Assessing the Progress of ASEAN MRAs on Professional Services
0 Competency Assessment Feedback Report - HR...
Transcript of 0 Competency Assessment Feedback Report - HR...
John Doe
The MRAS (Multi Rater Assessment System) is an instrument developed to provide feedback and development
focus and recommendations to individuals about their skill strengths and development needs. It should not be
used as the sole source of information concerning selection, promotion, salary review and adjustment, de-hiring
(firing) and/or de-selection decisions.
John Doe
ABC GLOBAL
The MRAS for ABC Global
06 December 2012
Copyright © 2007, 2012 by Seven People Systems Pvt. Ltd. All Rights Reserved.
This material may not be reproduced in whole or in part and in any media without written permission from
Seven People Systems Pvt. Ltd.
© Seven People Systems Pvt. Ltd. Private and Confidential Page 2 of 25
John Doe
Section 1 - Summary Report
1 Introduction
2 Competencies Defined
3 Demographic Summary
4 Overview Of Consolidated Scores
5 Gap Analysis
Section 2 - Itemised Report
6 Itemised Competency Ratings
7 Verbatim Feedback
8 Personal Development Plan Template
TABLE OF CONTENTS
© Seven People Systems Pvt. Ltd. Private and Confidential Page 3 of 25
John Doe
There is some evidence
contrary to the required
competencies
Cant provide examples of
demonstrations of
required competencies
Can provide some
examples of
demonstration of required
competencies
Can provide some
numerous examples of
demonstration of
required competencies
Can provide Role Model
examples of demonstration
of required competencies
Please read carefully the scale below as it will provide you with valuable insight whilst deciphering your scores
and specific feedback from various respondents.
Evidence to Contrary Needs Development Good Evidence Strong Evidence Role Model Evidence
This range of scores indicate a strong need
to develop in the highlighted areas
This range meets all
expectations
This range of scores indicate core strengths
in the highlighted areas
SECTION 1: INTRODUCTION
Behavioral research suggests that the most effective people are those who understand themselves, both their
strengths and weaknesses, so they can develop strategies to meet the demands of their environment.
A Multi-Rater Assessment System (3600 Feedback) is typically broader in scope and more balanced in bias than
single-source, and thus invaluable for the perspective it gives employees. It is formulated for gaining feedback
from...
-Self
-Manager
-Direct reports
-Peers
-Others
The MRAS Feedback Report provides information about how you and others view behavior, which is a critical
first step in pursuing development. The feedback provided in this report can help you identify your strengths and
determine the behaviors you may want to further develop.
Competency Assessment Using Evidence Scales
Unlike other assessment methods, assessing behavioral competencies involves using the ‘Evidence Scale’. Given
below is the evidence scale used in the construct of the tool.
Score Range
1.0 - 1.9
Score Range
2.0 - 2.9
Score Range
3.0 - 3.9
Score Range
4.0 - 4.9
Score Range
5.0
© Seven People Systems Pvt. Ltd. Private and Confidential Page 4 of 25
John Doe
ENTREPRENEURSHIP: An observed capacity to seize business opportunities through novel ideas by taking calculated risks
QUALITY & SERVICE ORIENTATION: A demonstrated aptitude for satisfying internal and external customers at all times
TEAMWORK & COLLABORATION: The exhibited capacity for working collaboratively to achieve tasks
DIVERSITY SENSITIVITY: The exhibited ability to adapt to diverse people and situations
SECTION 1: COMPETENCIES DEFINED
• Works with other members collaboratively to complete tasks
• Shares own knowledge and information as inputs to group tasks
• Listens to what other members have to say and tries to come to a consensus
• Seeks inputs from others and listens to them
• Respects differences of opinion as an essential part of teamwork
• Goes out of the way to help team achieve goals
• Remains an active member from start to finish in tasks
• Coaches and guides members to work in teams more effectively
• Partners with other functions to leverage collective resources for optimal organisational results
• Strengthens the culture to foster collaboration among teams
• Works accurately in accordance with procedures
• Tries to control consequences of own behaviour in order to minimize risks
• Identifies current & potential sources of errors, analyses, mitigates and controls them
• Understands (internal & external) customer needs and works towards achieving customer delight
• Creates and adheres to standard operating procedures for consistent delivery
• Streamline processes to ensure qualitative, cost effective and value added service delivery to customers
• Standardize tools and processes that enable customer delight
• Conceives and puts in place processes that enable team to meet customer needs
• Guides direct reports and team members to enhance customer service levels
• Creates a culture that promotes customer delight continuously
• Generates ideas to improve performance
• Uses “out of the box” thinking/ solutions to problems
• Continuously adds fresh and unconventional insights
• Discovers/sees potential in a situation and the chances/ opportunities it offers.
