Strategic HR Partner Assessment (SHRPA)™
Feedback Results
Sample, Joe
May 2016
Report format © Copyright 1997 - 2016 Assessment +, Inc.
Page 2
Introduction
This report is divided into four sections:
• Part I, The SHRPATM Model, explains how the SHRPA™ is designed
• Part II, the Interpretive Guide, explains what you should be considering when examining your report results.
• Part III, Your Results, with respect to your competencies and roles
• Part IV, the Individual Development section, assists you in analyzing your scores and forming an Individual Development Plan
Please read through each section carefully so as to allow you to gain the maximum development possible.
Page 4
The SHRPA™ Model Using meaningful language, the SHRPA™ enables Corporate Development professionals to shape and direct their behaviors to better drive organizational goals. Based on the practical experiences of HR leaders, observations from consultation practices, and research undertaken by Linkage, the SHRPA™ helps individuals clarify their roles as strategic business partners and target their development efforts.
Page 5
SHRPA Competency and Roles – Definitions
HR Expertise
• HR Optimizer: Facilitates business success by improving effectiveness and efficiency, removing obstacles, and by streamlining HR policies and processes
• Talent Leader: Leads HR by articulating its potential value, encouraging innovation, and by translating business strategies into actionable HR objectives and solutions to achieve results
Execution
• Results Manager: Ensures HR initiatives are successful by defining outcomes, clarifying responsibilities, managing assignments, meeting deadlines, and delivering quality results
• Change Agent: Leads, supports, and champions change by encouraging employee understanding and commitment, and by identifying and managing resistance to change
Self Mastery
• Trust Builder: Inspires trust through confidence, poise, respect for others, and a commitment to inclusion and fairness
• Systems Thinker: Understands root causes and systemic issues by asking provocative questions, surfacing assumptions, and through open-minded analyses using varying conceptual frameworks and points of view
Business Acumen
• Metric Analyst: Understands and uses metrics, financial concepts, and analytic frameworks to improve HR and business results
• Strategic Integrator: Uses understanding of the industry and the organization’s processes, culture, risks, and initiatives to drive organizational results
Relationship Management
• Leadership Coach: Constructively challenges, counsels, and supports leaders to understand talent trends, consider implications, see new possibilities and achieve business performance goals
• Partnership Developer: Builds and leverages a broad network to stay aware of needs, cultivate support, understand capabilities and enhance organizational collaboration
Page 7
Reading and Interpreting Your Results
Your SHRPA™ report has been carefully designed to detail your results in a simple, easy-to-read fashion that offers an analysis of your consulting roles and competencies across several levels. Whether examining scores on a very specific or very general level, you should find that the results generalize to a variety of situations.
When examining your results, remember that your scores are represented in both graphic and numerical fashion) with respect to each competency and each role. The scale for each is 1 (lowest) to 5 (highest). More specifically, the scale, as indicated on the SHRPA™, is as follows:
5 = Extremely Descriptive 4 = Very Descriptive 3 = Moderately Descriptive 2 = Slightly Descriptive 1 = Not at all Descriptive
Page 8
Report Sections A Competency Summary This section averages all item ratings within a competency by the self and all rater responses. The N signifies the total number of responses received for all items in each respective competency. B Role Summary This section averages all item ratings within a role by the self and all rater responses. The N signifies the total number of responses received for all items in each respective role. C Role Summary (Ranked by Rating) This section averages all item ratings within a role by all raters and sorts them by the resulting average for highest to lowest. The N signifies the total number of responses received for all items in each respective role. D Item Results Graphical and numerical data regarding ratings for each specific item are depicted by rater group. E Self Gaps Items in which the ratings between the Self rating and the average ratings of other groups are greater than 30% are listed here. The gaps are provided for each rater group. F Highest and Lowest Rated Items The items with the highest and lowest ratings from all raters are provided in this section. The number of items listed is determined as a percentage of the total number of items in the assessment instrument. If the average is within the highest 20% of the scale, the item will not be displayed as a low rating. If the average is within the lowest 20%, the item will not be displayed as a high rating. G Comments Comments from your raters are categorized by rater group. Comments will not appear on aggregate reports.
Page 9
Rater Response
The numbers below represent the number of completed surveys submitted by each rater group prior to the deadline. Please note that these numbers do not necessarily reflect the number of responses you received on each item as some individuals may not have given you feedback on every item. These figures only represent completed, submitted assessments.
Report N
NominatedN
Response Rate
Self (Sample) 1 1 100.00%
Manager 1 1 100.00%
Direct Reports 4 4 100.00%
Peers 4 4 100.00%
Clients 4 4 100.00%
Others 3 3 100.00%
TOTAL 17 17 100.00% For non-anonymous rater groups such as Self, Manager, ratings will be shown if at least one assessment has been submitted. To preserve anonymity, our processing program will not display responses from anonymous rater groups (e.g., Direct Reports, Peers) with fewer than three submitted surveys. If fewer than three surveys have been received from a rater group, their ratings will be combined with those of another rater group. Your report will indicate which groups have been combined. For any single item with fewer than three responses in a rater group, “Insufficient Responses” will appear for that item in lieu of data.
