360 Feedback Gap Analysis for Sample Person

Changes in feedback scores between 4/18/2008 and 4/10/2009

Response Summary
Previous Feedback: Date: 4/18/2008 Number of Raters: anager!s": #eers: Direct Re%orts: 'thers: Curren Feedback: Date: 4/10/2009 Number of Raters: anager!s": #eers: Direct Re%orts: 'thers:

10 2 $ & 0

$ 1 2 2 0

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%re2ious score

current score

!i""es #ncreases $ All Ra ers

32 31 0 41 42

C%arac er 5 12oids bias in attitude or treatment of %eo%+e !uildin" &alen 5 De2e+o%s career %aths for ta+ented em%+o(ees 'eaders%ip()o iva ion 5 Recogni7es honest mistakes as +earning e8%eriences 'eaders%ip()o iva ion 5 Creates an atmos%here that ins%ires others to achie2e at a higher +e2e+ C%arac er 5 '%en to feedback and criticism 'eaders%ip()o iva ion 5 9n2o+2es em%+o(ees in decisions C%arac er 5 1cce%ts res%onsibi+it( for own mistakes !uildin" &alen 5 Consistent+( hires %eo%+e that fit with :ob and team #n erpersonal 5 ,rings conf+icts into the o%en for reso+ution

&0$ &06 &04 &06 &09 &09 &08 &0; &0$

n<10

4 402 &08 4 402 402 4 &08 &08

n<$

!i""es *ecreases $ All Ra ers

32 31 0 41 42

C%arac er 5 *ffecti2e+( manages stress and bounces back from frustration and setbacks C%arac er 5 Can be trusted with sensiti2e information +,ecu ion 5 *stab+ishes %rocedures when necessar( +,ecu ion 5 *nforces Com%an( %o+icies consistent+( -no.led"e(S ra e"ic 5 =nderstands budgets and financia+s C%arac er 5 *ager+( %ursues new know+edge. ski++s. and methods +,ecu ion 5 De2e+o%s and tracks %erformance measures +,ecu ion 5 -trong+( resu+ts3oriented +,ecu ion 5 anages own time effecti2e+(

401 408 40$ 406 40; 40; 402 40$ 401 40$ 40$ 404
n<10

&0& 4 &08 4 4 4 &06 4 &06 402 402 4

n<$

#nnova ion(C%an"e 5 9s not afraid to take risks -no.led"e(S ra e"ic 5 =nderstands our industr( and the market -no.led"e(S ra e"ic 5 =nderstands how the business makes mone(

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!i""es #ncreases $ *irec Repor s

32 31 0 41 42

%re2ious score

current score

!uildin" &alen 5 akes %erformance re2iew a meaningfu+ e8%erience C%arac er 5 '%en to feedback and criticism C%arac er 5 12oids bias in attitude or treatment of %eo%+e C%arac er 5 1cce%ts res%onsibi+it( for own mistakes !uildin" &alen 5 >nows em%+o(ee needs for de2e+o%ment 'eaders%ip()o iva ion 5 Recogni7es honest mistakes as +earning e8%eriences 'eaders%ip()o iva ion 5 9n2o+2es em%+o(ees in decisions !uildin" &alen 5 ?i2es feedback accurate+(. time+( and fair+( !uildin" &alen 5 Consistent+( hires %eo%+e that fit with :ob and team !uildin" &alen 5 De2e+o%s career %aths for ta+ented em%+o(ees +,ecu ion 5 @o++ows through on commitments 'eaders%ip()o iva ion 5 Recogni7es em%+o(ee contributions and ideas

& & & 206 &06 206 &06 &0& &0& &0& &0& &0&
n<&

4 4 4 &0$ 40$ &0$ 40$ 4 4 4 4 4

n<2

!i""es *ecreases $ *irec Repor s

32 31 0 41 42

C%arac er 5 Can be trusted with sensiti2e information +,ecu ion 5 *nforces Com%an( %o+icies consistent+( #nnova ion(C%an"e 5 9s not afraid to take risks +,ecu ion 5 *stab+ishes %rocedures when necessar( -no.led"e(S ra e"ic 5 =nderstands budgets and financia+s +,ecu ion 5 -trong+( resu+ts3oriented -no.led"e(S ra e"ic 5 =nderstands how the business makes mone( C%arac er 5 *ager+( %ursues new know+edge. ski++s. and methods #nnova ion(C%an"e 5 1da%ts to change generated b( others -no.led"e(S ra e"ic 5 Considers the +ong3term im%act of decisions made toda( +,ecu ion 5 anages own time effecti2e+(

406 $ $ $ $ 406 406 406 406 406 4 $

n<&

&0$ 4 4 4 4 4 4 4 4 4 &0$ 40$

n<2

#nnova ion(C%an"e 5 /eads and faci+itates %rocess im%ro2ement

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&

# em Scores $ All Ra ers

< 4/10/2009 < 4/18/2008

#oor

!$ res%onded" !10 res%onded"

