Results for: Sample.Employee@SampleBank.

com Page 1 of 19

360 Degree Feedback Results

Confidential Report Provided for:
Sample Employee

Results Generated by HR-Survey.com

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Introduction

What you will find in this report.

This report contains a summary of the 360 Degree Feedback that was conducted within your
organization. You will also find a summary of feedback provided specifically to you from a selected
group of participants including your supervisor, customers, and peers.

What is 360 Degree Feedback

360 Degree Feedback presents a more complete picture of a participant’s behavior and performance
by drawing information from many contacts within the employee’s work chain. It gives leaders a
resource to guide professional development.

Goals of Multi-Source Feedback

360 Degree Feedback has many purposes including:

1. Improvements in work behaviors

2. Increased awareness of your strengths and weaknesses
3. More frequent and open communication between yourself and raters
4. More feedback seeking behavior
5. Improved capacity to lead and manage
6. Improvements in individual, team, and organizational performance

Receiving Feedback
Receiving feedback about job performance and skills relating to others can bring about feelings of
anxiety. This is because you are discovering how you are perceived by others which may be similar
or dissimilar to how you perceive yourself.

Important
It is very important that you do not view this feedback as dangerous or hostile criticism. Rather, you should view
the feedback as an opportunity for continual learning and development as an employee.

You should keep in mind that, giving honest and genuine feedback is also a difficult endeavor that
was undertaken by your peers and customers. Therefore, we suggest you meet with the participants
who provided you with this feedback to tell them how much you appreciated their efforts.

What to do with your feedback

You should use your feedback to help you set specific goals for professional development. This can
be done if you see the feedback as a perspective (from unbiased observers) on where you can
improve your job performance and working relationships with others.

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Summary
The questionnaire items used in this feedback process
1. Business Acumen
were organized into several major dimensions of job
performance. 2. Customer Focus
3. Values and Ethics
Summary scores obtained for each dimension were
calculated by averaging the scores for each of the 4. Vision and Purpose
items in that dimension. Your scores for the 5. Bias For Action
dimensions on the questionnaire are shown below
sorted by score with the highest scores shown at the 6. Commitment
top. 7. Teamwork
8. Innovation
The bars shown below are a graphical representation
of the scores you have received on the questionnaire. 9. Developing People
They represent the average score for each of the 11 10. Performance
dimensions of performance measured with the
questionnaire. The bars are sorted by size with the 11. Technical
highest scores shown at the top of the graph. The
performance dimensions that need the most
development are shown at the bottom of the graph.

Average Performance Scores

Commitment 3.17

Customer Focus 3.08

Business Acumen 3.03

Teamwork 3.03

Values and Ethics 3.00

Bias For Action 3.00

Performance 2.97

Developing People 2.94

Innovation 2.91

Technical 2.83

Vision and Purpose 2.71

0 1 2 3 4
Scale: Needs Significant Improvement . . . . . . . . Role Model

The results in this report are based on responses collected from several types
Value Count of individuals. This table shows the responses you have received.
Self 1
Supervisor 1
These different types of respondents provide different Perspectives of your job
Peer 3 performance. Each of their perspectives may be unique.
Subordinate 4
Other/Customer 3

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Gap Analysis

Dimension How you see Yourself and how others see you. Gap
Values and Ethics Self
Others 2.95
3.50 0.55
0 1 2 3 4
Technical Self
Others
2.33
2.88
0.55
0 1 2 3 4
Vision and Purpose Self
Others
3.00
2.68
0.32
0 1 2 3 4
Commitment Self
Others
3.00
3.18
0.18
0 1 2 3 4
Customer Focus Self
Others
3.00
3.09
0.09
0 1 2 3 4
Innovation Self
Others
3.00
2.91
0.09
0 1 2 3 4
Developing People Self
Others
3.00
2.94
0.06
0 1 2 3 4
Business Acumen Self
Others
3.00
3.03
0.03
0 1 2 3 4
Teamwork Self
Others
3.00
3.03
0.03
0 1 2 3 4
Performance Self
Others
3.00
2.97
0.03
0 1 2 3 4
Bias For Action Self
Others
3.00
3.00
0.00
0 1 2 3 4
Scale:
1. Needs Significant Improvement
2. Could Benefit from Development
3. Capable and Effective
4. Role Model

