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Two Report Samples
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Sample 1:
Streamlined Report
To the point, clear and thorough.
Sample 2:
Premium Report
Flexible, comprehensive
and elegant.
Call us to discuss your reporting needs 1-888-467-8575
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360º
FEEDBACK
REPORT FOR:
SIMON SAMPLE
(CONFIDENTIAL)
Sample 2:
Report
Premium
- flexible
hensive
- compre
- elegant
C ORE
L E A D E R S H I P
Table of Contents and Response Rates
Number of Respondents by Group
2
What's in Your Report
3
Competency Summaries
Self and Respondent Groups
Top and Bottom 3 by Respondent Group
5-6
7
Strengths and Developmental Opportunities
Strengths
Development Opportunities
Hidden Strengths
Blind Spots
9
10
11
12
Detailed Feedback Results
How to Read the Detail Graphs
Personal/Interpersonal
Communication
People Orientation
Customer Orientation
Team Orientation
Strategic Orientation
Productivity/Proactivity
Professionalism
15
16
17
18
19
20
21
22
Comments
23
© 2010 STAR360feedback
Core Leadership 360
Your report contains feedback
from the following respondents:
1
2
3
3
4
12
Self
Manager
Direct Reports
Peers
Other
Overall
page
2
Report Section:
Your multi-rater feedback report is broken into three sections. Each
section is designed to present your results from a different perspective,
in a way that assists you in your personal development. Here is a
summary of each section:
Competency Summary Results
The survey questions are organized into groups called competencies.
The scores for all questions in a competency are averaged to produce
an overall competency score.
This section presents your competency scores from various
perspectives:
- your scores compared to those given by your manager;
- your scores compared to those from other respondent groups; and
- your competencies given the highest scores.
Strengths and Developmental Opportunities
When you receive high scores in a specific area, that area can be
considered a strength. Also, when others give you scores higher than
you give yourself, that area can be a hidden strength. It is referred to
as hidden because you may not be aware that others believe you are
strong in that area.
Conversely, low scores represent opportunities for you to develop your
skills in a specific area. In addition, when others give you scores lower
than you give yourself, you may have a 'blind spot' or an area you can
focus on for specific improvement.
This section lists strengths, hidden strengths, developmental
opportunities and blind spots.
Question and Competency Details
Each page in this section is organized by competency. At the top of
each page are the overall competency results. The results for each
question included in the competency are listed on the bottom portion of
the page.
The detail for each question and competency includes:
- average score by respondent group and overall
- gap by respondent group and overall
- ranking by respondent group and overall
© 2010 STAR360feedback
Definitions and Calculations:
Respondent Group:
A group of respondents who have the same relationship to you, for
example – peers, direct reports.
Overall Score:
The average of all responses, excluding those from ‘self’, for a
question or competency.
Strength:
The competencies or questions for which you received the highest
scores.
Hidden Strength:
Questions and competencies where you gave yourself lower
scores than others gave you.
Developmental Opportunity:
The competencies and questions for which you received the lowest
scores.
Blind Spot:
Questions and competencies where you gave yourself higher
scores than others gave you.
Score:
The average of all responses for a specific respondent group for a
specific question or competency.
Gap:
The difference between your score and the scores from a
respondent group or the overall score. Negative gaps indicate that
you scored yourself higher than you were scored.
Rank:
The position of an item when the list of questions or competencies
is sorted by highest to lowest scores. A rank of 1 means all other
items received a lower score.
Core Leadership 360
page
3
Competency Scores - Self and Manager
Simon Sample
Always 5
Often 4
Sometimes 3
Rarely 2
Never 1
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© 2010 STAR360feedback
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Competency Scores - Self and Respondent Groups Except Manager
Simon Sample
Always 5
Often 4
Sometimes 3
Rarely 2
Never 1
Manager
© 2010 STAR360feedback
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Overall
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Three Highest and Lowest Competency Scores by Respondent Group
Three Highest Competency Scores
Self
Personal/Interpersonal
People Orientation
Team Orientation
Manager
Customer Orientation
Personal/Interpersonal
Communication
Simon Sample
Three Lowest Competency Scores
4.5
4.5
4.5
Self
Professionalism
Strategic Orientation
Customer Orientation
3.5
3.5
4.3
4.6
4.3
4.1
Manager
Professionalism
Strategic Orientation
People Orientation
3.6
3.6
3.6
Direct Reports
Customer Orientation
Strategic Orientation
Professionalism
4.0
3.8
3.8
Direct Reports
Productivity/Proactivity
Team Orientation
People Orientation
3.2
3.2
3.3
Peers
Team Orientation
Productivity/Proactivity
Customer Orientation
3.7
3.7
3.7
Peers
Professionalism
Strategic Orientation
People Orientation
3.3
3.3
3.3
4.8
4.8
4.7
Other
Professionalism
Strategic Orientation
Personal/Interpersonal
4.1
4.1
4.2
Other
Team Orientation
Productivity/Proactivity
Customer Orientation
© 2010 STAR360feedback
Core Leadership 360
page
7
Greatest Strengths
Simon Sample
These items are identified as strengths because they received the highest overall scores from each respondent group.