• Engages in research, design, development of best practices to enhance organisational competitiveness
• Takes calculated risks to explore novel business ideas and solutions
• Encourages others to explore creative business ideas and solutions
• Uses a variety of useful facts and data to visualise opportunities
• Takes responsibility to mentor and coach his/her team to develop new ideas
• Inspires, encourages and rewards teams to build a culture of calculated risk-taking and innovation
• Shows a positive opinion of people from diverse cultures and trusts them in general
• Adapts with ease to a variety of people who have diverse requirements /realities
• Adapts his communication for better understanding
• Shows interest and actively works towards understanding other’s perspectives and has empathy while interacting
• Thinks and acts beyond geographical boundaries of individual work environment
• Responds to new or unforeseen business situation and integrates seamlessly
• Accepts diversity of people and situations as an opportunity and responds accordingly
• Creates diversity friendly environment in his team
• Coordinates the organization's response to a crisis effectively and on time.
• Creates a culture that strengthens organisation’s response to diversity of people and situations
© Seven People Systems Pvt. Ltd. Private and Confidential Page 5 of 25
John Doe
PERSONAL AND PROFESSIONAL DEVELOPMENT: An evidenced drive towards professional and personal development of self and others
DELIVERING RESULTS: A demonstrated drive to plan for and deliver results despite obstacles and setbacks
COMMUNICATION: A visible ability to communicate effectively with stakeholders to achieve business results
NETWORKING: An observed aptitude to network with a wide variety of people to create trusting business relationships
• Gathers information on people with business potential
• Initiates contact with individuals and institutions
• Shows an eye for detail on what matters to them
• Uses referrals of existing networks to explore new contacts
• Invests time and resources for building relations and leveraging them to achieve business results
• Plans for building a network, keeps track of progress and steadfastly pursues the plan
• Introduces the organization to new businesses opportunities through involvement in or membership of networks
• Devises networking agenda for self and direct reports
• Assists, guides, steps in to achieve networking plans
• Develops a culture that encourages team members to network
• Displays high positive energy levels
• Demonstrates concentration, drive, and persistence to achieve goals
• Sets identifiable and measurable goals and focuses on achieving them
• Plans detailed roadmaps for the task that includes contingency plans
• Breaks down objectives into required actions, and establishes criteria for measurement of progress
• Achieves goals within timelines and agreed resources
• Takes ownership for own and team actions, including successes and failures
• Uses results of competitors/team members to motivate self and the team to further enhance/ improve performance
• Motivates, educates and enables others towards results
• Develops a culture of settings high standards for performance and ensures that everyone works towards achieving them
• Articulates clearly, both in verbal and written communication
• Explains complex content in a simple and descriptive way
• Presents well in front of an audience
• Keeps arguments issue-based and persuades with facts and data
• Listens attentively, establishes dialog quickly
• Paraphrases his/ her understanding after having heard the other person.