Page 10
How to Read Your Report
HR Optimizer
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Streamlines HR processes to minimize employee burden1
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
3.00 0 0 1 0 0
3.25 0 0 3 1 0
3.00 0 1 2 1 0
3.33 0 0 2 1 0
3.25 0 1 1 2 0
3.19 0 2 9 5 0
1 Competency Heading – This is the competency into which the items are grouped. In this
example, “HR Expertise” is shown. 2 Symbol Key – This key will be useful in determining the meaning of different symbols used
throughout the report. The horizontal arrows indicate significant gaps, either positive or negative, between the Self rating and the average rating from any other rater group.
3 Scale – In the above example, the rating scale used is a 5-point scale ranging from “Not at all
Descriptive” to “Extremely Descriptive.”
4 Item Results – This graph shows the results by rater group for a specific item. This and other similar items create a role.
5 Rater Groups – These titles depict the different rater groups that provided feedback. In this
example, responses from the participant’s Manger, Direct Reports, Peers, Others, Clients, and the participant (labeled as Self) are shown.
6 Mean Bar – The bars graphically depict the average of the ratings for each rater group. In this
example, the average of the ratings from Direct Reports is 3.25 for the item. The vertical line indicates the Self rating. This line is included so that participants can easily see the differences between their Self rating and the ratings of others.
7 Distribution – The numbers above each mean bar show the number of ratings provided for each
point on the rating scale for that particular rater group. In this example, four Direct Reports responded to the item. Of those, three provided a rating of “Moderately Descriptive” and one a rating of “Very Descriptive.”
1
3
4
5
7
2
6
HR EXPERTISE
Competency Summary
Section ASample, Joe
Page 12
Positive GapNegative Gap
Symbol Key
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptive
HR EXPERTISE
Self
Overall
Avg.2.90
3.39
EXECUTION
Self
Overall
Avg.4.00
3.78
SELF MASTERY
Self
Overall
Avg.2.60
3.17
BUSINESS ACUMEN
Self
Overall
Avg.3.20
3.16
RELATIONSHIP MANAGEMENT
Self
Overall
Avg.3.40
3.66
© 1997-2016 Assessment+, Inc.
Role Summary
Section BSample, Joe
Page 13
Positive GapNegative Gap
Symbol Key
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptive
HR EXPERTISE
HR Optimizer
Self
Overall
Avg.2.80
3.40
Talent Leader
Self
Overall
Avg.3.00
3.38
EXECUTION
Results Manager
Self
Overall
Avg.3.40
3.76
Change Agent
Self
Overall
Avg.4.60
3.79
SELF MASTERY
Trust Builder
Self
Overall
Avg.3.00
3.05
Systems Thinker
Self
Overall
Avg.2.20
3.29
© 1997-2016 Assessment+, Inc.
Role Summary
Section BSample, Joe
Page 14
Positive GapNegative Gap
Symbol Key
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptive
BUSINESS ACUMEN
Metric Analyst
Self
Overall
Avg.4.00
3.39
Strategic Integrator
Self
Overall
Avg.2.40
2.94
RELATIONSHIP MANAGEMENT
Leadership Coach
Self
Overall
Avg.3.60
3.98
Partnership Developer
Self
Overall
Avg.3.20
3.34
© 1997-2016 Assessment+, Inc.
Role Summary (Ranked by Rating)
Section CSample, Joe
Page 15
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptive
Leadership Coach
OverallAvg.3.98
Change Agent
OverallAvg.3.79
Results Manager
OverallAvg.3.76
HR Optimizer
OverallAvg.3.40
Metric Analyst
OverallAvg.3.39
Talent Leader
OverallAvg.3.38
Partnership Developer
OverallAvg.3.34
Systems Thinker
OverallAvg.3.29
Trust Builder
OverallAvg.3.05
Strategic Integrator
OverallAvg.2.94
© 1997-2016 Assessment+, Inc.
HR EXPERTISE
Section DSample, Joe
Page 16
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Role: HR Optimizer
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.80 0 2 2 1 0
3.00 0 1 3 1 0
3.20 0 4 10 4 2
3.30 0 7 4 5 4
3.87 0 2 3 5 5
3.45 0 6 3 7 4
3.40 0 20 23 22 15
Streamlines HR processes to minimize employee burden1
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
3.00 0 0 1 0 0
3.25 0 0 3 1 0
3.00 0 1 2 1 0
3.33 0 0 2 1 0
3.25 0 1 1 2 0
3.19 0 2 9 5 0
Continuously searches for and identifies methods to increase the efficiency of HR administration6
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0
3.00 0 0 1 0 0
3.75 0 0 2 1 1
4.00 0 0 1 2 1
4.33 0 0 0 2 1
4.00 0 0 2 0 2
3.94 0 0 6 5 5
Tailors HR administrative systems (e.g., payroll, benefits, etc.) to the processes of the organization11
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
4.00 0 0 0 1 0
3.50 0 1 1 1 1
3.50 0 2 0 0 2
4.00 0 1 0 0 2
3.75 0 1 0 2 1
3.69 0 5 1 4 6
© 1997-2016 Assessment+, Inc.
