john doe - tcc online · john doe - [email protected] confidential 9. manager importance...

FINAL REPORTDemo - 360° Feedback

John [email protected]

July 12, 2018

www.tcconline.eu

https://admin-beta.tcconline.cz/www.tcconline.eu

CHAPTERS

introduction

how to work with the results

evaluated competencies

evaluation scale

evaluators

inspiration for your development

in what items do others see you differently than you see yourself

total rating

total order of areas

how does the self-assessment compare to the feedback given by other evaluators:

assessment of individual competences

order of partial competences

how does the self-assessment compare to the feedback given by other evaluators within the competences

feedback from individual groups of evaluators

order of competences by partial groups of evaluators

evaluator groups sorted by variation of feedback

recommendations from evaluators

summary for individual questions by competences

summary for individual questions by competences for individual groups of evaluators

summary for individual questions by evaluation

summary for individual questions by evaluation for individual groups of evaluators

evaluation of individual behaviours within the competences covered

John Doe - [email protected] confidential

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http://www.tcconline.eu

INTRODUCTIONThis report is the result of a 360° feedback review by TCC online s.r.o.

HOW TO WORK WITH THE RESULTSThe results of the 360° feedback review is meant mainly for you and your future personal development - it gives you feedbackabout how your external environment sees you. The final report starts with a summary and proceeds to give a detailed feedbackin individual blocks.

EVALUATED COMPETENCIESGeneral

Personal attitude

Work competences

Interaction with others

Management

Team leadership

Strategic management

Sales

Sales/ external client

EVALUATION SCALEThe following scale was used for the feedback review:

Cannot evaluate 0

Disagree 1

Mostly disagree 2

Mostly agree 3

Agree 4

EVALUATION SCALE - IMPORTANCE

Evaluators could also express how important the evaluated items are for them on a scale: 1 2 3 4 5 The evaluated person could also express how important the evaluated items are for him/her on a scale: 1 2 3 4 5 Values on the significance scale are as follows: 1 - It has a key importance for me, 2 - It is very important for me, 3 - It is ratherimportant for me, 4 - It is not very important for me, 5 - It is not important for me. In case there are no data for importance, there is sign: ? These values are labeled later in this report as "importance".


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EVALUATORS

EVALUATORSEVALUATORS EVALUATEDEVALUATED

ColleagueColleague 44

ManagerManager 11

SubordinateSubordinate 55

Self-assessmentSelf-assessment 11

Throughout the output report, results for Self-assessment and an average result for other evaluators are compared. This averageis then labeled as Feedback from others .


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INSPIRATION FOR YOUR DEVELOPMENTYou can find both best and worst evaluated questions across the competences below.Value shown at each item is the average evaluation across all evaluators without self-assessment.

ADVANTAGESADVANTAGES importance

Anticipates and prevents the risks of his decisions. 3.4 ?

Finishes his/her client meetings by agreeing on specific and clear steps. 3.2 ?

Is supportive of his/her subordinates and takes an interest in their needs. 3.4 ?

When signalled by the client, he/she moves from a general offer to discussinga specific solution.

2.5 5.0

Carefully notices what the client likes and adapts the business dialogueaccordingly.

2.7 ?

Emphasises the benefits the client can derive from mutual cooperation orbusiness.

2.8 ?

Inspires enthusiasm in his/her team members and motivates them to perform ata high level.

3.4 ?

The evaluee plans his actions and works systematically. 2.9 2.0

AREAS FOR DEVELOPMENTAREAS FOR DEVELOPMENT importance

Has a clear idea of what he/she wants to accomplish in his/her field andhow to do it.

3.5 4.0

Is supportive of changes leading to improvement in the long term. 3.0 2.0

When giving tasks to others, he/she is clear, unambiguous andunderstandable.

3.0 4.0

Acquires information from different sources in a focused manner. 3.3 2.0

Is interested in how other people perceive his/her work and strives for furtherdevelopment.

3.1 ?

When coordinating work, he/she takes the work of others into account. 3.3 2.0

Appears convincing and trustworthy in front of the client. 2.5 4.0

Develops client relationships. 3.0 3.0

Calmly deals with even very difficult situations. 3.0 5.0

3.6

3.25

2.86

2.83

2.67

2.67

2.63

2.6

1.17

1.38

1.4

1.57

1.71

1.71

1.8

1.83

1.83


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You can see here what items are percieved by your evaluators as the most important onesYou do not have to focus your further development only on the items evaluated as lower, but also on these that are important for others, even though theybelong those that are generally evaluated higher.

THE MOST IMPORTANT COMPETENCES BY EVALUATORSTHE MOST IMPORTANT COMPETENCES BY EVALUATORS importance

Manages to persuade others using convincing arguments. 2.2 ?

Actively participates in fulfilling tasks even over and above his/her jobdescription.

2.3 4.0

Establishes contact with new clients. 2.4 ?



2.5 5.0

He/she is able to adapt to new situations and circumstances quickly andeasily.

2.5 ?

Comprehensibly explains to his/her team members the general aims of thecompany and the specific steps taken to accomplish them.