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Perspectives

Highest Rated Dimensions by Perspective

Self Supervisor Peers/Others

Values and Ethics Customer Focus Commitment

Business Acumen Values and Ethics Customer Focus
Customer Focus Bias For Action Teamwork

Lowest Rated Dimensions by Perspective

Self Supervisor Peers/Others

Technical Vision and Purpose Vision and Purpose

Performance Technical Technical
Developing People Teamwork Developing People

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Feedback was collected from multiple sources including yourself,
peers, subordinates, and customers. The charts below will show you
how you see yourself compared to how others see you. This offers
you a unique opportunity for personal development.

At the top of each page you will find your name (in case you decide to print the document).

Each question on the survey is listed with your results. All questions were rated on a 4-point scale.

The report graphs and numbers are described below.

1. Sample Question with graph of the results. The graph below is a sample and is displayed
for instructional purposes.

SAMPLE...

Self

Supervisor

Peer

Other
0 1 2 3 4

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Business Acumen
Definition: The knowledge of the business environment and ability to apply that knowledge to strategic
advantage.

An employee with a high level of business acumen is one who:

z Aligns resources to meet the business needs of the company.

z Anticipates marketplace opportunities and supports speed to market.
z Keeps informed of current income and expenses.
z Maintains a focus on the 'bottom line' and profitability.
z Understands and applies business and financial principles.
z Understands the costs, profits, markets, and added value of issues.
z Uses sound business judgement when making decisions.
z Views problems from a business perspective, opportunity, investment, risks, and anticipated results.

Self 3.00
Supervisor 2.67
Peer 3.00
Subordinate 3.25
Other/Customer 2.89

0 1 2 3 4

Items:
Self 3.00
1. Applies the knowledge of
Supervisor 2.00
work processes to influence Peer 3.00
the achievement of Subordinate 3.25
business goals Other/Customer 3.00

0 1 2 3 4
Self 3.00
2. Takes action based on
Supervisor 3.00
knowledge of what the Peer 3.00
business must do to win the Subordinate 3.25
marketplace Other/Customer 3.00

0 1 2 3 4
Self 3.00
3. Links personal goals to
Supervisor 3.00
company growth and Peer 3.00
productivity goals Subordinate 3.25
Other/Customer 2.67

0 1 2 3 4
Scale:
1. Needs Significant Improvement
2. Could Benefit from Development
3. Capable and Effective
4. Role Model

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Customer Focus
Definition: The degree to which the employee takes the initiative to meet internal and external customer needs in
a timely and courteous manner.

Why focus on the customer? In today's business environment, the priority is to carefully listen to
customers, understand what they're saying as it applies to the business of serving them, and then
respond creatively.

The customer defines service excellence and quality every time they deal with an individual or the
organization. Therefore, as many 'listening posts' or listening channels as possible need to be
developed to ensure that the ever changing voice of the customer is constantly heard and
understood, and used to make any changes that would create benefit and be of value.
Self 3.00
Supervisor 3.00
Peer 3.11
Subordinate 3.33
Other/Customer 2.78

0 1 2 3 4

Items:
Self 3.00
4. Spends time with customers
Supervisor 3.00
to define their expectations Peer 3.33
and where improvements Subordinate 3.25
can be made Other/Customer 3.00

0 1 2 3 4
Self 3.00
5. Seeks opportunities to do
Supervisor 3.00
things that have a positive Peer 3.00
impact on customers before Subordinate 3.25
being asked or forced by Other/Customer 2.67
circumstances 0 1 2 3 4
Self 3.00
6. Focuses the team on
Supervisor 3.00
meeting customers’ Peer 3.00
requirements Subordinate 3.50
Other/Customer 2.67

0 1 2 3 4
Scale:
1. Needs Significant Improvement
2. Could Benefit from Development
3. Capable and Effective
4. Role Model

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Values and Ethics

Definition: The manner in which an employee conducts his or herself in the working environment.