HR EXPERTISE
Section DSample, Joe
Page 17
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Identifies and removes obstacles to employee performance16
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
3.00 0 0 1 0 0
2.75 0 1 3 0 0
3.00 0 2 0 2 0
3.33 0 1 0 2 0
2.50 0 3 0 1 0
2.88 0 7 4 5 0
Recognizes and minimizes employee-related legal risks and compliance issues21
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0
2.00 0 1 0 0 0
2.75 0 2 1 1 0
3.00 0 2 1 0 1
4.33 0 0 1 0 2
3.75 0 1 0 2 1
3.31 0 6 3 3 4
© 1997-2016 Assessment+, Inc.
HR EXPERTISE
Section DSample, Joe
Page 18
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Role: Talent Leader
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 3 0 1 1
3.80 0 0 2 2 1
3.20 0 8 3 6 3
3.70 0 5 3 5 7
3.13 0 6 3 4 2
3.30 0 6 5 6 3
3.38 0 25 16 23 16
Translates broad company strategies into actionable HR objectives26
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1
5.00 0 0 0 0 1
3.75 0 0 2 1 1
4.75 0 0 0 1 3
4.00 0 0 1 1 1
3.75 0 0 2 1 1
4.13 0 0 5 4 7
Establishes a positive vision of how HR can contribute to the business31
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
4.00 0 0 0 1 0
2.25 0 3 1 0 0
3.00 0 2 0 2 0
2.67 0 1 2 0 0
3.00 0 1 2 1 0
2.81 0 7 5 4 0
Encourages new thinking on ways that HR can support business success36
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
3.00 0 0 1 0 0
4.50 0 0 0 2 2
5.00 0 0 0 0 4
4.33 0 0 0 2 1
4.25 0 0 1 1 2
4.44 0 0 2 5 9
© 1997-2016 Assessment+, Inc.
HR EXPERTISE
Section DSample, Joe
Page 19
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Develops HR initiatives that have the potential to improve business results41
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
4.00 0 0 0 1 0
2.00 0 4 0 0 0
3.00 0 1 2 1 0
2.67 0 2 0 1 0
3.00 0 2 0 2 0
2.75 0 9 2 5 0
Supports business by crafting HR initiatives in alignment with key business objectives46
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
3.00 0 0 1 0 0
3.50 0 1 0 3 0
2.75 0 2 1 1 0
2.00 0 3 0 0 0
2.50 0 3 0 1 0
2.75 0 9 2 5 0
© 1997-2016 Assessment+, Inc.
EXECUTION
Section DSample, Joe
Page 20
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Role: Results Manager
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.40 0 0 3 2 0
3.80 0 0 2 2 1
3.70 0 3 4 9 4
3.95 0 1 7 4 8
3.60 0 1 6 6 2
3.75 0 2 6 7 5
3.76 0 7 25 28 20
Establishes clear and relevant standards of success2
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0
5.00 0 0 0 0 1
4.50 0 0 0 2 2
4.25 0 0 1 1 2
4.00 0 0 1 1 1
4.00 0 0 1 2 1
4.25 0 0 3 6 7
Holds self and others accountable by clarifying expectations, required outcomes, and deadlines7
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
4.00 0 0 0 1 0
4.25 0 0 0 3 1
4.00 0 0 2 0 2
3.67 0 0 1 2 0
4.50 0 0 0 2 2
4.13 0 0 3 8 5
Balances multiple projects and priorities to successfully manage initiatives12
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
3.00 0 0 1 0 0
3.00 0 2 1 0 1
4.25 0 0 1 1 2
3.00 0 1 1 1 0
3.50 0 2 0 0 2
3.44 0 5 4 2 5
© 1997-2016 Assessment+, Inc.
EXECUTION
Section DSample, Joe
Page 21
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Tracks and reports progress against project commitments, timelines, and quality requirements17
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0
4.00 0 0 0 1 0
3.00 0 1 2 1 0
3.25 0 1 1 2 0
3.33 0 0 2 1 0
3.50 0 0 2 2 0
3.31 0 2 7 7 0
Follows projects through to completion to ensure client satisfaction22
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0
3.00 0 0 1 0 0
3.75 0 0 1 3 0
4.00 0 0 2 0 2
4.00 0 0 1 1 1
3.25 0 0 3 1 0
3.69 0 0 8 5 3
© 1997-2016 Assessment+, Inc.
EXECUTION
Section DSample, Joe
Page 22
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Role: Change Agent
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.60 0 0 0 2 3
4.00 0 1 0 2 2
3.70 0 3 8 1 8
3.65 0 2 9 3 6
3.93 0 1 5 3 6
3.85 0 1 5 10 4
3.79 0 8 27 19 26
Clarifies and communicates the critical steps for change27
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
2.00 0 1 0 0 0
2.75 0 2 1 1 0
2.75 0 1 3 0 0
3.00 0 0 3 0 0
3.00 0 1 2 1 0
2.81 0 5 9 2 0
Focuses time and effort on those activities that are most critical to successful change32
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1
4.00 0 0 0 1 0
4.25 0 1 0 0 3
3.75 0 1 1 0 2
3.67 0 1 0 1 1
4.00 0 0 0 4 0
3.94 0 3 1 6 6
Anticipates and effectively works through resistance to change37
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1
5.00 0 0 0 0 1
3.50 0 0 3 0 1
4.50 0 0 1 0 3
4.33 0 0 0 2 1
4.00 0 0 1 2 1
4.13 0 0 5 4 7
© 1997-2016 Assessment+, Inc.