2.6 3.0

Insists that the people in his/her team or department deliver their bestperformance.

2.6 ?

2.33

2.43

2.29

1.8

2.83

2.1

2.11

2.56


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INSPIRATION FOR YOUR DEVELOPMENT BY GROUPS OF EVALUATORSBelow, you can find best and worst evaluated items across competences. While you can build upon your best evaluated items/advantages and look foropportunities for their use in future, you can look for priorities for your next development in the near future in your worst evaluated items.Value shown at each item is the average of evaluations across the given group of evaluators.

ADVANTAGESADVANTAGES

COLLEAGUECOLLEAGUE

importance

Carefully notices what the client likes and adapts the business dialogueaccordingly.

2.3 ?


3.0 5.0


Fulfills his/her tasks by given deadlines. 4.3 3.0

MANAGERMANAGER

importance

Knows how to use the client`s objections in order to persuade them. 2.0 3.0

Investigates the client’s needs. 2.0 3.0


Inspires enthusiasm in his/her team members and motivates them to perform ata high level.

5.0 ?

Actively participates in fulfilling tasks even over and above his/her jobdescription.

2.0 4.0


Recognises and deals with risks. 2.0 4.0

3.33

3.33

3.33

3.33

4

4

4

4

4

4

4


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SUBORDINATESUBORDINATE

importance



Appreciates the financial impact of his/her actions and decisions. 2.3 2.0


Seeks to solve problems even when stressed and under pressure. 4.0 ?

Takes interest in the needs of his/her clients (internal or external). 2.7 5.0

The evaluee is an expert in his/her field and can deal with any work tasks. 3.5 4.0


2.0 ?


2.5 5.0

Recognises the strengths and weaknesses of his/her subordinates and supportsthem in self-development.

3.5 4.0

AREAS FOR DEVELOPMENTAREAS FOR DEVELOPMENT

COLLEAGUECOLLEAGUE

importance




4

3.33

3

3

3

3

3

3

3

3

1

1

1


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MANAGERMANAGER

importance



Forms his/her own independent opinion on situations. 3.0 ?



3.0 ?


Is interested in how other people perceive his/her work and strives for furtherdevelopment.

2.0 ?

Offers solutions which accomodate the needs of the client. 3.0 3.0



1.0 5.0


importance

Has a clear idea of what he/she wants to accomplish in his/her field andhow to do it.

3.2 4.0


2.7 4.0


You can see here what items are percieved by your evaluators as the most important onesYou do not have to focus your further development only on the items evaluated as lower, but also on these that are important for others, even though theybelong those that are generally evaluated higher.

THE MOST IMPORTANT COMPETENCES BY EVALUATORSTHE MOST IMPORTANT COMPETENCES BY EVALUATORS

COLLEAGUECOLLEAGUE

importance


Regards situations conceptually and with perspective. 1.7 ?


1

1

1

1

1

1

1

1

1

1

1

1.33

1.4

2

2.33

2.33


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MANAGERMANAGER

importance




1.0 5.0


importance


2.0 ?



4

2

1

3

2.25

2.25


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IN WHAT ITEMS DO OTHERS SEE YOU DIFFERENTLY THAN YOU SEE YOURSELFLower, you can find items across competences that show the greatest difference between your self-assessment and evaluations of others. The difference isshown in charts in red color.Areas in which you evaluate yourself higher than how others perceive you can inspire you to think about why there is such a difference and what can youdo in order to align the perception of you and others more.

HIGHER SELF-ASSESSMENTHIGHER SELF-ASSESSMENT Self-assessmentFeedback from

others

difference inevaluation

importance

When negotiating, the evaluee respects other people’s opinions and strives toreach mutual agreement.

2.8 2.0

Finds practical and realistic solutions for his/her tasks. 3.2 1.0

Contributes to working relationships and a positive atmosphere. 3.0 5.0

HIGHER EVALUATION BY OTHERSHIGHER EVALUATION BY OTHERS Feedback fromothers Self-assessment


importance


2.5 5.0



IN WHAT ITEMS DO OTHER GROUPS OF EVALUATORS SEE YOU DIFFERENTLY THAN YOU SEEYOURSELFLower, you can find items across competences that show the greatest difference between your self-assessment and evaluations of given group of evaluators.The difference is shown in charts in red color.Areas in which you evaluate yourself higher than how others perceive you can inspire you to think about why there is such a difference and what can youdo in order to align the perception of you and others more.

42.2

1.8

42.4

1.6

42.4

1.6

2.831

1.83

2.571

1.57

2.51

1.5


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COLLEAGUECOLLEAGUE

HIGHER SELF-ASSESSMENTHIGHER SELF-ASSESSMENT Self-assessment Colleague


importance

When negotiating, the evaluee respects other people’s opinions and strives toreach mutual agreement.

2.5 2.0



HIGHER EVALUATION BY OTHERSHIGHER EVALUATION BY OTHERS Colleague Self-

assessment


importance


3.0 5.0


Comprehensibly explains to his/her team members the general aims of thecompany and the specific steps taken to accomplish them.