• Convinces successfully without adversely impacting relationship
• Devises various communication tools for pitching to different stakeholders
• Assists, guides, steps in to assist team members in communicating more effectively
• Establishes a culture that encourages others to communicate ideas and suggestions in a free manner
• Actively seeks out challenging opportunities to enhance knowledge and skills
• Consistently assimilate and apply new knowledge and skills
• Acquires knowledge and skills of other functions or processes on his/her own initiative
• Maintain an up-to-date knowledge of industry developments
• Bridges knowledge gaps by taking up educational/professional courses
• Is aware and actively works on his career path to achieve his career goals
• Is open to learning from others
• Coaches others to apply new knowledge or skills
• Imparts training to employees on technical and management aspects
• Creates a culture in the organization that encourages self-development of individuals
© Seven People Systems Pvt. Ltd. Private and Confidential Page 6 of 25
John Doe
LEADERSHIP: The observed capacity to provide direction and guide the self/team towards higher performance.
• Takes the lead in a group and acts accordingly
• Ensures that every team member knows the objectives and goals and motivates others to achieve superior performance
• Ensures that the team stays focused on activities and objectives
• Encourages competition to improve performance
• Delegates tasks in a way that best utilizes the competence & skills of team members
• Supervises progress and results and builds in feedback loops in work processes
• Inspires, encourages, coaches, guides, rewards and supports high performance in team
• Assists and supports direct reports and team members to take lead
• Coaches and guides his/her team to perform better
• Aims at creating a culture that fosters leadership development
© Seven People Systems Pvt. Ltd. Private and Confidential Page 7 of 25
John Doe
Perspective Symbol Reported
Respondent List
DFG
HTG
WER
YTR
Peer
Peer
Other
Other
SECTION 1: DEMOGRAPHIC SUMMARY
Names
John Doe
ABC
DEF
PQR
STU
VWX
Average
Direct Reports
Peers/Colleagues
Others
Category
Self
Boss
Boss
Direct Report
Direct Report
Peer
SelfManager
© Seven People Systems Pvt. Ltd. Private and Confidential Page 8 of 25
John Doe
SECTION 1: OVERVIEW OF CONSOLIDATED SCORES
This summary provides a snapshot of how you rated your behaviors compared to how your respondents rated
you.
Understanding Your Results
This overview helps you see how you rated yourself compared to how you are seen by others. Your scores were
derived by averaging your responses to each item that makes up a given behavior.
• To calculate the average rating made by other respondents, noted with a Grey Band, each respondent group
was given equal weight.
• Large differences in ratings (differences in rating of .5 or greater) between you and your respondents are
important to note.
To get the most out of this view:
• Make note of the behaviors with highest and lowest scores.
• Determine how closely your perceptions match those of your respondents.
• If your self-rating on a behavior is much lower than the rating you received from your respondents, your
expectations may be higher than those of others, or you may be underestimating your behavior, or others may
be "easy" raters.
• If your self-rating on a behavior is much higher than the rating you received from your respondents, you may
be overestimating your effectiveness. You may demonstrate behaviors when others do not have the opportunity
to witness them, or you may have blind spots in relation to your behaviors.
• Determine if your respondents' ratings are consistently higher or lower across all behaviors.
• Consistently high ratings suggest high overall effectiveness in the position.
• Consistently low ratings suggest a number of possibilities, including a strong message from others about your
need to change; a lack of preparation or experience in your job; gross misperceptions on the part of others; or a
poor match between the position's requirements and your interests, behaviors and abilities.