EXECUTION
Section DSample, Joe
Page 23
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Works with leaders to support individuals and groups through difficult changes42
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
5.00 0 0 0 0 1
4.00 0 0 2 0 2
3.50 0 0 2 2 0
4.33 0 0 1 0 2
4.00 0 0 1 2 1
4.00 0 0 6 4 6
Engages others in change initiatives to build commitment47
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1
4.00 0 0 0 1 0
4.00 0 0 2 0 2
3.75 0 0 2 1 1
4.33 0 0 1 0 2
4.25 0 0 1 1 2
4.06 0 0 6 3 7
© 1997-2016 Assessment+, Inc.
SELF MASTERY
Section DSample, Joe
Page 24
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Role: Trust Builder
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 2 2 0 1
2.40 0 4 0 1 0
3.05 0 8 6 3 3
3.10 0 6 6 8 0
3.00 0 4 7 4 0
3.20 0 7 3 9 1
3.05 0 29 22 25 4
Builds an environment of trust by consistently encouraging honesty and mutual respect3
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
2.00 0 1 0 0 0
3.00 0 1 2 1 0
3.00 0 1 2 1 0
3.00 0 0 3 0 0
3.25 0 1 1 2 0
3.00 0 4 8 4 0
Displays comfort, calm, and confidence when interacting with people at all levels of the organization8
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
2.00 0 1 0 0 0
2.75 0 2 1 1 0
3.25 0 1 1 2 0
3.67 0 0 1 2 0
3.25 0 1 1 2 0
3.13 0 5 4 7 0
Treats stakeholders with respect, regardless of role or responsibility13
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1
2.00 0 1 0 0 0
4.25 0 1 0 0 3
3.50 0 0 2 2 0
2.67 0 1 2 0 0
3.75 0 1 0 2 1
3.50 0 4 4 4 4
© 1997-2016 Assessment+, Inc.
SELF MASTERY
Section DSample, Joe
Page 25
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Gains others' trust by striving for fairness and equity when making judgments18
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0
4.00 0 0 0 1 0
2.50 0 2 2 0 0
2.25 0 3 1 0 0
2.33 0 2 1 0 0
3.00 0 2 0 2 0
2.63 0 9 4 3 0
Builds trust through sensitivity to cultural or national differences23
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0
2.00 0 1 0 0 0
2.75 0 2 1 1 0
3.50 0 1 0 3 0
3.33 0 1 0 2 0
2.75 0 2 1 1 0
3.00 0 7 2 7 0
© 1997-2016 Assessment+, Inc.
SELF MASTERY
Section DSample, Joe
Page 26
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Role: Systems Thinker
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.20 0 4 1 0 0
3.80 0 0 1 4 0
3.30 0 4 7 8 1
3.15 0 4 10 5 1
3.40 0 2 7 4 2
3.20 0 4 8 8 0
3.29 0 14 33 29 4
Explores multiple perspectives to understand problems before defining solutions28
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
3.00 0 0 1 0 0
2.75 0 2 1 1 0
3.25 0 0 3 1 0
3.33 0 0 2 1 0
3.00 0 1 2 1 0
3.06 0 3 9 4 0
Asks thoughtful questions to help understand or diagnose issues33
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
4.00 0 0 0 1 0
3.50 0 0 2 2 0
2.75 0 1 3 0 0
3.33 0 0 2 1 0
2.50 0 2 2 0 0
3.06 0 3 9 4 0
Searches for the underlying, systemic causes driving a problem38
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0
4.00 0 0 0 1 0
4.00 0 0 1 2 1
4.00 0 0 1 2 1
4.33 0 0 1 0 2
3.75 0 0 1 3 0
4.00 0 0 4 8 4
© 1997-2016 Assessment+, Inc.
SELF MASTERY
Section DSample, Joe
Page 27
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Displays rigor and discipline in thinking through poorly defined issues43
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
4.00 0 0 0 1 0
3.25 0 1 1 2 0
3.00 0 1 2 1 0
3.00 0 1 1 1 0
3.00 0 1 2 1 0
3.13 0 4 6 6 0
Engages others to uncover assumptions underlying conclusions or actions48
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
4.00 0 0 0 1 0
3.00 0 1 2 1 0
2.75 0 2 1 1 0
3.00 0 1 1 1 0
3.75 0 0 1 3 0
3.19 0 4 5 7 0
© 1997-2016 Assessment+, Inc.
BUSINESS ACUMEN
Section DSample, Joe
Page 28
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Role: Metric Analyst
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 1 3 1
3.00 0 2 1 2 0
3.45 0 5 5 6 4
3.25 0 7 5 4 4
3.60 0 3 4 4 4
3.40 0 7 3 5 5
3.39 0 24 18 21 17
Applies basic knowledge of financial concepts (e.g., ROI) to better understand the effects of programs, policies, and processes4
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1
4.00 0 0 0 1 0
4.25 0 0 1 1 2
3.75 0 0 2 1 1
4.33 0 0 0 2 1
4.50 0 0 1 0 3
4.19 0 0 4 5 7
Follows corporate financial metrics (e.g., revenue and profitability) to shape appropriate solutions9
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0
2.00 0 1 0 0 0
3.50 0 0 2 2 0
3.00 0 2 0 2 0
2.67 0 1 2 0 0
2.50 0 3 0 1 0
2.88 0 7 4 5 0
Considers the potential financial benefits and risks associated with talent decisions14
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
2.00 0 1 0 0 0
2.50 0 3 0 1 0
3.50 0 2 0 0 2
4.00 0 0 1 1 1
3.75 0 1 0 2 1
3.31 0 7 1 4 4
© 1997-2016 Assessment+, Inc.