2.5 3.0

MANAGERMANAGER

HIGHER SELF-ASSESSMENTHIGHER SELF-ASSESSMENT Self-assessment Manager


importance


Adheres to agreements and keeps his/her word. 2.0 4.0

When coordinating work, he/she takes the work of others into account. 3.0 2.0

HIGHER EVALUATION BY OTHERSHIGHER EVALUATION BY OTHERS Manager Self-

assessment


importance


Entrusts the members of his/her team with responsibility and gives them spaceto work independently.

3.0 1.0

Makes decisions promptly and with perspective. 2.0 4.0

41.5

2.5

31

2

42.25

1.75

3.331

2.33

2.671

1.67

2.51

1.5

42

2

32

1

32

1

41

3

31

2

32

1


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HIGHER SELF-ASSESSMENTHIGHER SELF-ASSESSMENT Self-assessment Subordinate


importance



2.7 4.0


HIGHER EVALUATION BY OTHERSHIGHER EVALUATION BY OTHERS Subordinate Self-

assessment


importance



2.5 5.0


42

2

31.33

1.67

42.4

1.6

31

2

31

2

31

2


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TOTAL RATING

This part of report is aimed on summarizing areas of competences and gives you basic information about how you evaluateyourself in comparison with other people around you.

It is easy to see in the chart, how much your own evaluation of yourself is in match with how others see you. Meaning, whetheryou evaluate yourself higher than people in your environment, or the other way around, or in which areas.

If the differences are large, try to think about what can be causing them and what useful information this tells you.

The values in the graph show the average for evaluators for a given area.


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TOTAL ORDER OF AREAS

In this chapter of report, you can take a closer look at what areas are evaluated better than others by other people and thereforewhat areas give you solid ground to build on in your future endeavors.

On the other hand, areas that are evaluated lower can steer you in your future development. While thinking about this, pleasedo not forget to consider which areas are those truly important to you and focus especially on them.

YOU RANKED YOUR AREAS OF COMPETENCES IN THIS ORDER::YOU RANKED YOUR AREAS OF COMPETENCES IN THIS ORDER::

1. (average 2.77 ) 3.6

2. (average 2.5 ) 3.5

3. (average 1.48 ) 2.8

OTHERS RANKED YOUR AREAS OF COMPETENCES IN THIS ORDER:OTHERS RANKED YOUR AREAS OF COMPETENCES IN THIS ORDER:

1. (average 2.39 ) 2.8

2. (average 2.24 ) 3.2

3. (average 2.23 ) 3.1

General

Sales

Management

Sales

Management

General


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HOW DOES THE SELF-ASSESSMENT COMPARE TO THE FEEDBACK GIVEN BY OTHEREVALUATORS:

SELF-ASSESSMENTSELF-ASSESSMENT FEEDBACK FROMFEEDBACK FROMOTHERSOTHERS

DIFFERENCEDIFFERENCE

1. General 0.54

2. Sales 0.11

3. Management -0.76

Those areas where you rated yourself better than others rated you are highlighted in colours. Purple colour indicates those areas where your rating issignificantly different from the rating from others. The intensity of the colour signifies the materiality of the difference on the evaluation scale:

difference in results: less than 25% of the evaluation scaledifference in results: 25-50% of the evaluation scaledifference in results: 50-75% of the evaluation scaledifference in results: above 75% of the evaluation scale

In addition to the evaluation result, in a colour circle the table also shows the importance assigned to the given item by the evaluated person and theevaluators.

2.77 3.6 2.23 3.1

2.5 3.5 2.39 2.8

1.48 2.8 2.24 3.2


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ASSESSMENT OF INDIVIDUAL COMPETENCES

This part of report is aimed on specific competences and gives you basic information about how you evaluate yourself incomparison with your surroundings.

It is easy to see in the chart, how much you own evaluation of yourself is in match with how others see you. Meaning, whetheryou evaluate yourself higher than people in your environment, or the other way around, or in which competences.

If the differences are large, try to think about what can be causing them and what useful information this tells you.

The values in the graph show the average for evaluators for a given competence.


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ORDER OF PARTIAL COMPETENCESIn this chapter of report, you can take a closer look at what competences are evaluated better than others by other people andtherefore what competences give you solid ground to build on in your future endeavors.

On the other hand, competences that are evaluated lower can steer you in your future development. While thinking about this,please do not forget to consider which competences are those truly important to you and focus especially on them.