© Seven People Systems Pvt. Ltd. Private and Confidential Page 9 of 25
John Doe
ENTREPRENEURSHIP
Self
Average
QUALITY & SERVICE ORIENTATION
Self
Average
TEAMWORK & COLLABORATION
Self
Average
DIVERSITY SENSITIVITY
Self
Average
PERSONAL AND PROFESSIONAL DEVELOPMENT
Self
Average
DELIVERING RESULTS
Self
Average
COMMUNICATION
Self
Average
NETWORKING
Self
Average
LEADERSHIP
Self
Average
This range meets all
expectations
This range of scores indicate core strengths
in the highlighted areas
Score Range
3.0 - 3.9
Score Range
4.0 - 4.9
Score Range
5.0
Strong Evidence Role Model Evidence
There is some evidence
contrary to the required
competencies
Cant provide examples of
demonstrations of
required competencies
Can provide some
examples of
demonstration of required
competencies
Can provide some
numerous examples of
demonstration of
required competencies
Can provide Role Model
examples of demonstration
of required competencies
This range of scores indicate a strong need
to develop in the highlighted areas
Evidence to Contrary Needs Development Good Evidence
Score Range
2.0 - 2.9
Score Range
1.0 - 1.9
3.4 3.0
0.0 1.0 2.0 3.0 4.0 5.0
3.6 3.5
0.0 1.0 2.0 3.0 4.0 5.0
3.5 3.3
0.0 1.0 2.0 3.0 4.0 5.0
3.5 3.2
0.0 1.0 2.0 3.0 4.0 5.0
3.6 3.1
0.0 1.0 2.0 3.0 4.0 5.0
3.5 3.5
0.0 1.0 2.0 3.0 4.0 5.0
3.8 3.5
0.0 1.0 2.0 3.0 4.0 5.0
3.3 3.0
0.0 1.0 2.0 3.0 4.0 5.0
3.3 3.1
0.0 1.0 2.0 3.0 4.0 5.0
© Seven People Systems Pvt. Ltd. Private and Confidential Page 10 of 25
John Doe
Average Self Δ
3.4 3.0 0.4
3.6 3.5 0.1
3.5 3.3 0.2
3.5 3.2 0.3
3.6 3.1 0.5
3.5 3.5 0.0
3.8 3.5 0.3
3.3 3.0 0.3
3.3 3.1 0.2LEADERSHIP: The observed capacity to provide direction and
guide the self/team towards higher performance.
DELIVERING RESULTS: A demonstrated drive to plan for and
deliver results despite obstacles and setbacks
COMMUNICATION: A visible ability to communicate
effectively with stakeholders to achieve business results
NETWORKING: An observed aptitude to network with a wide
variety of people to create trusting business relationships
SECTION 1: OVERVIEW - GAP ANALYSIS
This section helps you identify the gaps between your self-perception and the perception of your respondents.
Research suggests that we assess ourselves based on our intentions but others assess us based on our displayed
behaviors (a.k.a 'perceptions'). It is these perceptions that are critical realities that one needs to deal with while
creating successful outcomes at the workplace.
Competencies
ENTREPRENEURSHIP: An observed capacity to seize business
opportunities through novel ideas by taking calculated risks
QUALITY & SERVICE ORIENTATION: A demonstrated aptitude
for satisfying internal and external customers at all times
TEAMWORK & COLLABORATION: The exhibited capacity for
working collaboratively to achieve tasks
DIVERSITY SENSITIVITY: The exhibited ability to adapt to
diverse people and situations
PERSONAL AND PROFESSIONAL DEVELOPMENT: An
evidenced drive towards professional and personal
development of self and others
© Seven People Systems Pvt. Ltd. Private and Confidential Page 11 of 25
John Doe
SECTION 2: ITEMISED COMPTENCY RATINGS
ENTREPRENEURSHIP
4.0
4.5
3.5
3.5
3.0
4.0
3.0
4.0
3.0
2.5
3.7
4.3
3.3
3.7
3.7
3.7
3.7
3.7
3.7
3.3
3.5
4.0
3.5
3.5
3.5
3.5
4.0
3.5
4.0
4.0
3.0
3.0
3.0
3.0
3.0
3.0
2.5
3.5
2.0
2.0
4.0
4.0
3.0
2.0
4.0
2.0
3.0
2.0
3.0
3.0
0.0 1.0 2.0 3.0 4.0 5.0
· Generates ideas to improve performance
· Uses “out of the box” thinking/ solutions to problems
· Continuously adds fresh and unconventionalinsights
· Discovers/sees potential in a situation and thechances/ opportunities it offers.