BUSINESS ACUMEN
Section DSample, Joe
Page 29
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Expresses ideas using appropriate business and financial terms19
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
3.00 0 0 1 0 0
4.00 0 1 0 1 2
3.50 0 0 3 0 1
4.00 0 1 0 0 2
3.50 0 1 1 1 1
3.69 0 3 5 2 6
Analyzes key business measures to understand human resource trends24
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
4.00 0 0 0 1 0
3.00 0 1 2 1 0
2.50 0 3 0 1 0
3.00 0 1 1 1 0
2.75 0 2 1 1 0
2.88 0 7 4 5 0
© 1997-2016 Assessment+, Inc.
BUSINESS ACUMEN
Section DSample, Joe
Page 30
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Role: Strategic Integrator
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.40 0 4 0 1 0
2.40 0 3 2 0 0
3.20 0 4 9 6 1
3.15 0 8 3 7 2
2.87 0 6 5 4 0
2.65 0 12 3 5 0
2.94 0 33 22 22 3
Has an in-depth knowledge of different departments' cultures and operations29
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
2.00 0 1 0 0 0
3.50 0 0 2 2 0
3.50 0 1 0 3 0
2.67 0 2 0 1 0
2.75 0 2 1 1 0
3.06 0 6 3 7 0
Displays a credible understanding of how departments contribute to the organization's core work processes34
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
2.00 0 1 0 0 0
3.25 0 1 1 2 0
3.00 0 2 0 2 0
2.67 0 1 2 0 0
2.75 0 2 1 1 0
2.88 0 7 4 5 0
Draws on understanding of the organization's culture to help guide decisions39
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
3.00 0 0 1 0 0
3.75 0 0 2 1 1
4.25 0 0 1 1 2
3.00 0 1 1 1 0
2.50 0 3 0 1 0
3.38 0 4 5 4 3
© 1997-2016 Assessment+, Inc.
BUSINESS ACUMEN
Section DSample, Joe
Page 31
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Follows industry and competitor trends to anticipate talent opportunities and threats44
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
2.00 0 1 0 0 0
2.25 0 3 1 0 0
2.50 0 2 2 0 0
3.33 0 0 2 1 0
2.75 0 2 1 1 0
2.63 0 8 6 2 0
Uses understanding of the organization's strengths and weaknesses in planning or decision making49
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
3.00 0 0 1 0 0
3.25 0 0 3 1 0
2.50 0 3 0 1 0
2.67 0 2 0 1 0
2.50 0 3 0 1 0
2.75 0 8 4 4 0
© 1997-2016 Assessment+, Inc.
RELATIONSHIP MANAGEMENT
Section DSample, Joe
Page 32
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Role: Leadership Coach
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.60 0 0 3 1 1
4.00 0 1 0 2 2
3.60 0 1 11 3 5
3.75 0 0 9 7 4
4.40 0 0 2 5 8
4.25 0 2 2 5 11
3.98 0 4 24 22 30
Confers with leaders to build shared insights into talent strengths and weaknesses5
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
4.00 0 0 0 1 0
3.00 0 0 4 0 0
4.00 0 0 2 0 2
4.33 0 0 1 0 2
4.75 0 0 0 1 3
4.00 0 0 7 2 7
Engages leaders in conversations to learn from organizational successes and failures10
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0
5.00 0 0 0 0 1
4.00 0 0 2 0 2
3.50 0 0 2 2 0
4.67 0 0 0 1 2
4.00 0 0 1 2 1
4.06 0 0 5 5 6
Helps leaders identify opportunities for individual and organizational growth15
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N55.00 0 0 0 0 1
5.00 0 0 0 0 1
4.00 0 0 2 0 2
3.50 0 0 2 2 0
4.00 0 0 1 1 1
5.00 0 0 0 0 4
4.19 0 0 5 3 8
© 1997-2016 Assessment+, Inc.
RELATIONSHIP MANAGEMENT
Section DSample, Joe
Page 33
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Speaks to leaders on difficult issues, even when personally risky to do so20
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0
4.00 0 0 0 1 0
4.00 0 0 1 2 1
3.50 0 0 2 2 0
4.33 0 0 0 2 1
4.25 0 0 1 1 2
4.00 0 0 4 8 4
Tactfully challenges leaders to think differently or develop insights25
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.00 0 0 1 0 0
2.00 0 1 0 0 0
3.00 0 1 2 1 0
4.25 0 0 1 1 2
4.67 0 0 0 1 2
3.25 0 2 0 1 1
3.63 0 4 3 4 5
© 1997-2016 Assessment+, Inc.