YOU RANKED YOUR COMPETENCES IN THIS ORDER:YOU RANKED YOUR COMPETENCES IN THIS ORDER:

1. (average 3 ) 4.3 General

2. (average 2.8 ) 3.6 General


4. (average 2.5 ) 3.5 Sales

5. (average 1.75 ) 2.5 Management


OTHERS RANKED YOUR COMPETENCES IN THIS ORDER:OTHERS RANKED YOUR COMPETENCES IN THIS ORDER:







Your own assessment across all competences is EqualEqual (average 2.29 ) compared to the rating from others (average 2.26 )

Personal attitude


Work competences


Team leadership




Team leadership

Work competences

Personal attitude



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HOW DOES THE SELF-ASSESSMENT COMPARE TO THE FEEDBACK GIVEN BY OTHEREVALUATORS WITHIN THE COMPETENCES

SELF-ASSESSMENTSELF-ASSESSMENT FEEDBACK FROMFEEDBACK FROMOTHERSOTHERS

difference

1. Personal attitude 0.86

2. Interaction with others 0.45

3. Work competences 0.3

4. Sales/ external client 0.11

5. Team leadership -0.6

6. Strategic management -0.93

Average rating across competences 2.292.29 2.262.26

Those areas where you rated yourself better than others rated you are highlighted in colours. Purple colour indicates those areas where your rating issignificantly different from the rating from others. The intensity of the colour signifies the materiality of the difference on the evaluation scale:


In addition to the evaluation result, in a colour circle the table also shows the importance assigned to the given item by the evaluated person and theevaluators.

3 4.3 2.14 2.9

2.8 3.6 2.35 3.2

2.5 2.8 2.2 3.1

2.5 3.5 2.39 2.8

1.75 2.5 2.35 3.3

1.2 3.0 2.13 3.1


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FEEDBACK FROM INDIVIDUAL GROUPS OF EVALUATORS

In the next part, you can look at differences between groups of people who evaluated you.

Try to think about why different groups of people perceive you differently and whether it is caused e.g. by different experiencethey have with you, or whether you take a different approach with each of these groups.

It is quite often, but not necessarily always, that the most diverse evaluations (meaning diverse by evaluation scale) are fromsuperiors, who are not afraid to give more extreme answers on both ends of the evaluation scale and who are used to givingevaluation as a routine part of their role. Subordinates usually choose one of the highest values, because they know their superiorswell and are able to appreciate their qualities (once again, does not always apply). For colleagues, it is quite typical that theiranswers are the nearest to the average value and they tend to choose rather careful answers.

The values in the graph show the average for evaluators for a given competence.


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ORDER OF COMPETENCES BY PARTIAL GROUPS OF EVALUATORS

In this chapter of report, you can take a closer look at which of your competences are evaluated better than others by differentgroups of people who evaluated you.

Try to connect the evaluations with specific groups of evaluators and with specific competences. E.g. the most interesting topicsfor your further development in managerial competences can be given to you by subordinates, best inspirations for cooperationand teamwork can be gained from colleagues and inspirations for improvement in sales competences can be given by yourcustomers.

At each group of people who evaluated you, establish a set of priorities, meaning, competences that are the most vital for you,and focus especially on them.

RANKING OF COMPETENCES - COLLEAGUERANKING OF COMPETENCES - COLLEAGUE







RANKING OF COMPETENCES - MANAGERRANKING OF COMPETENCES - MANAGER





5. (average 2 ) 2.2 General


RANKING OF COMPETENCES - SUBORDINATERANKING OF COMPETENCES - SUBORDINATE









Team leadership

Work competences

Personal attitude


Work competences


Team leadership


Personal attitude


Team leadership




Work competences

Personal attitude


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EVALUATOR GROUPS SORTED BY VARIATION OF FEEDBACK

Self-assessment Colleague Manager Subordinate range

1 Strategic management 1.2 2.06 ↓1.751.75 ↑2.262.26 0.51

2 Work competences 2.5 ↓2.182.18 ↑2.632.63 2.19 0.45

3 Sales/ external client 2.5 ↑2.52.5 2.44 ↓2.292.29 0.21

4 Personal attitude 3 2.1 ↓22 ↑2.192.19 0.19

5 Team leadership 1.75 ↓2.292.29 2.33 ↑2.482.48 0.19

6 Interaction with others 2.8 2.38 ↓2.252.25 ↑2.392.39 0.14

average result across competences 2.29 2.25 ↓2.232.23 ↑2.32.3

Note: The arrow pointing down indicates the lowest values; the arrow pointing up indicates the highest values.



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RECOMMENDATIONS FROM EVALUATORS

In this chapter of report, you will find comments and recommendations from people who evaluated you.

Please treat them as specific situations how to work on yourself further. However, try to take them more lightly, so they do not hurtyou and keep in mind that those comments are always a reflection of the person who evaluated you. It is always an opinion ofone individual, which can be very useful for you, but which by no means mean automatic commitment to accept it withoutobjections.

If the questionnaire had more categories of recommendations, they are then sorted from summarizing and general ones tospecific ones relating to partial competences or directly to questions. Your own comments have a blue highlight.

RECOMMENDATIONS FROM EVALUATORS RELATING TO THE COMPETENCES COVERED

PERSONAL ATTITUDEPERSONAL ATTITUDE

WHAT SHOULD THE EVALUEE BEGIN DOING?WHAT SHOULD THE EVALUEE BEGIN DOING?

To improve the feedback in relation to subordinate persons and other colleagues, to hand over information more intensely

Delegate tasks which can be performed by someone else.

WHAT SHOULD THE EVALUEE DISCONTINUE DOING?WHAT SHOULD THE EVALUEE DISCONTINUE DOING?