An employee with a high level of values and ethics is one who:

z Displays professionalism
z Demonstrates effective time management skills
z Shows positive attitude
z Maintains regular attendance
z Meets productivity standards

Self 3.50
Supervisor 3.00
Peer 2.80
Subordinate 3.12
Other/Customer 2.83

0 1 2 3 4

Items:
Self 3.00
7. Takes action based on the
Supervisor 3.00
best interest of the Peer 3.00
company rather than how it Subordinate 3.25
may affect him/her Other/Customer 2.67
personally 0 1 2 3 4
Self 4.00
8. Seeks and effectively
Peer 2.50
utilizes the different Subordinate 3.00
contributions people bring Other/Customer 3.00
to the job
0 1 2 3 4
Scale:
1. Needs Significant Improvement
2. Could Benefit from Development
3. Capable and Effective
4. Role Model

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Vision and Purpose

Definition: The degree to which the employee plans and organizes goals for the department and company.

An employee with a high degree of vision and purpose is one who:

z Prioritizes duties in a manner consistent with organizational objectives

z Effectively manages tasks or program assignments including follow-through and delegation
z Able to identify the needs of the department before a major change.
z Able to look ahead (beyond the present) when addressing the work/needs of the department.
z Anticipates resources needed to successfully implement a plan or project.
z Integrates planning across functional, divisional and departmental boundaries.
z Works toward identifying potential problems and solutions for addressing them.

Self 3.00
Supervisor 2.00
Peer 2.50
Subordinate 3.00
Other/Customer 2.67

0 1 2 3 4

Items:
Self 3.00
9. Clearly articulates a vision
Supervisor 2.00
for his/her work and Peer 2.00
inspires others to support it Subordinate 3.00
Other/Customer 2.67

0 1 2 3 4
Self 3.00
10. Develops action plans to
Supervisor 2.00
align his/her work with the Peer 3.00
goals of the organization Subordinate 3.00
Other/Customer 2.67

0 1 2 3 4
Scale:
1. Needs Significant Improvement
2. Could Benefit from Development
3. Capable and Effective
4. Role Model

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Bias For Action

Definition: The degree to which the employee makes decisions and acts on those decisions in a timely and
efficient manner.

An employee with a high level of bias for action is one who:

z Is not afraid to take corrective action when necessary.

z Makes effective decisions, even when under pressure.
z Effectively makes decisions
z Positively motivates & supports others to gain skills
z Displays high energy and enthusiasm on consistent basis.
z Seeks and utilizes opportunities for continuous learning and self-development.
z Works across organizational lines and boundaries to attain goals.
z Works quickly when faced with difficult problems.

Self 3.00
Supervisor 3.00
Peer 2.67
Subordinate 3.25
Other/Customer 3.00

0 1 2 3 4

Items:
Self 3.00
11. Sets priorities for his/her
Supervisor 3.00
action and initiates timely Peer 3.00
action Subordinate 3.25
Other/Customer 3.00

0 1 2 3 4
Self 3.00
12. Conveys a sense of urgency
Supervisor 3.00
about addressing problems Peer 3.00
and opportunities Subordinate 3.50
Other/Customer 3.33

0 1 2 3 4
Self 3.00
13. Identifies ways to simplify
Supervisor 3.00
work processes and reduce Peer 2.00
cycle times Subordinate 3.00
Other/Customer 2.67

0 1 2 3 4
Scale:
1. Needs Significant Improvement
2. Could Benefit from Development
3. Capable and Effective
4. Role Model

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Commitment
Definition: The degree to which the employee is committed to working toward company goals and values.

Why is commitment important? The level of employee commitment to the job is often the key
determinant of whether an employee performs marginally or exceeds expectations.

Methods for gaining employee commitment include:

z setting clear goals for employees that require effort to achieve but are reachable;
z showing employees how they fit into the "big picture" of the organization's mission and how their work
helps the organization accomplish its goals;
z involving employees and their representatives in decision-making processes that affect how the work
gets done as well as the quality of work life;
z measuring performance and results using credible measures that employees understand and accept;
z using employee input to develop employee performance plans;
creating a work climate where employees feel valued; and
z recognizing and rewarding—formally and informally—employee achievements

Self 3.00
Supervisor 3.00
Peer 3.33
Subordinate 3.12
Other/Customer 3.17

0 1 2 3 4

Items:
Self 3.00
14. Demonstrates personal
Supervisor 3.00
accountability for Peer 3.33
accomplishing work unit Subordinate 3.00
goals as well as his/her own Other/Customer 3.33

0 1 2 3 4
Self 3.00
15. Persists to meet
Supervisor 3.00
commitments despite Peer 3.33
obstacles Subordinate 3.25
Other/Customer 3.00

0 1 2 3 4
Scale:
1. Needs Significant Improvement
2. Could Benefit from Development
3. Capable and Effective
4. Role Model

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Teamwork
Definition: Works effectively on teams by actively contributing to the accomplishment of goals.