RELATIONSHIP MANAGEMENT
Section DSample, Joe
Page 34
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Role: Partnership Developer
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N53.20 0 2 0 3 0
3.00 0 2 2 0 1
3.00 0 9 4 5 2
3.10 0 9 4 3 4
3.80 0 2 3 6 4
3.65 0 4 4 7 5
3.34 0 26 17 21 16
Has a network of relationships, coalitions, and alliances across the organization30
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
3.00 0 0 1 0 0
3.75 0 0 1 3 0
4.25 0 0 1 1 2
4.67 0 0 0 1 2
4.25 0 0 1 1 2
4.13 0 0 4 6 6
Maintains a broad and active network of relationships through formal and informal channels35
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
5.00 0 0 0 0 1
2.75 0 3 0 0 1
4.25 0 0 1 1 2
2.67 0 1 2 0 0
4.25 0 0 1 1 2
3.63 0 4 4 2 6
Cultivates relationships to gain understanding of the interests and needs of key stakeholders40
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N52.00 0 1 0 0 0
2.00 0 1 0 0 0
3.50 0 1 1 1 1
2.25 0 3 1 0 0
4.67 0 0 0 1 2
3.50 0 1 1 1 1
3.31 0 6 3 3 4
© 1997-2016 Assessment+, Inc.
RELATIONSHIP MANAGEMENT
Section DSample, Joe
Page 35
Positive GapNegative Gap
Symbol Key
1
Not at
all
Descri
ptive
2Slig
htly D
escri
ptive
3
Modera
tely
Descri
ptive
4Very
Des
cripti
ve
5
Extrem
ely
Descri
ptive
Engages the "right people" to get things done45
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
3.00 0 0 1 0 0
3.00 0 1 2 1 0
2.00 0 4 0 0 0
3.33 0 1 0 2 0
3.50 0 1 0 3 0
2.94 0 7 3 6 0
Proactively persuades key stakeholders to support efforts50
Self
Manager
Direct Reports
Peers
Others
Clients
Overall
Avg. N1 N2 N3 N4 N54.00 0 0 0 1 0
2.00 0 1 0 0 0
2.00 0 4 0 0 0
2.75 0 2 1 1 0
3.67 0 0 1 2 0
2.75 0 2 1 1 0
2.69 0 9 3 4 0
© 1997-2016 Assessment+, Inc.
Positive Self Gaps: Manager
Section ESample, Joe
Page 36
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptiveItem appears in other high lists in this section
Avg. Self Gap
35Maintains a broad and active network of relationships through formal and informal channels [Partnership Developer]
3.002.005.00Self Avg.
2Establishes clear and relevant standards of success [Results Manager] 2.003.005.00
10Engages leaders in conversations to learn from organizational successes and failures [Leadership Coach]
2.003.005.00
31Establishes a positive vision of how HR can contribute to the business [Talent Leader] 2.002.004.00
41Develops HR initiatives that have the potential to improve business results [Talent Leader] 2.002.004.00
33Asks thoughtful questions to help understand or diagnose issues [Systems Thinker] 2.002.004.00
43Displays rigor and discipline in thinking through poorly defined issues [Systems Thinker]
2.002.004.00
48Engages others to uncover assumptions underlying conclusions or actions [Systems Thinker]
2.002.004.00
© 1997-2016 Assessment+, Inc.
Negative Self Gaps: Manager
Section ESample, Joe
Page 37
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptiveItem appears in other low lists in this section
Avg. Self Gap
13Treats stakeholders with respect, regardless of role or responsibility [Trust Builder] -3.005.002.00
SelfAvg.
27Clarifies and communicates the critical steps for change [Change Agent] -2.004.002.00
14Considers the potential financial benefits and risks associated with talent decisions [Metric Analyst]
-2.004.002.00
29Has an in-depth knowledge of different departments' cultures and operations [Strategic Integrator]
-2.004.002.00
50Proactively persuades key stakeholders to support efforts [Partnership Developer] -2.004.002.00
© 1997-2016 Assessment+, Inc.
Positive Self Gaps: Direct Reports
Section ESample, Joe
Page 38
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptiveItem appears in other high lists in this section
Avg. Self Gap
39Draws on understanding of the organization's culture to help guide decisions [Strategic Integrator]
1.752.003.75Self Avg.
2Establishes clear and relevant standards of success [Results Manager] 1.503.004.50
46Supports business by crafting HR initiatives in alignment with key business objectives [Talent Leader]
1.502.003.50
33Asks thoughtful questions to help understand or diagnose issues [Systems Thinker] 1.502.003.50
40Cultivates relationships to gain understanding of the interests and needs of key stakeholders [Partnership Developer]
1.502.003.50
© 1997-2016 Assessment+, Inc.
Negative Self Gaps: Direct Reports
Section ESample, Joe
Page 39
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptiveItem appears in other low lists in this section
Avg. Self Gap
50Proactively persuades key stakeholders to support efforts [Partnership Developer] -2.004.002.00
SelfAvg.
37Anticipates and effectively works through resistance to change [Change Agent] -1.505.003.50
14Considers the potential financial benefits and risks associated with talent decisions [Metric Analyst]
-1.504.002.50
© 1997-2016 Assessment+, Inc.
