /ro%oter 0core is a research tool that can 'e "sed to (a"(e ho& li$el! people are to
reco%%end !o" to their collea("es and riends. )t &as introd"ced '! Reichheld in the 2003
1arvard 2"siness Revie&. 1 3 lo&est# 10 3 hi(hest. )t is "sed as an indicator or &ord-o-%o"th
%ar$etin(# repeat '"siness and or(anic (ro&th at a corporate level. At a personal level# it is "sed
as an indicator or career advance%ent prospects. The hi(her !o"r n"%'er# the %ore li$el! others
are to help !o" advance !o"r career '! spea$in( o !o" positivel!# reco%%endin( !o" to their
riends and other&ise 'ein( cond"cive to !o"r (ro&th.
Scale:
Red 40 to 55: 2A6.
+thers are not li$el! to help advance !o"r career. 7o" are vie&ed %ostl! ne(ativel! '! !o"r
net&or$. 7o" sho"ld atte%pt to connect 'etter &ith others# oster deeper relationships and 'e
positive. Treat the% as !o" &o"ld li$e to 'e treated !o"rsel. 2ein( %ore visi'le or pro%inent at
the &or$place &ill also help.
7ello& 45.1 to 8.05: +9
7o" are vie&ed as avera(e '! !o"r net&or$. 0o%e people %a! help advance !o"r career# &hile
others &ill not. This is &here 60% o the pop"lation alls. 7o" sho"ld oc"s on identi!in( those
individ"als &ithin !o"r net&or$ that thin$ ver! hi(hl! o !o" and or(in( deeper ties &ith the%.
-or$ %ore closel! &ith those that thin$ hi(hl! o !o". :ontin"e to 'e %ore "se"l to others# and
%ore pro%inent at &or$. ;ns"re !o"r eorts are noticed.
<reen 48.1 to 105: <R;AT
7o" are vie&ed ver! positivel! '! %ost o !o"r net&or$. =ost people see !o" so avora'l! that
the! &ill help advance !o"r career &ith (lo&in( reco%%endations# introd"ctions and
connections. The! spea$ o !o" &ell even &hen !o" are not there. :o%panies that achieve this
score (et ne& c"sto%ers si%pl! thro"(h &ord-o-%o"th '">>. 7o" &ill si%ilarl! (et *o' oers#
partnership re?"ests or other ne& opport"nities ro% !o"r net&or$ ro% ti%e to ti%e. 9eep
doin( &hat !o" are doin( - !o"r &or$ net&or$ loves !o" and val"es !o" hi(hl!@
$!o uses it%
./0 is "sed '! tho"sands o co%panies incl"din( Apple# <;# )nt"it# :harles 0ch&a' and
A%erican ;Apress. :o%panies "se it to (a"(e c"sto%er satisaction# as &ell as or e%plo!ee
eed'ac$.
Accurac&
.et /ro%oter 0core is one o the tools "sed in this report and contains a si(niicant de(ree o
error 'ased on ho& %an! people have responded to !o"r s"rve!# as &ell as !o"r proession.
0o%e roles and proessions are easier to rate than others. 4e(. 0ales eAec vs. Fine Art5. Ta$e !o"r
./0 score in relation to all the other %etrics on this report. ./0 is also no %ore statisticall!
si(niicant or predictive than si%ilar B1o& li$el! are !o" to...B ?"estions# '"t is preerred d"e to
its si%plicit! and &idespread "se.
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"our 'ominant $or( Personalit& )&pe
Enterprisin* +3
:o%petitive# pers"asive# ener(etic# &or$s &ell o"tside-the-'oA.
Secondar& Personalit& )&pes
0ocial: :o-operative# tea% pla!er# 'est in (ro"p environ%ents# helpin( hand. A3
Realistic: Li$es to (et thin(s done# practical# sta'le# res"lts-oriented. A3
Investi*ative: /reers strate(!# thin$in(# or(ani>in(# anal!tical# c"rio"s. A2
Artistic: )%a(inative# artistic# disorderl!# e%otional# ori(inal. A2
:onventional: /recise# r"le-oriented# orderl!# &or$s &ell in hi(hl! str"ct"red environ%ents. A1
$!at is t!is%
1olland +cc"pational The%es 4R)A0;:5# developed '! the late ps!cholo(ist Cohn L. 1olland#
reers to a theor! o careers and vocational choice 'ased "pon personalit! t!pes. ;ach letter or
code stands or a partic"lar Bt!peB: Realistic 46oers5# )nvesti(ative 4Thin$ers5# Artistic
4:reators5# 0ocial 41elpers5# ;nterprisin( 4/ers"aders5# and :onventional 4+r(ani>ers5. 1ollandDs
research sho&s that personalities see$ o"t and lo"rish in career environ%ents the! it in.