· Engages in research, design, development of bestpractices to enhance organisational competitiveness
· Takes calculated risks to explore novel businessideas and solutions
· Encourages others to explore creative businessideas and solutions
· Uses a variety of useful facts and data to visualiseopportunities
· Takes responsibility to mentor and coach his/herteam to develop new ideas
· Inspires, encourages and rewards teams to build aculture of calculated risk-taking and innovation
Self Manager DR Peer Other
© Seven People Systems Pvt. Ltd. Private and Confidential Page 12 of 25
John Doe
QUALITY & SERVICE ORIENTATION
4.0
3.0
3.5
4.0
3.5
4.0
3.5
3.5
4.0
3.0
4.3
4.0
4.0
4.0
4.0
4.0
4.0
3.7
3.7
3.7
4.0
3.5
3.5
4.0
4.0
3.5
3.5
3.5
4.0
3.5
4.0
3.0
4.0
3.0
3.0
3.5
2.5
2.5
3.0
2.5
4.0
4.0
3.0
4.0
3.0
3.0
3.0
3.0
4.0
4.0
0.0 1.0 2.0 3.0 4.0 5.0
· Works accurately in accordance with procedures
· Tries to control consequences of own behaviourin order to minimize risks
· Identifies current & potential sources of errors,analyses, mitigates and controls them
· Understands (internal & external) customer needsand works towards achieving customer delight
· Creates and adheres to standard operatingprocedures for consistent delivery
· Streamline processes to ensure qualitative, costeffective and value added service delivery to customers
· Standardize tools and processes that enablecustomer delight
· Conceives and puts in place processes that enableteam to meet customer needs
· Guides direct reports and team members toenhance customer service levels
· Creates a culture that promotes customer delightcontinuously
Self Manager DR Peer Other
© Seven People Systems Pvt. Ltd. Private and Confidential Page 13 of 25
John Doe
TEAMWORK & COLLABORATION
3.0
4.5
3.0
3.0
3.0
3.5
3.5
3.5
3.0
3.0
4.0
4.3
3.7
3.7
4.0
3.7
3.3
3.7
4.0
3.3
4.5
4.5
4.5
4.5
4.0
3.5
4.0
4.0
3.5
3.5
2.5
3.5
3.5
3.5
3.0
2.5
3.0
2.5
2.5
2.5
4.0
4.0
3.0
3.0
3.0
4.0
4.0
4.0
2.0
2.0
0.0 1.0 2.0 3.0 4.0 5.0
· Works with other members collaboratively tocomplete tasks
· Shares own knowledge and information as inputsto group tasks
· Listens to what other members have to say andtries to come to a consensus
· Seeks inputs from others and listens to them
· Respects differences of opinion as an essentialpart of teamwork
· Goes out of the way to help team achieve goals
· Remains an active member from start to finish intasks
· Coaches and guides members to work in teamsmore effectively
· Partners with other functions to leveragecollective resources for optimal organisational results
· Strengthens the culture to foster collaborationamong teams
Self Manager DR Peer Other
© Seven People Systems Pvt. Ltd. Private and Confidential Page 14 of 25
John Doe
DIVERSITY SENSITIVITY
2.5
3.0
3.5
3.0
2.5
3.0
3.0
3.5
3.0
3.0
4.0
4.0
3.7
3.7
4.0
4.0
4.0
4.0
3.7
4.0
3.5
3.5
4.0
3.5
4.0
4.0
3.5
3.5
4.0
4.0
3.0
3.0
2.5
3.0
2.5
3.5
3.5
2.5
3.5
3.5
4.0
4.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
0.0 1.0 2.0 3.0 4.0 5.0
· Shows a positive opinion of people from diversecultures and trusts them in general
· Adapts with ease to a variety of people who havediverse requirements /realities
· Adapts his communication for betterunderstanding
· Shows interest and actively works towards understanding other’s perspectives and has empathy
while interacting
· Thinks and acts beyond geographical boundariesof individual work environment
· Responds to new or unforeseen business situationand integrates seamlessly
· Accepts diversity of people and situations as anopportunity and responds accordingly
· Creates diversity friendly environment in his team
· Coordinates the organization's response to a crisiseffectively and on time.