Positive Self Gaps: Peers
Section ESample, Joe
Page 40
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptiveItem appears in other high lists in this section
Avg. Self Gap
39Draws on understanding of the organization's culture to help guide decisions [Strategic Integrator]
2.252.004.25Self Avg.
35Maintains a broad and active network of relationships through formal and informal channels [Partnership Developer]
2.252.004.25
© 1997-2016 Assessment+, Inc.
Negative Self Gaps: Peers
Section ESample, Joe
Page 41
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptiveItem appears in other low lists in this section
Avg. Self Gap
45Engages the "right people" to get things done [Partnership Developer] -2.004.002.00
SelfAvg.
13Treats stakeholders with respect, regardless of role or responsibility [Trust Builder] -1.505.003.50
15Helps leaders identify opportunities for individual and organizational growth [Leadership Coach]
-1.505.003.50
24Analyzes key business measures to understand human resource trends [Metric Analyst]
-1.504.002.50
© 1997-2016 Assessment+, Inc.
Positive Self Gaps: Others
Section ESample, Joe
Page 42
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptiveItem appears in other high lists in this section
Avg. Self Gap
40Cultivates relationships to gain understanding of the interests and needs of key stakeholders [Partnership Developer]
2.672.004.67Self Avg.
8Displays comfort, calm, and confidence when interacting with people at all levels of the organization [Trust Builder]
1.672.003.67
10Engages leaders in conversations to learn from organizational successes and failures [Leadership Coach]
1.673.004.67
25Tactfully challenges leaders to think differently or develop insights [Leadership Coach] 1.673.004.67
© 1997-2016 Assessment+, Inc.
Negative Self Gaps: Others
Section ESample, Joe
Page 43
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptiveItem appears in other low lists in this section
Avg. Self Gap
13Treats stakeholders with respect, regardless of role or responsibility [Trust Builder] -2.335.002.67
SelfAvg.
© 1997-2016 Assessment+, Inc.
Positive Self Gaps: Clients
Section ESample, Joe
Page 44
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptiveItem appears in other high lists in this section
Avg. Self Gap
35Maintains a broad and active network of relationships through formal and informal channels [Partnership Developer]
2.252.004.25Self Avg.
48Engages others to uncover assumptions underlying conclusions or actions [Systems Thinker]
1.752.003.75
40Cultivates relationships to gain understanding of the interests and needs of key stakeholders [Partnership Developer]
1.502.003.50
© 1997-2016 Assessment+, Inc.
Positive Self Gaps: Overall
Section ESample, Joe
Page 45
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptiveItem appears in other high lists in this section
Avg. Self Gap
35Maintains a broad and active network of relationships through formal and informal channels [Partnership Developer]
1.632.003.63Self Avg.
© 1997-2016 Assessment+, Inc.
Negative Self Gaps: Overall
Section ESample, Joe
Page 46
1Not
at all
Des
cripti
ve
2Slig
htly D
escri
ptive
3Mod
eratel
y
Descri
ptive
4Very
Des
cripti
ve
5Extr
emely
Descri
ptiveItem appears in other low lists in this section
Avg. Self Gap
13Treats stakeholders with respect, regardless of role or responsibility [Trust Builder] -1.505.003.50
SelfAvg.
© 1997-2016 Assessment+, Inc.
Highest Items: Overall
Section FSample, Joe
Page 47
Avg. SelfQuestion Role
36Encourages new thinking on ways that HR can support business success Talent Leader 4.44 4.00
2 Establishes clear and relevant standards of success Results Manager 4.25 3.00
4Applies basic knowledge of financial concepts (e.g., ROI) to better understand the effects of programs, policies, and processes
Metric Analyst 4.19 5.00
15Helps leaders identify opportunities for individual and organizational growth Leadership Coach 4.19 5.00
7Holds self and others accountable by clarifying expectations, required outcomes, and deadlines Results Manager 4.13 4.00
© 1997-2016 Assessment+, Inc.
Lowest Items: Overall
Section FSample, Joe
Page 48
Avg. SelfQuestion Role
18Gains others' trust by striving for fairness and equity when making judgments Trust Builder 2.63 3.00
44Follows industry and competitor trends to anticipate talent opportunities and threats Strategic Integrator 2.63 2.00
50Proactively persuades key stakeholders to support efforts
Partnership Developer 2.69 4.00
41Develops HR initiatives that have the potential to improve business results Talent Leader 2.75 2.00
46Supports business by crafting HR initiatives in alignment with key business objectives Talent Leader 2.75 2.00
© 1997-2016 Assessment+, Inc.
Comments
Section GSample, Joe
Page 49
What knowledge and skills are contributing to this individual's current career successes?C1
Self
No comments submitted.
Manager
No comments submitted.
Direct Reports
No comments submitted.
Peers
No comments submitted.
Others
No comments submitted.
Clients
No comments submitted.
What is preventing this individual from contributing more strategic value to the organization? You might want to consider both external barriers as well as personal capabilities.C2
Self
No comments submitted.
Manager
No comments submitted.
Direct Reports
No comments submitted.
Peers
No comments submitted.
© 1997-2016 Assessment+, Inc.
Comments
Section GSample, Joe
Page 50
What is preventing this individual from contributing more strategic value to the organization? You might want to consider both external barriers as well as personal capabilities.C2
Others
No comments submitted.