1olland also &rote o his theor! that Bthe choice o a vocation is an eApression o personalit!B.
This helps !o" deter%ine &hat personalit! others see !o" as# and &hat sort o proessions or
roles !o" %a! 'e nat"rall! (ood at 'ased on !o"r t!pe.
Scale:
There are 6 personalit! t!pes "nder 1olland +cc"pational The%es 4R)A0;:5. There is no
B(oodB or B'adB# or ri(ht or &ron( ans&er. ;ver! t!pe is nat"rall! 'etter at certain roles than
others. This does not !o" cannot s"cceed at other roles. )t sho&s areas &here !o" have a nat"ral
advanta(e.
Realistic: Li$es to (et thin(s done# practical# sta'le# res"lts-oriented.
Investi*ative: /reers strate(!# thin$in(# or(ani>in(# anal!tical# c"rio"s.
Artistic: )%a(inative# artistic# disorderl!# e%otional# ori(inal.
Social:: :o-operative# tea% pla!er# 'est in (ro"p environ%ents# helpin( hand.
Enterprisin*: :o%petitive# pers"asive# ener(etic# &or$s &ell o"tside-the-'oA.
,onventional: /recise# r"le-oriented# orderl!# &or$s &ell in hi(hl! str"ct"red
environ%ents.
#atural-.it Roles
As a D0ocialD# !o" are 'etter-s"ited 'ased on !o"r personalit! t!pe at the ollo&in( roles:
E
Personalit& /atc!es
/ersonalit! <raphRealistic)nvesti(ativeArtistic0ocial;nterprisin(:onventional
Personalit&
)&pe
,ompatile $or( Environments 0east ,ompatile $or(
Environments
Realistic
)nvesti(ative
:onventional
0ocial
)nvesti(ative
Realistic
Artistic
;nterprisin(
Artistic
)nvesti(ative
0ocial
:onventional
0ocial
Artistic
;nterprisin(
Realistic
;nterprisin( 0ocial )nvesti(ative
Personalit&
)&pe
,ompatile $or( Environments
0east ,ompatile $or(
Environments
:onventional
:onventional
;nterprisin(
Realistic
Artistic
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"our /ost $ell-1nown )raits
Relies on ("t or...2"ilds tr"st F cr....at"ral leader6etail-orientedRelia'le# ollo&s-...Gotes
$!at is t!is%
These are !o"r %ost-noticed characteristics '! !o"r proessional net&or$. These sho& !o"r
stren(ths. For career advance%ent and speciali>ation# it is (enerall! a (ood idea to ta$e "p roles
and pro*ects that pla! to !o"r $e! stren(ths# also $no&n as Bs&i%%in( "pstrea%B. This can also
(ive !o" a %ore o'*ective assess%ent o &hat !o"Dre (ood at# since sel-eval"ations are "s"all!
hi(hl! 'iased.
Scale:
Respondents can pic$ ro% a lar(e selection o traits# and can pic$ %ore than one. Traits that are
relective o !o"r proessional proile &ill (et sho&n here.
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2ow &our #etwor( 3eels aout &our ,ompan&4s prospects
:/010H.H
$!at is t!is%
This is a %eas"re o ho& !o"r net&or$ sees !o"r co%pan!Ds (ro&th and inancial prospects in
the neAt 12 %onths. )t is an o"tsiderDs opinion o ho& !o"r co%pan! is doin(. This is ho& people
in the ind"str! and !o"r net&or$ see the place !o" &or$ at.
Scale:
1=lowest 5=highest
Red 41 to 2.55: 2ad. ;Apect the co%pan! to shrin$ or s"er si(niicantl!. :o%%ercial losses.