If he/she has an different opinion from what is being discussed, he shouldn't wait until he is asked about it. After all, discussionsare here to give room to all opinions.

WHAT SHOULD THE EVALUEE CONTINUE DOING?WHAT SHOULD THE EVALUEE CONTINUE DOING?

Correct behaviour, a people-oriented approach, logical thinking about things.

Keep on thinking out of the box and support the big picture. Continue networking within the company and across the Group.Continue being pragmatic.

Mainly effort and cooperation among departments.

I appreciate the assessed person‘s positive approach to dealing with problems, his effort and ability to understand issuesbeyond his specialisation and make decisions based on that.

WORK COMPETENCESWORK COMPETENCES


Become familiar with the business strategy and expectations of the sales network.

Focus more on user needs and help them.

Be more aware that not everyone is an IT type and even when a request is "stupid", it is a problem for the user. Improvecommunication.

Sometimes he seems nervous, like I am disturbing him or something. I recommend slowing down while on the phone.



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Reduce complaints about complicated cooperation within the organization, motivate his team more so that they become naturalpartners positively influencing and enriching the process teams in the individual product processes.


His positive approach generally and especially in relation to difficult issues.

His positive approach to dealing with problems and to communication.

Communication style, responsible and proactive approach

I also think the ability to communicate with suppliers (or 3rd parties in general) is beneficial for everyone involved.

INTERACTION WITH OTHERSINTERACTION WITH OTHERS


hand over important information more frequently


Search for reasons why something could not be done in the methods and formalities in the buck-passing manner.

Making rushed (half-baked) decisions.

Asking about things which fall under him and not other people.

Try to plan tasks better. Allocate enough time for them, so that the relevant person in the team isn't under too much pressure.

He/she sometimes too dominant – let also the other party excel.


A proactive approach, structure, orientation at result and quality.

He tries to improve and learns quite fast.

TEAM LEADERSHIPTEAM LEADERSHIP


Influence attitudes of the internal support team more so that they become more open-minded to changes and positivecooperation with other teams.

regular work/consultancy meetings with the team


Stop smoking before meetings, especially with non-smokers. Shorten cigarette breaks. It takes 5 or 10 minutes tops to smoke acigarette, not 20 or more. It impacts the work of others. Time wasted waiting.


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Leave some decisions to the subordinates.

Not just be forwarding tasks and not helping if needed

Let go of all emotions related to negative feedback.

If he/she has an different opinion from what is being discussed, he shouldn't wait until he is asked about it. After all, discussionsare here to give room to all opinions.


Excellent cooperation, fast responses, helpful, sees larger context and understands it, quickly finds his bearing in a problem.

I appreciate positive approach, openness, helpfulness, and will to get involved, speed of absorbing new topics, teamwork,meeting deadlines, and prompt responses.

STRATEGIC MANAGEMENTSTRATEGIC MANAGEMENT


Understanding the workings of business. Ideally, go visit a dealer and learn to perceive both sides.

Provide feedback about requests and their status proactively.

Improve time management

Better organization of work.


Greater pro-activity, don't wait to be asked how your team can help

Stop thinking just within the framework of the team, get a more big-picture look. Sometimes the solution can only be seen fromfurther away.


I always appreciate speedy reactions, indubitable quality, ability to go straigth to the point and find effective solutions toproblems.

I appreciate pleasant cooperation, logical approach to problem-solving, professional demeanour, and structured thinking.

SALES/ EXTERNAL CLIENTSALES/ EXTERNAL CLIENT


When a task consists of multiple sub-tasks, it is sometimes not enough to resolve all these sub-tasks.

To improve the feedback in relation to subordinate persons and other colleagues, to hand over information more intensely

Not to be afraid to make one’s voice heard.

Challenge his colleague‘s opinions (not consider them automatically right);


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Working instead of everyone around him, this only comes back to bite you.

Having little regard for employees' personal complications.

Trying to please everyone.

In meetings, pay more attention to the subject matter instead of the phone or laptop. Or not arrange meetings with zero addedvalue.

Search for reasons why something could not be done in the methods and formalities in the buck-passing manner.


Detailed knowledge of business processes, products, and systems


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SUMMARY FOR INDIVIDUAL QUESTIONS BY COMPETENCESYou will find a summary for all individual evaluated items. Data are shown in charts for for following groups of evaluators in this order. If there is noevaluation by the given group of evaluators in the given question, this group will not be shown. Feedback from others Self-assessment

PERSONAL ATTITUDEPERSONAL ATTITUDE importance


Actively participates in fulfilling tasks even over and above his/herjob description.

2.3 4.0

He/she is able to adapt to new situations and circumstancesquickly and easily.

2.5 ?

Comes up with new ideas and innovations. 3.0 ?

Is interested in how other people perceive his/her work and strivesfor further development.

3.1 ?




WORK COMPETENCESWORK COMPETENCES importance


When coordinating work, he/she takes the work of others intoaccount.

3.3 2.0



Seeks solutions, not problems. 2.9 ?