Self
Manager
Personal/Interpersonal
Personal/Interpersonal
Personal/Interpersonal
Communication
Personal/Interpersonal
Customer Orientation
Communication
Personal/Interpersonal
Communication
Personal/Interpersonal
Direct Reports
Peers
Strategic Orientation
Personal/Interpersonal
Professionalism
Customer Orientation
Personal/Interpersonal
Team Orientation
Communication
Team Orientation
Customer Orientation
Strategic Orientation
1. Inspire enthusiasm in others?
2. Build positive relationships with coworkers?
4. Maintain a positive outlook?
7. Share learning with fellow employees?
8. Provide timely information?
24. Establish systems for measuring results?
32. Accept responsibility for own mistakes?
1. Inspire enthusiasm in others?
7. Share learning with fellow employees?
13. Advocate customers' perspectives?
© 2010 STAR360feedback
3. Personally maintain composure under pressure?
7. Share learning with fellow employees?
16. Maintain positive relationships with customers?
1. Inspire enthusiasm in others?
4. Maintain a positive outlook?
1. Inspire enthusiasm in others?
13. Advocate customers' perspectives?
17. Demonstrate a strong commitment to team's success?
19. Show respect for all team members?
23. Align team initiatives with company mission?
Core Leadership 360
page
9
Greatest Developmental Opportunities
Simon Sample
These items are identified as development needs because they received the lowest overall scores from each respondent group.
Self
Manager
Professionalism
Professionalism
Strategic Orientation
Strategic Orientation
Professionalism
People Orientation
Productivity/Proactivity
Professionalism
Strategic Orientation
Productivity/Proactivity
Direct Reports
Peers
Productivity/Proactivity
Professionalism
Team Orientation
Professionalism
People Orientation
Strategic Orientation
Productivity/Proactivity
Strategic Orientation
Team Orientation
People Orientation
29. Set a good example of ethics and character?
21. Set clear directions?
32. Accept responsibility for own mistakes?
25. Allocate company resources effectively?
24. Establish systems for measuring results?
25. Allocate company resources effectively?
17. Demonstrate a strong commitment to team's success?
9. Nurture continuous learning and improvement in others?
26. Manage multiple projects efficiently?
18. Put the good of the group ahead of self interest?
© 2010 STAR360feedback
30. Consistently follow through with commitments?
22. Spend time on what's important?
9. Nurture continuous learning and improvement in others?
29. Set a good example of ethics and character?
28. Develop contingency plans for potential problems?
32. Accept responsibility for own mistakes?
30. Consistently follow through with commitments?
24. Establish systems for measuring results?
22. Spend time on what's important?
9. Nurture continuous learning and improvement in others?
Core Leadership 360
page
10
Hidden Strengths Based on Your Overall Score
Simon Sample
A hidden strength is defined as a question where others scored you higher than you scored yourself. The difference in scores may indicate that you
may not realize how others perceive your skills in these areas.
Question
Self
Overall
21. Set clear directions?
2.0
3.8
Strategic Orientation
29. Set a good example of ethics and character?
2.0
3.8
Professionalism
15. Actively seek feedback from customers?
3.0
4.3
Customer Orientation
17. Demonstrate a strong commitment to team's success?
3.0
3.9
Team Orientation
25. Allocate company resources effectively?
3.0
3.9
Productivity/Proactivity
6. Create a safe atmosphere for candid feedback?
3.0
3.8
Communication
24. Establish systems for measuring results?
3.0
3.4
Strategic Orientation
32. Accept responsibility for own mistakes?
3.0
3.4
Professionalism
3. Personally maintain composure under pressure?
3.0
3.4
Personal/Interpersonal
13. Advocate customers' perspectives?
4.0
4.3
Customer Orientation
© 2010 STAR360feedback
Core Leadership 360
Competency
page
11
Blind Spots Based on Your Overall Score
Simon Sample
A blind spot is defined as a question where you scored yourself higher than others scored you. The difference in scores may indicate that you may not
realize how people perceive your skills in these areas.