'utstanding

%re2ious score

current score

#nnova ion(C%an"e 5 /eads and faci+itates %rocess im%ro2ement +,ecu ion 5 #rom%t+( res%onds to %hone ca++s and reAuests !uildin" &alen 5 De2e+o%s career %aths for ta+ented em%+o(ees C%arac er 5 '%en to feedback and criticism -no.led"e(S ra e"ic 5 =nderstands our industr( and the market #nnova ion(C%an"e 5 1da%ts to change generated b( others #nnova ion(C%an"e 5 9s not afraid to take risks 'eaders%ip()o iva ion 5 9n2o+2es em%+o(ees in decisions !uildin" &alen 5 *m%hasi7es continuous +earning and retraining +,ecu ion 5 akes time+( decisions

40$ 402 &06 &09 40$ 40$ 40$ &09 40& 401 40$ 4 402 &0$ 4 402 &09 401 401 40& &08 408 402 404 40; &09 4 40& 40; 401 402

40& 402 402 402 402 402 402 402 402 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

4

+,ecu ion 5 -trong+( resu+ts3oriented +,ecu ion 5 @o++ows through on commitments #n erpersonal 5 Recogni7es the 2a+ue of %eo%+e with different ta+ents and ski++s C%arac er 5 12oids bias in attitude or treatment of %eo%+e 'eaders%ip()o iva ion 5 De+egates authorit(B encourages inde%endence 'eaders%ip()o iva ion 5 -ets c+ear dead+ines +,ecu ion 5 Coordinates work effecti2e+( among staff 'eaders%ip()o iva ion 5 Communicates reasons for changes and decisions 'eaders%ip()o iva ion 5 Recogni7es em%+o(ee contributions and ideas 'eaders%ip()o iva ion 5 #ro2ides a %ositi2e e8am%+eB Cwa+ks the ta+kC C%arac er 5 1cce%ts res%onsibi+it( for own mistakes C%arac er 5 Can be trusted with sensiti2e information -no.led"e(S ra e"ic 5 Considers the +ong3term im%act of decisions made toda( -no.led"e(S ra e"ic 5 =nderstands how the business makes mone( C%arac er 5 *ager+( %ursues new know+edge. ski++s. and methods C%arac er 5 1ware of how others react to his/her actions or statements 'eaders%ip()o iva ion 5 De+%s staff define c+ear ob:ecti2es 'eaders%ip()o iva ion 5 9dentifies othersE abi+ities and de+egates tasks according+( -no.led"e(S ra e"ic 5 =nderstands budgets and financia+s +,ecu ion 5 @ocuses on im%ortant tasks +,ecu ion 5 De+%s coordinate work with other de%artments
Co%(right ) 2009 b( *+ite ,usiness -(stems. //C0 1++ rights reser2ed0

# em Scores $ All Ra ers

< 4/10/2009 < 4/18/2008

#oor

!$ res%onded" !10 res%onded"

'utstanding

%re2ious score

current score

#n erpersonal 5 >ee%s others informed b( continuous+( sharing information #nnova ion(C%an"e 5 De+%s others na2igate change that is outside of their contro+ +,ecu ion 5 *nforces Com%an( %o+icies consistent+( 'eaders%ip()o iva ion 5 Recogni7es and rewards high %erformers 'eaders%ip()o iva ion 5 Creates an atmos%here that ins%ires others to achie2e at a higher +e2e+ #n erpersonal 5 /istens effecti2e+( #n erpersonal 5 *ncourages o%en dia+og +,ecu ion 5 *stab+ishes %rocedures when necessar( !uildin" &alen 5 Consistent+( hires %eo%+e that fit with :ob and team !uildin" &alen 5 >nows em%+o(ee needs for de2e+o%ment #n erpersonal 5 Reso+2es conf+icts among team members !uildin" &alen 5 akes %erformance re2iew a meaningfu+ e8%erience 'eaders%ip()o iva ion 5 De+%s %eo%+e de2e+o% a %assion for their work !uildin" &alen 5 Fudges the ca%abi+ities of %eo%+e accurate+( 'eaders%ip()o iva ion 5 Recogni7es honest mistakes as +earning e8%eriences +,ecu ion 5 #+ans effecti2e+(B a2oids firefighting +,ecu ion 5 >ee%s a c+ear mind under %ressure #n erpersonal 5 ,rings conf+icts into the o%en for reso+ution +,ecu ion 5 De2e+o%s and tracks %erformance measures +,ecu ion 5 De+%s staff reduce obstac+es and uncertaint( +,ecu ion 5 anages own time effecti2e+(

401 4 406 402 &06 40& 402 40$ &0; 401 4 402 401 &09 &04 &06 401 &0$ 402 &06 401 &08 &0; &09 401

4 4 4 4 4 4 4 &08 &08 &08 &08 &08 &08 &08 &08 &08 &08 &08 &06 &06 &06 &0$ &0$ &0$ &0&

+,ecu ion 5 Gakes action with non3%erformers !uildin" &alen 5 ?i2es feedback accurate+(. time+( and fair+( +,ecu ion 5 Do+ds %eo%+e accountab+e C%arac er 5 *ffecti2e+( manages stress and bounces back from frustration and setbacks

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