Why work as teams? Good teamwork achieves synergy and enhances performance. In the complex
workplace environment, teamwork becomes increasingly important. Encourage others, value each
employee's contributions, and reward accomplishment.
Self 3.00
Supervisor 2.33
Peer 3.11
Subordinate 3.17
Other/Customer 3.00

0 1 2 3 4

Items:
Self 3.00
16. Actively participates in the
Supervisor 2.00
work of teams; seeks and Peer 2.67
listens to others’ Subordinate 3.25
contributions Other/Customer 3.00

0 1 2 3 4
Self 3.00
17. Provides assistance and
Supervisor 3.00
support to other team Peer 3.33
members when needed Subordinate 3.25
Other/Customer 3.00

0 1 2 3 4
Self 3.00
18. Partners with people from
Supervisor 2.00
other work units to improve Peer 3.33
overall performance Subordinate 3.00
Other/Customer 3.00

0 1 2 3 4
Scale:
1. Needs Significant Improvement
2. Could Benefit from Development
3. Capable and Effective
4. Role Model

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Innovation
Definition: The degree to which the employee creates solutions to problems and finds new ways of working.

Ways to be innovative.

z Bring up good ideas at meetings.

z Create new and imaginative approaches to work-related issues.
z Find creative ways to get things done with limited resources.
z Show a willingness to question traditional assumptions.
z Improves on ideas of others.
z Uses "unconventional" approaches to solve customer and business problems.

Self 3.00
Supervisor 2.67
Peer 2.44
Subordinate 3.42
Other/Customer 2.75

0 1 2 3 4

Items:
Self 3.00
19. Creates and implements
Supervisor 2.00
improved methods or Peer 2.33
solutions for meeting Subordinate 3.25
business needs Other/Customer 3.00

0 1 2 3 4
Self 3.00
20. Constructively challenges
Supervisor 3.00
existing work processes and Peer 2.00
products to enhance value Subordinate 3.50
Other/Customer 2.50

0 1 2 3 4
Self 3.00
21. Contributes to change
Supervisor 3.00
efforts and breakthroughs Peer 3.00
which advance Honeywell’s Subordinate 3.50
market leadership and Other/Customer 2.67
growth 0 1 2 3 4

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Developing People
Definition: The degree to which the employee takes time to develop and mentor others.

Ways to develop other people:

z Share your knowledge and information with others.

z Promote honest, confidential sharing.
z Give feedback to others.
z Counsel, coach, and encourage others.
z Meet with your employees regularly.
z Assist subordinates in developing their talents.
z Maintain objectivity and balance in your attitude.
z Allow your employees to grow and become more independent.
z Help to foster a sense of risk-taking and independence.

Self 3.00
Supervisor 3.00
Peer 2.89
Subordinate 3.08
Other/Customer 2.78

0 1 2 3 4

Items:
Self 3.00
22. Invests time and resources
Supervisor 3.00
to help others gain skills Peer 2.67
and knowledge required to Subordinate 2.75
succeed in their work Other/Customer 2.67

0 1 2 3 4
Self 2.00
23. Seeks and provides helpful
Supervisor 3.00
feedback and coaching Peer 2.67
Subordinate 3.25
Other/Customer 2.67

0 1 2 3 4
Self 4.00
24. Recognizes and celebrates
Supervisor 3.00
other’s accomplishments Peer 3.33
Subordinate 3.25
Other/Customer 3.00

0 1 2 3 4

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Performance
Definition: The degree to which the employee exhibits high performance and success in the work place.