· Creates a culture that strengthens organisation’s response to diversity of people and situations
Self Manager DR Peer Other
© Seven People Systems Pvt. Ltd. Private and Confidential Page 15 of 25
John Doe
PERSONAL AND PROFESSIONAL DEVELOPMENT
4.5
3.5
3.0
3.5
4.0
3.5
2.5
3.5
3.0
3.0
3.3
3.7
3.3
4.0
3.3
3.7
3.7
3.7
3.3
3.3
3.5
3.5
3.5
4.0
3.5
3.5
3.5
4.0
4.0
4.0
3.5
3.5
4.0
4.0
4.0
4.0
3.5
3.5
3.5
3.5
3.0
3.0
3.0
3.0
2.0
3.0
3.0
4.0
3.0
4.0
0.0 1.0 2.0 3.0 4.0 5.0
· Actively seeks out challenging opportunities toenhance knowledge and skills
· Consistently assimilate and apply new knowledgeand skills
· Acquires knowledge and skills of other functionsor processes on his/her own initiative
· Maintain an up-to-date knowledge of industrydevelopments
· Bridges knowledge gaps by taking upeducational/professional courses
· Is aware and actively works on his career path toachieve his career goals
· Is open to learning from others
· Coaches others to apply new knowledge or skills
· Imparts training to employees on technical andmanagement aspects
· Creates a culture in the organization thatencourages self-development of individuals
Self Manager DR Peer Other
© Seven People Systems Pvt. Ltd. Private and Confidential Page 16 of 25
John Doe
DELIVERING RESULTS
4.5
3.5
3.5
3.0
3.5
3.0
3.5
3.0
3.5
3.0
4.3
4.0
3.7
3.3
3.3
3.3
3.7
3.3
3.7
3.7
3.5
3.5
3.5
3.5
3.5
4.0
4.0
3.5
4.0
4.0
3.5
3.5
3.5
3.5
3.5
3.5
2.5
3.0
3.0
3.5
3.0
4.0
3.0
3.0
3.0
4.0
4.0
3.0
4.0
4.0
0.0 1.0 2.0 3.0 4.0 5.0
· Displays high positive energy levels
· Demonstrates concentration, drive, andpersistence to achieve goals
· Sets identifiable and measurable goals andfocuses on achieving them
· Plans detailed roadmaps for the task that includescontingency plans
· Breaks down objectives into required actions, andestablishes criteria for measurement of progress
· Achieves goals within timelines and agreedresources
· Takes ownership for own and team actions,including successes and failures
· Uses results of competitors/team members tomotivate self and the team to further enhance/
improve performance
· Motivates, educates and enables others towardsresults
· Develops a culture of settings high standards forperformance and ensures that everyone works towards
achieving them
Self Manager DR Peer Other
© Seven People Systems Pvt. Ltd. Private and Confidential Page 17 of 25
John Doe
COMMUNICATION:
4.5
3.5
3.5
3.0
4.0
3.5
4.0
3.0
3.0
2.5
4.0
4.0
4.3
4.7
4.0
4.3
4.3
4.3
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
3.5
3.5
3.5
4.0
3.0
3.5
3.5
3.5
3.5
3.5
3.0
3.0
3.0
4.0
4.0
3.0
3.0
3.0
3.0
4.0
3.0
4.0
4.0
0.0 1.0 2.0 3.0 4.0 5.0
· Articulates clearly, both in verbal and writtencommunication
· Explains complex content in a simple anddescriptive way
· Presents well in front of an audience
· Keeps arguments issue-based and persuades withfacts and data
· Listens attentively, establishes dialog quickly
· Paraphrases his/ her understanding after havingheard the other person.