Takes full responsibility for the results of his work. 2.6 4.0




The evaluee is an expert in his/her field and can deal with anywork tasks.

3.0 4.0

INTERACTION WITH OTHERSINTERACTION WITH OTHERS importance

Actively and willingly shares information. 3.3 5.0


2.252.25 33

2.432.43 33

2.12.1

1.861.86 1.711.71

1.831.83 33

2.52.5 2.442.44

2.62.6 44

1.711.71 33

2.52.5 22

1.571.57 11

2.222.22 22 22

2.572.57 11

2.222.22 2.42.4 44

2.22.2 33

2.442.44 33

2.332.33


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When negotiating, the evaluee respects other people’s opinionsand strives to reach mutual agreement.

2.8 2.0


Offers his/her (internal or external) clients solutions to their utmostsatisfaction.

3.7 1.0

Is willing to cooperate and involve others. 3.9 ?


TEAM LEADERSHIPTEAM LEADERSHIP importance

Is supportive of his/her subordinates and takes an interest in theirneeds.

3.4 ?

Entrusts the members of his/her team with responsibility and givesthem space to work independently.

3.3 1.0

Inspires enthusiasm in his/her team members and motivates them toperform at a high level.

3.4 ?


3.0 4.0

Insists that the people in his/her team or department deliver theirbest performance.

2.6 ?

Is constructive in pointing out things he/she finds satisfactory orunsatisfactory.

2.9 ?

Recognises the strengths and weaknesses of his/her subordinatesand supports them in self-development.

3.3 4.0

As a manager, the evaluee is an authority and his/her behavioursets an example to others.

4.2 1.0

STRATEGIC MANAGEMENTSTRATEGIC MANAGEMENT importance

Has a clear idea of what he/she wants to accomplish in his/herfield and how to do it.

3.5 4.0



Comprehensibly explains to his/her team members the generalaims of the company and the specific steps taken to accomplishthem.

2.6 3.0



SALES/ EXTERNAL CLIENTSALES/ EXTERNAL CLIENT importance

2.22.2 44

2.52.5 11

2.172.17 22

2.432.43 2.42.4 44

2.862.86

2.32.3 11

2.632.63

1.41.4 33

2.562.56

2.142.14

2.52.5 22

2.382.38 11

1.171.17 11

2.112.11 22

3.63.6 2.112.11 11

2.432.43 11

1.381.38 11


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Carefully notices what the client likes and adapts the businessdialogue accordingly.

2.7 ?



Emphasises the benefits the client can derive from mutualcooperation or business.

2.8 ?

When signalled by the client, he/she moves from a general offer todiscussing a specific solution.

2.5 5.0

Finishes his/her client meetings by agreeing on specific and clearsteps.

3.2 ?

2.292.29 1.81.8 33

1.861.86 33

1.831.83 33

2.672.67

2.572.57 33

2.132.13 22

2.672.67

2.832.83 11

3.253.25


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SUMMARY FOR INDIVIDUAL QUESTIONS BY COMPETENCES FOR INDIVIDUAL GROUPS OFEVALUATORSYou will find a summary for all individual evaluated items. Data are shown in charts for for following groups of evaluators in this order. If there is noevaluation by the given group of evaluators in the given question, this group will not be shown. Colleague Manager Subordinate Self-assessment

PERSONAL ATTITUDEPERSONAL ATTITUDE importance



2.3 4.0


2.5 ?



3.1 ?




WORK COMPETENCESWORK COMPETENCES importance



3.3 2.0




2.252.25 22 2.332.33 33

2.332.33 44 22 33

22 22 2.22.2 1.751.75 22 22 11 1.751.75 1.51.5 22 33

22 22 33 33 11 2.252.25

2.252.25 44 2.62.6 44

22 22 1.51.5 33

3.333.33 11 2.252.25 22

11 22 22 11

22 22 2.52.5


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3.0 4.0

INTERACTION WITH OTHERSINTERACTION WITH OTHERS importance




2.8 2.0



3.7 1.0



TEAM LEADERSHIPTEAM LEADERSHIP importance


3.4 ?


3.3 1.0


3.4 ?

22 22 22

2.672.67 44 22 11

2.332.33 33 22 2.52.5 33 22 44

1.671.67 33 33

22 33 2.752.75 33

2.52.5 2.252.25 1.51.5 2.672.67 44

2.52.5 11 33 11

2.672.67 1.671.67 22

33 33 22 2.52.5 22 2.42.4 44

33 11 3.333.33 1.751.75 33 2.62.6 11

22 44 2.752.75


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3.0 4.0


2.6 ?


2.9 ?


3.3 4.0


4.2 1.0

STRATEGIC MANAGEMENTSTRATEGIC MANAGEMENT importance


3.5 4.0



Comprehensibly explains to his/her team members the generalaims of the company and the specific steps taken to accomplishthem.