Level of Performance

z Align department agenda with strategic corporate goals

z Utilizes balanced scorecard to link metrics with performance indicators
z Optimizes processes and lowers costs
z Monitors results in real time
z Increases customer retention
z Sets ambitious goals and seeks to achieve them

Self 3.00
Supervisor 2.67
Peer 3.00
Subordinate 3.25
Other/Customer 2.67

0 1 2 3 4

Items:
Self 3.00
25. Consistently sets and
Supervisor 3.00
accomplishes ambitious Peer 3.00
goals that contribute to Subordinate 3.25
business success Other/Customer 3.00

0 1 2 3 4
Self 3.00
26. Uses relevant facts to
Supervisor 2.00
measure and track progress Peer 3.00
toward achievement of Subordinate 3.00
individual and team goals Other/Customer 2.67

0 1 2 3 4
Self 3.00
27. Continuously improves the
Supervisor 3.00
team’s capability to perform Peer 3.00
as well as his/her own Subordinate 3.50
Other/Customer 2.33

0 1 2 3 4

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Technical
Definition: The degree to which the employee possesses the technical knowledge and skills necessary to succeed
in the workplace.

Increasing Technical Skills

z Increase knowledge of underlying sciences.

z Obtain fundamental engineering knowledge.
z Chooses appropriate conceptual and qualitative models.
z Able to identify ambiguous or missing information.
z Researches information from a variety of sources.
z Maintains skills through professional development and training.

Self 2.33
Supervisor 2.33
Peer 2.67
Subordinate 3.08
Other/Customer 3.00

0 1 2 3 4

Items:
Self 2.00
28. Keeps current with technical
Supervisor 2.00
advances within his/her Peer 2.67
professional discipline; Subordinate 3.25
embraces and applies new Other/Customer 3.33
techniques and practices 0 1 2 3 4
Self 3.00
29. Willingly shares his/her
Supervisor 3.00
technical expertise; sought Peer 2.67
out as resource by others Subordinate 3.00
Other/Customer 3.00

0 1 2 3 4
Self 2.00
30. Demonstrates a broad and
Supervisor 2.00
deep mastery of the Peer 2.67
technical competencies Subordinate 3.00
required in his/her work Other/Customer 2.67

0 1 2 3 4

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Strengths

Supervisor customer focused

Peer Focus on meeting commitments. Solid customer interface and selling skills. Effectively
multi-tasks in very demanding environment.

Team player
Subordinate A truely great leader - no issues.

Brings a weath of customer and product knowledge and experience into his current role.
Demonstrates positive attitaude and is action oriented to get things done and keep the
team on track. He has successful demonstrated ability to develop and launch a high
performing leadership Sales and Marketing team and consistently drives to build bridges
and eliminate barriers within our matrixed organization.

Coaching skills are superior. Has a good customer minded presence. Constantly looks for
ways to achieve more and improve processes.

Teaming Deligation to the Right Resources to Achieve Results Managing Up and Down
Other/Customer Diligently works to accomplish goals on schedule Questions the status quo and tasks
others with the challenge of finding solutions

Has good process to identify sales opportunities. Formed a good team to develop our 3rd
party repair and advanced piece part repair business plans. Is a good listener in addition
to being a good communicator. Definitely a team player.

Opportunities for Development

Supervisor execution of company objectives

Peer Needs greater focus on driving process change and resource alignment or the high
performing team will burn-out. Needs to allocate more time to strategy development vs.
tactical actions.

needs to communicate more often

Subordinate Drive team to focus on more external sales deployment/growth.. doing better since
STRAP completion. Needs to become a better conduit to get leasing arrangements and
creative financing, and hard to sell deals approval at his level and not at Sr.Leadership
levels.. If we are accountable, then give us the reins to managed our business..This will
happen in time... On the verge of becoming a great leader.. he has great people skills
and will to go the extra mile..

Has a good broad focus and people and skills development, but could enhance this area
with some focus on detailed items people need to develop.

Prioritization/Pushback: Tough to do with a matix two boss situation.

Other/Customer Assign and monitor actions for executing sales AOP, both long term agreements and
regular on-condition T&M arisings. Needs to further work seamlessly with the existing ATL
network to get more effective coverage of all airline customer accounts - minimising
duplication and establish clear accountability and ownership. Needs to focus more on his
new regional teams and mentor his inexperience regional leader.

Inspiring others outside of his function to support his vision Evaluation of Sales &
Marketing organizational talent

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