La!os. Re- str"ct"rin(. ;Apect prod"cts to lose %ar$et share or ail. /ossi'le 'an$r"ptc!# re-
inancin( or sh"tdo&n do&n the road "nless thin(s chan(e. The co%pan! re?"ires si(niicant
o"tside help to i%prove or contin"e "nctionin(. =i(ht 'e ti%e to start loo$in( or another *o'.
7ello& 42.6 to E5: +9. ;Apect the co%pan! to (ro& %odestl! &ith li%ited s"ccesses. I0% o
co%panies are in this >one. :o%pan! &ill contin"e to do &ell and &in in so%e areas. :o%pares
%ostl! avora'l! &ith co%petition. =odest hirin( and eApansion. 0ta'le o"tloo$. 7o" can sta!
&ith this co%pan! or several !ears i !o"Dd li$e.
<reen 4E.1 to 55: <reat@ ;Apect the co%pan! to (ro& ast# (ain %ar$et share ro% co%petitors
ver! ?"ic$l!. /rod"cts are alread! doin( s"per'l! &ell. -innin( $e! acco"nts. <reat /R or &ell-
reco(ni>ed 'rand. -ill o"t- peror% the ind"str! or %ar$et it is in. 7o"r career &ill (et a h"(e
'oost *"st '! 'ein( at this co%pan!.
I
2ow &our #etwor( 3eels aout "our ,areer prospects
:/010H.8
$!at is t!is%
This is a %eas"re o ho& !o"r net&or$ sees !o"r personal career prospects in the neAt 12
%onths. )t is an o"tsiderDs opinion o ho& s$illed# val"a'le and "se"l !o" are co%pared to others
in !o"r role or proession. This ratin( %a! 'e inl"enced so%e&hat '! prospects or !o"r
co%pan! or ind"str! at lar(e.
Scale:
1=lowest 5=highest
Red 41 to 2.55: 2ad. 7o"r s$ills# "se"lness and val"e are less than si%ilar proessionals in !o"r
ield. 7o"r net&or$ thin$s that !o" are la((in( 'ehind others# and over ti%e# these dierences
&ill (ro& lar(er and !o" &ill all 'ehind. Foc"s on the 'asics and tr! to i("re o"t &here !o" are
la((in( and &h!. )tDs never too late to start i%provin(.
7ello& 42.6 to E5: +9. 7o" are avera(e or a little a'ove-avera(e co%pared to si%ilar
proessionals in !o"r ield. 7o"r net&or$ thin$s !o" co%pare avora'l! to others and &ill en*o!
%odest s"ccesses in the neAt 12 %onths. 0ta'le career advance%ent prospects. 7o" are respected
'! !o"r collea("es and val"ed or !o"r contri'"tions. Foc"s on !o"r $e! stren(ths to contin"e
i%provin(.
<reen 4E.1 to 55: <reat@ 7o" are &ell a'ove-avera(e co%pared to si%ilar proessionals in !o"r
ield. 7o"r collea("es thin$ !o" &ill hit it o"t o the par$ and are a roc$star at &hat !o" do. 7o"
are ver! &ell-respected in !o"r ind"str! or proession# perhaps even holdin( cele'rit!-li$e stat"s.
<ettin( to the top is easier than sta!in( at the top ho&ever# and !o" &ill need to $eep &or$in(
hard to sta! &here !o" are.
8
$!at can &ou most improve upon%
Attit"de at &or$Relia'ilit!1ard &or$<ettin( st" doneFoc"s0harpenin(
s$ills6isciplineLeadin( '! eAa%ple28.6%I.1%I.1%I.1%I.1%I.1%1E.3%21.E%
$!at is t!is%
.o'od! is perect# not even 2ill <ates or 0teve Co's. These are areas &here !o"r collea("es eel
!o" can i%prove. 2! oc"sin( on so%e o these areas# !o" can si(niicantl! i%prove !o"r lie at
&or$ and !o"r relationships &ith !o"r collea("es. This &ill help !o" 'eco%e %ore &ell-ro"nded
and 'alanced# and address an! Bro"(h ed(esB that ha%per !o"r a'ilit! to &or$ &ith others.