· Convinces successfully without adverselyimpacting relationship
· Devises various communication tools for pitchingto different stakeholders
· Assists, guides, steps in to assist team members incommunicating more effectively
· Establishes a culture that encourages others tocommunicate ideas and suggestions in a free manner
Self Manager DR Peer Other
© Seven People Systems Pvt. Ltd. Private and Confidential Page 18 of 25
John Doe
NETWORKING:
4.0
3.5
3.5
3.5
2.5
3.0
2.5
2.5
2.0
3.0
3.3
3.0
4.0
3.7
3.7
3.7
3.0
3.0
3.0
3.3
3.0
3.5
3.5
3.5
3.5
3.5
3.5
3.5
3.0
3.0
3.5
3.5
3.5
3.5
3.5
3.5
3.0
3.5
3.0
3.0
3.0
3.0
3.0
3.0
4.0
3.0
3.0
2.0
3.0
3.0
0.0 1.0 2.0 3.0 4.0 5.0
· Gathers information on people with businesspotential
· Initiates contact with individuals and institutions
· Shows an eye for detail on what matters to them
· Uses referrals of existing networks to explore newcontacts
· Invests time and resources for building relationsand leveraging them to achieve business results
· Plans for building a network, keeps track ofprogress and steadfastly pursues the plan
· Introduces the organization to new businessesopportunities through involvement in or membership
of networks
· Devises networking agenda for self and directreports
· Assists, guides, steps in to achieve networkingplans
· Develops a culture that encourages teammembers to network
Self Manager DR Peer Other
© Seven People Systems Pvt. Ltd. Private and Confidential Page 19 of 25
John Doe
LEADERSHIP:
3.5
3.0
3.5
3.0
3.5
3.0
3.0
3.5
3.5
3.0
3.7
3.7
3.7
3.0
3.3
3.3
3.0
3.3
3.3
3.3
4.0
3.5
3.5
3.5
3.5
3.5
4.0
4.0
4.0
4.0
3.5
2.5
3.0
3.0
3.0
3.0
2.5
2.5
2.5
2.5
4.0
3.0
3.0
2.0
3.0
3.0
3.0
3.0
4.0
3.0
0.0 1.0 2.0 3.0 4.0 5.0
· Takes the lead in a group and acts accordingly
· Ensures that every team member knows theobjectives and goals and motivates others to achieve
superior performance
· Ensures that the team stays focused on activitiesand objectives
· Encourages competition to improve performance
· Delegates tasks in a way that best utilizes thecompetence & skills of team members
· Supervises progress and results and builds infeedback loops in work processes
· Inspires, encourages, coaches, guides, rewardsand supports high performance in team
· Assists and supports direct reports and teammembers to take lead
· Coaches and guides his/her team to performbetter
· Aims at creating a culture that fosters leadershipdevelopment
Self Manager DR Peer Other
© Seven People Systems Pvt. Ltd. Private and Confidential Page 20 of 25
John Doe
Good Communication skills One man show
Network and relations Takes things personally
Manager 2
subject knowledge better man management
faster response
AREAS OF IMPROVEMENT
SECTION 2: VERBATIM FEEDBACK
STRENGTHS
Manager 1
Legal knowledge Peer and people management
time management
Peer
clear communcation
practical
Focus
Supportive
Trouble shooter & Interpersonal Relationship
Negotiation skills
Job knowledge
Communication
Domain Expertise
Negotiating
Communications
regulatory/compliance knowledge across geography
Standardization
First track execution of legal process/Turn Around Time
Motivating and inspiring the team
Delegating responsibilities to team
Enhancing relationships with other departments
Collaboration
Internal Networking
Unapproachable sometimes
Rapidity result along with team member
Well organised and systematic
Up to date on all happenings in the company & in general
Excellent Role mode
Self
Knowledge
Direct Report
Others
Great mentor and coach. His experience is tremendous
knowledge
experience
communication skills
business
team building
leadership
Thorough knowledge of subject matter
Has out of the box thinking. Has solutions to problems.
The team can be benefited more if he could spend
Should encourage more team bonding programmes
Can enhance team knowledge by sharing his legal
Leadership
Communication
More focus on internal networking
More time to research issues concerning the org.