Question
Self
Overall
9. Nurture continuous learning and improvement in others?
5.0
3.3
People Orientation
2. Build positive relationships with coworkers?
5.0
3.5
Personal/Interpersonal
18. Put the good of the group ahead of self interest?
5.0
3.9
Team Orientation
26. Manage multiple projects efficiently?
5.0
3.9
Productivity/Proactivity
12. Deal effectively with poor performers?
5.0
3.9
People Orientation
4. Maintain a positive outlook?
5.0
4.0
Personal/Interpersonal
20. Assist and support team members in achieving team objectives?
5.0
4.0
Team Orientation
28. Develop contingency plans for potential problems?
5.0
4.0
Productivity/Proactivity
16. Maintain positive relationships with customers?
5.0
4.1
Customer Orientation
23. Align team initiatives with company mission?
5.0
4.1
Strategic Orientation
© 2010 STAR360feedback
Core Leadership 360
Competency
page
12
How to Read the Detail Graphs
Competency title
Leadership
Respondent
group labels
Simon Sample
Manager
Self
Direct Reports
Peers
Overall
Scale labels
0
1
Never
2
Rarely
3
Sometimes
4
Often
Score
Gap
Rank
4.5
4.8
4.3
3.4
4.1
-0.3
0.0
-0.4
-1.4
-0.7
4
2
3
2
3
The large graphs at
the top of each page
provide results for
each competency
5
Always
Specific question results:
1. Inspires enthusiasm in others
2. Builds positive relationships with coworkers
Score Gap Rank
5.0
5.0
4.8
4.3
4.7
Manager
Self
Direct Reports
Peers
Overall
Question text
0
1
2
3
3. Maintains composure under pressure
4
Direct Reports
Peers
Overall
1
2
3
4
Score Gap Rank
3.0
5.0
4.2
2.7
3.6
Manager
Self
Direct Reports
Peers
Overall
0
1
2
4. Sponsors innovative projects
5.0
4.0
4.0
2.5
3.8
0
1
1
1
1
1
5
Manager
Self
Bars represent
0.0
0.0
-0.2
-0.7
-0.3
1.0
0.0
0.0
-1.5
-0.3
2
17
17
22
20
3
4
Direct Reports
Peers
Overall
1
2
3
4
The small graphs at
the bottom of each
5.0
5.0
4.3
3.7
4.2
Self
0
23
2
12
19
23
5
Manager
5
-2.0
0.0
-0.8
-2.3
-1.4
0.0
0.0
-0.7
-1.3
-0.8
page provide results
3
3
9
4
9
for the questions
that make up each
5
competency
group scores
© 2006 STAR
STAR360Feedback.com
(888) 467-8575
11111
page
15
Score is the average of all responses for a
Gap is the difference between your score and
Rank is the position of an item when the list
specific respondent group.
the score of a respondent group. If the gap is
of questions or competencies is sorted by
negative you scored yourself higher than the
highest to lowest scores. A rank of 1 means
respondent group scored you.
all other items received a lower score.
© 2010 STAR360feedback
Core Leadership 360
page
14
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Comments
Simon Sample
WHAT ARE THIS PERSON'S STRENGTHS?
· Simon is very respectful of everyone. He is caring and people like him. Simon will focus on immediate needs
and is very willing to fix things.
· Simon is a person of character who is able to build strong relationships across organizational lines internally.
He has a deep understanding of our business and is committed to supporting the team.
· Good relationships with staff and managerment team. Likeable and presents self well.
· Simon is a great boss and always takes a load off my shoulder. One of his biggest strengths is controlling his stress
levels, he never shows that he is having a bad day and copes well when dealing with staff, clients and myself.
· Simon is a very personable individual, clients like Simon, employees like Simon.
· Simon is clearly a "people person" with both his staff and his customers indicating a strong affinity for him. I would
say "relationship building" is his strongest trait. Other strengths witnessed or inferred are: work ethic (long hours
without complaint), professionalism and following instructions.
WHAT ARE THIS PERSON'S DEVELOPMENT OPPORTUNITIES?
· Simon only provides information if asked. Does not keep management informed. Simon understands tough decisions
need to be made, but finds difficulty in executing them. Simon will not ask for help. Simon needs to continue to work on
written and verbal presentation to clients and managers. Simon needs to maintain focus on a strategic approach to
managing people and clients.
· Simon needs to be more strategic on how he manages his time (what is important) and needs to delegate more
effectively. He can avoid conflict and not deal with the root causes of problems. In summary: -Conflict
resolution - Time management
· Needs to stay focused on important goals, plan ahead, be more decisive then follow through to see that staff have
done the job.
· Simon needs to be more firm with employees who do not perform. Simon always gives people the benefit of
the doubt, I feel that he is way too kind to people who have not been kind to him.
· Be more direct and not only worry about people's feelings. Performance manage his team more effectively. Be a
more vocal leader with a take charge approach.
· Simon needs to execute and solve problems for clients. Simon needs to keep employees accountable for results and also
hold himself accountable. Simon needs to keep the most important things as the most important things (i.e., focus on the
highest priorities, rather than lower priority items that others can and should be accountable for).
· Organization of work space and possibly time management.
© 2010 STAR360feedback
Core Leadership 360
page
23
Individual Development Plan for: Simon Sample
Directions: The form below is provided to help you plan for your development. Use the information from your 360 report along with other feedback, information and
knowledge you have about your skills and competencies. Work on the suggested items that appear in the blue stripe below or choose other items to focus on. Establish
plans that balance the needs and resources of the organization with your personal goals. Share the completed plan with your manager or supervisor.
Score
Recommended Developmental Area: People Orientation - 9. Nurture continuous learning and improvement in others?
Action Plan:
Goals and Time Frame:
Recommended Developmental Area: Personal/Interpersonal - 2. Build positive relationships with coworkers
Action Plan:
Goals and Time Frame:
Additional Resources: (ie:Books, Articles, Web Links, Mentors)
Employee Signature:
3.3
Administrator Signature:
3.5