2.6 3.0



SALES/ EXTERNAL CLIENTSALES/ EXTERNAL CLIENT importance





1.51.5 1.331.33 33

2.752.75 22 2.52.5 33 22 1.751.75 2.332.33 22 33 22

22 2.62.6 11

1.51.5 11 11

1.671.67 33 2.22.2 22

3.333.33 44 2.52.5 22 1.751.75 11

2.332.33 11 33 11

11 11 1.61.6 11

2.332.33 22 2.332.33 22 33 1.41.4 33

11 44 1.751.75 33

2.52.5 1.51.5 33


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2.7 ?




2.8 ?


2.5 5.0


3.2 ?

3.333.33 22 2.42.4 22 44 2.52.5 33

2.52.5 11 22 22

33 11 33 3.333.33 11 33 11

33 44 33


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importance

SUMMARY FOR INDIVIDUAL QUESTIONS BY EVALUATIONYou will find here a summary for all individual evaluated items that are ordered from the best evaluated ones by all evaluators. There are data shown inthese charts for following groups of evaluators in this order: Feedback from others Self-assessment



3.2 ?


3.4 ?


2.5 5.0


2.7 ?


2.8 ?


3.4 ?





2.6 ?



3.3 4.0






2.3 4.0




3.63.6 3.253.25

2.862.86

2.832.83 11

2.672.67

2.672.67

2.632.63

2.62.6 44

2.572.57 11

2.572.57 33

2.562.56

2.52.5 22

2.52.5 22

2.52.5 11

2.52.5 2.442.44 33

2.442.44 2.432.43 33

2.432.43 2.432.43 11

2.42.4 44


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4.2 1.0



3.3 1.0






3.0 4.0


2.8 2.0


3.7 1.0


2.9 ?


Comprehensibly explains to his/her team members the general aimsof the company and the specific steps taken to accomplish them.

2.6 3.0



2.5 ?








3.3 2.0

2.42.4 44

2.382.38 11

2.332.33 2.32.3 11

2.292.29 2.252.25 33

2.222.22 2.222.22 2.22.2 33

2.22.2 44

2.172.17 22

2.142.14

2.132.13 22

2.112.11 11

2.112.11 22

2.12.1

22 22

1.861.86 1.861.86 33

1.831.83 33

1.831.83 33

1.81.8 33

1.711.71 33


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3.1 ?



3.0 4.0



3.5 4.0

1.711.71

1.571.57 11

1.41.4 33

1.381.38 11

1.171.17 11


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importance

SUMMARY FOR INDIVIDUAL QUESTIONS BY EVALUATION FOR INDIVIDUAL GROUPS OFEVALUATORSCOLLEAGUECOLLEAGUEYou will find here a summary for all individual evaluated items that are ordered from the best evaluated ones by all evaluators. There are data shown inthese charts for following groups of evaluators in this order: Colleague Self-assessment


2.7 ?


2.5 5.0





3.2 ?


3.4 ?


2.8 ?



2.9 ?


2.6 ?



3.7 1.0



2.6 3.0






3.333.33

3.333.33 11

3.333.33 3.333.33 22

33 33

33

33

33 33

2.752.75

2.672.67 11

2.672.67 22

2.52.5 2.52.5 11

2.52.5 44

2.52.5 44

2.52.5 11

2.52.5 22

2.52.5 33


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3.3 4.0


2.3 4.0










3.4 ?


4.2 1.0


3.3 2.0





3.1 ?


2.5 ?


3.3 1.0



3.0 4.0



3.5 4.0

2.332.33 22

2.332.33 33

2.332.33 2.332.33 2.332.33 11

2.252.25 33

2.252.25 44

22 33

22 22

22 22

22 11

22 33

22 22 33

22 33

22

22

1.751.75 11

1.751.75 1.671.67 33

1.671.67 22

1.51.5 11


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2.8 2.0


3.0 4.0





1.51.5 44

1.51.5 33

1.51.5 33

11 33

11 11

11 11


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importance

MANAGERMANAGERYou will find here a summary for all individual evaluated items that are ordered from the best evaluated ones by all evaluators. There are data shown inthese charts for following groups of evaluators in this order: Manager Self-assessment




3.2 ?


3.4 ?


2.3 4.0





3.3 1.0







2.9 ?





2.6 ?


3.3 4.0


3.3 2.0


44 33

44 33

44

44

44 33

44 44

44 11

33 33

33 11

33 33 33 44

33 22

33 33

22

22 11

22 44

22 22

22 22

22 33

22


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2.6 3.0



2.7 ?



2.5 ?


2.5 5.0




3.1 ?


3.4 ?


2.8 ?





22 11

22 22

22 33

22

11 11

11 11

11 22

11

11

11

11 22

11 11 11

11 11


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importance

SUBORDINATESUBORDINATEYou will find here a summary for all individual evaluated items that are ordered from the best evaluated ones by all evaluators. There are data shown inthese charts for following groups of evaluators in this order: Subordinate Self-assessment



3.4 ?



3.2 ?




3.0 4.0


2.8 ?


2.5 5.0


3.3 4.0


3.4 ?



2.8 2.0


3.3 1.0


4.2 1.0



2.6 ?