Clients
No comments submitted.
© 1997-2016 Assessment+, Inc.
Development Planning
Development planning will ensure that your current insights will actually help you to further develop as an HR/OD professional. This final step will allow you to use what you’ve learned to plan to address your development needs and leverage your strengths.
Follow the directions below to complete the “Addressing Development Needs” and “Leveraging Strengths” sections on the last two pages of this report.
Directions:
1. Write your goals in the first column. These should be based on the your high and low scores, differences between rater groups, and differences between your self evaluation and others’ evaluation of your performance and role importance scores.
• Target no more than three goals for addressing development needs and three goals for leveraging strengths. More goals than that will hinder your ability to focus on all of them.
• Be as specific as possible in writing your goals. For example, “Improve my ability to deal with tension between team members from different functions” is much more useful than “Improve my facilitation skills.”
2. In the second column, explain why each goal is important to you. Having a clear sense of why your goals are important should help you maintain your focus on achieving them.
3. In the third column, explain the actions you will take to achieve each goal.
• What you’ll do/change now: The specific things you can do or start immediately to begin achieving your development goals. They may involve, for example, further self-awareness exercises or resolutions to immediately change specific behaviors.
• Other developmental activities: These are the longer-term activities and changes that you plan to make. They may, for example, involve books to read, courses to take, projects to attempt, or coaching you would like to receive.
4. In the fourth column, explain what support you need from others in terms of time and/or resources. What, specifically, will you ask for? Note: Having a coach you trust and respect may be the single most important factor in achieving your development goals. A coach can support you with regular check-in meetings or periodic feedback on an as-needed basis. He or she may also be able to provide resources such as time off for training, access to experts, and so on. The
coach may be your manager or someone else with whom you have a good relationship and who can help you reach your development goals.
5. Finally, think about the obstacles you will encounter in reaching your goals and what you can do to avoid or overcome them. Two of the most common are:
• Lack of time. If time is a problem, you might try to identify certain time-efficient “practices” you can use on an everyday basis. You might also try setting aside a regular block of daily, weekly, or monthly time that you will spend working toward the goals you have set.
• Lack of support. The best remedies in this case are to identify a coach, as discussed above, and/or colleagues who have similar goals and want to work together to achieve them.
Sample Plan for Addressing Development Needs
Development Goals
Why the Goals Are Important
Actions I Will Take to Achieve Them
Support Needed
Improve my ability to facilitate teams, especially my ability to deal with tension and conflict among members from different functions.
The redesign team for the performance management system kicks off in three weeks, and there will probably be problems between the line people and those from staff. Unfortunately, I scored relatively low on powerful facilitation.
What I’ll do/change now: Ask Jack to start coaching me immediately on how he manages teams. Other activities and completion dates: Read Getting to Yes by end of month. Attend the next available conflict resolution training from Conflict Resolution Consulting.
Approval of time and funding for attending training.
Improve my understanding of the manufacturing side of the business.
I’d like to take on a generalist assignment in Manufacturing within the next 12 months.
What I’ll do/change now: Start reading the Wall Street Journal regularly. Other activities and completion dates: Look into the possibility of spending a day or so a month on the line. Consider taking some targeted business courses locally. Get coaching from Ellen about what courses to take and where.
Tuition reimbursement for courses?
Obstacles to Reaching Goals Steps to Overcome Them Lack of time!
Discuss with Ellen the possibility of temporarily reducing to 32 hours/week and/or offloading the assessment project.
Sample Plan for Leveraging Strengths
Goals for Leveraging Strengths
Why the Goals Are Important
Actions I Will Take to Achieve Them
Support Needed
Coach others about techniques for assessing the impact of training and development of technical professionals.
We’re hiring lots of IS people right now, especially in tech support. Because of the shortage of IS people in the market, we’re forced to lower our selection standards. But our internal technical training group is inexperienced and may not be able to keep up with the demand.
What I’ll do/change now: Speak with Jack in Technical Training about coaching some of his people. Other activities and completion dates: By the end of May, I will conduct a full audit of formal training and development programs and make suggestions for improvements.
Jack’s willingness to bring me in as a coach. Approval of time and funding for sitting in on the training sessions.
Act as a mediator between departments that are being merged (managers are competing for resources).
The organization is going through a lot of change right now. As departments merge, there is competition for time, people, space, and supplies. To make sure these mergers go smoothly, we need someone to help facilitate the process.
What I’ll do/change now: Have informal conversations with the managers of the departments being merged to discover their needs and concerns. Other activities and completion dates: Create a formal schedule that walks managers through the entire merger process and details what actions they need to take. Work through the schedule together to help facilitate the merger.
Cooperation of the affected managers.
Obstacles to Reaching Goals Steps to Overcome Them Lack of desire to change existing relationships/processes.
Candid discussions with primary stakeholders to win their support.
Development Plan: Addressing Development Needs
Development Goals
Why the Goals Are Important
Actions I Will Take to Achieve Them
Support Needed
Obstacles to Reaching Goals Steps to Overcome Them
Development Plan: Leveraging Strengths
Goals for Leveraging Strengths
Why the Goals Are Important
Actions I Will Take to Achieve Them
Support Needed
Obstacles to Reaching Goals Steps to Overcome Them