Better domain knowledge upgradation
Interact with operation team
Awareness & training about legal impact at work place
social welfare
Maintain Work/Life Balance
To solve the problem in amicable manner
EASY to approach
© Seven People Systems Pvt. Ltd. Private and Confidential Page 21 of 25
John Doe
SECTION 2: PERSONAL DEVELOPMENT PLAN
This toolkit is developed to assist leaders in proactively diagnosing their key development areas, developing
action plans to address the gap, taking actions and continuously assessing development progress. The guide does
not include a one-size-fits-all solution to development nor was it designed to be. It does, however, offer
guidance that provide leaders to customize their approach based on development needs.
Personal Development Plan – Participant Information
General Information
Name
Department
Title
Band
Time in Role
Time in VFS
Career Interest
Target Short Term Role (1-2 Years)
Target Long Term Role (3-5 Years)
Profile Summary
Critical Experience Gained
1. 2. 3.
Critical Experience Gap
1. 2. 3.
Senior Leadership Competencies Strengths
1. 2. 3.
Senior Leadership Competencies Opportunities
1. 2. 3.
© Seven People Systems Pvt. Ltd. Private and Confidential Page 22 of 25
John Doe
CompetencyCompletion
Date
70-20-10 Development Approach
70% from On-the-job Experiences
20% from People
10% from Education & Training
Coaching others
Being Coached
Mentoring Someone
Being Mentored
Job Rotation
Job Shadow
Self Learning
Online Learning
Training
Conference
Formal Education
70/20/10 Approach Source of Development Action Step Succes Measure
Source of Development
Name
Title
Manager
Date
On-the-job learning can have three times more impact on employee performance than formal training programs. Use this guide as a tool
to ensure that employees are exposed to on-the-job activities with the highest value.
© Seven People Systems Pvt. Ltd. Private and Confidential Page 23 of 25
John Doe
Lead a team meeting
Represent the team at a cross-unit meeting
Represent your manager in meetings with his or her peers
Serve as a liaison between two or more units
Co-develop the team budget with your direct manager
Work on a challenging or new project
Interview potential new employees
Contribute to the hiring decision-making process
Onboard a new team member
Help supervise the work of an underperforming or unengaged team member
Teach a process or a course to team members or others
Lead the management of a large, team-based project from start to finish
“Fill in” for your manager when he or she is out on vacation/sabbatical
Serve on the board of your local charity or community-based organization
Join Toastmaster’s to develop presentation and communication skills
70% from On-the-job Experiences
Schedule interviews with managers with reputations for being “experts’ in the skill or behavior you are trying to
develop
Shadow a high-performing leader (or a leader you admire)
Serve as both a mentee and mentor in your organization’s mentoring program
Provide constructive informal feedback to your peers during and after a team-based project
Informally solicit feedback from your peers, direct manager, and other managers
Take an e-learning module or course focused on the skill or behavior you want to develop or improve upon
Attend your organization’s training which offers a realistic perspective of what it means to be a leader
Take advantage of group exercises in classroom training sessions to understand how to get work done and
achieve results through others
20% from People
10% from Education & Training
© Seven People Systems Pvt. Ltd. Private and Confidential Page 24 of 25
John Doe
This report has been prepared using the Multi-Rater Assessment System developed by Seven People Systems Pvt.
Ltd. This report is specially designed for ABC Global. The contents represented in this report are specific to ABC
Global only, and may not be reproduced in any form without permission from Seven People Systems Pvt. Ltd.
Seven People Systems Pvt. Ltd. is committed to designing, developing,
and producing quality human and organizational development materials, programs, and processes that
focus on achieving the highest level of client satisfaction, producing measurable results, and encouraging
autonomy in their application by client organizations.
This Report has been prepared by Seven People Systems Pvt. Ltd.
for
ABC Global
www.seven.net.in
© Seven People Systems Pvt. Ltd. Private and Confidential Page 25 of 25