44 3.333.33

33 11

33

33 33 11

33 33

33

33 11

33 22

2.752.75

2.752.75 33

2.672.67 44

2.62.6 11

2.62.6 11

2.62.6 44

2.52.5

2.52.5 2.52.5 33

2.42.4 44


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2.7 ?








2.5 ?











2.3 4.0


2.6 3.0


2.9 ?


3.1 ?



3.7 1.0


2.42.4

2.332.33 33

2.332.33 2.252.25 2.252.25 22

2.252.25 2.22.2 22

2.22.2

22 44

22 22 11

22 22 22

22 11

22 33

22 22 22

22 33

1.751.75 11

1.751.75

1.751.75

1.751.75 33

1.671.67 22

1.61.6 11


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3.3 2.0



3.0 4.0


3.5 4.0

1.51.5 33

1.51.5 33

1.41.4 33

1.331.33 33

11 11


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EVALUATION OF INDIVIDUAL BEHAVIOURS WITHIN THE COMPETENCES COVERED

In the final part of report, you can find information about how individual evaluators evaluated individual questions.

Try to focus here, among other things, on specific areas for development in competences (even in a competence that is evaluatedas high in general, there can be a partial question that is perceived as lower and vice versa).

Another interesting information for you can be a match or, the other way around, differences in answers of individual evaluatorson a given scale. E.g. you can see whether an average value of “3” means that everybody evaluated you the same, with score“3”, or whether e.g. some part of evaluators chose the value “2” and a different part of them the value “4”. These details canhelp you to choose your priorities and topics for your further development better and also set specific goals.

PERSONAL ATTITUDEPERSONAL ATTITUDE

ADHERES TO AGREEMENTS AND KEEPS HIS/HER WORD.ADHERES TO AGREEMENTS AND KEEPS HIS/HER WORD.

average evaluation for all evaluators: 2.25 importance3.4 4.0

Colleague 0 1 1 2 0Manager 0 0 1 0 0Subordinate 1 0 2 1 0Self-assessment

XX

ACTIVELY PARTICIPATES IN FULFILL ING TASKS EVEN OVER AND ABOVE HIS/HER ACTIVELY PARTICIPATES IN FULFILL ING TASKS EVEN OVER AND ABOVE HIS/HER JOB DESCRIPTION.JOB DESCRIPTION.



XX


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HE/SHE IS ABLE TO ADAPT TO NEW SITUATIONS AND CIRCUMSTANCES QUICKLY AND EASILY.HE/SHE IS ABLE TO ADAPT TO NEW SITUATIONS AND CIRCUMSTANCES QUICKLY AND EASILY.

average evaluation for all evaluators: 2.1 importance2.5 ?


COMES UP WITH NEW IDEAS AND INNOVATIONS.COMES UP WITH NEW IDEAS AND INNOVATIONS.



XX

IS INTERESTED IN HOW OTHER PEOPLE PERCEIVE HIS/HER WORK AND STRIVES FOR FURTHERIS INTERESTED IN HOW OTHER PEOPLE PERCEIVE HIS/HER WORK AND STRIVES FOR FURTHERDEVELOPMENT.DEVELOPMENT.



XX


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CALMLY DEALS WITH EVEN VERY DIFFICULT SITUATIONS.CALMLY DEALS WITH EVEN VERY DIFFICULT SITUATIONS.



XX

SEEKS TO SOLVE PROBLEMS EVEN WHEN STRESSED AND UNDER PRESSURE.SEEKS TO SOLVE PROBLEMS EVEN WHEN STRESSED AND UNDER PRESSURE.



XX

FORMS HIS/HER OWN INDEPENDENT OPINION ON SITUATIONS.FORMS HIS/HER OWN INDEPENDENT OPINION ON SITUATIONS.




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WORK COMPETENCESWORK COMPETENCES

THE EVALUEE PLANS HIS ACTIONS AND WORKS SYSTEMATICALLY.THE EVALUEE PLANS HIS ACTIONS AND WORKS SYSTEMATICALLY.



XX

WHEN COORDINATING WORK, HE/SHE TAKES THE WORK OF OTHERS INTO ACCOUNT.WHEN COORDINATING WORK, HE/SHE TAKES THE WORK OF OTHERS INTO ACCOUNT.



XX

FULFILLS HIS/HER TASKS BY GIVEN DEADLINES.FULFILLS HIS/HER TASKS BY GIVEN DEADLINES.



XX


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ACQUIRES INFORMATION FROM DIFFERENT SOURCES IN A FOCUSED MANNER.ACQUIRES INFORMATION FROM DIFFERENT SOURCES IN A FOCUSED MANNER.



XX

SEEKS SOLUTIONS, NOT PROBLEMS.SEEKS SOLUTIONS, NOT PROBLEMS.



TAKES FULL RESPONSIBIL ITY FOR THE RESULTS OF HIS WORK.TAKES FULL RESPONSIBIL ITY FOR THE RESULTS OF HIS WORK.

average evaluation for all evaluators: 2 importance2.6 4.0

Colleague 1 1 0 1 0Subordinate 1 1 1 1 0Self-assessment

XX


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RECOGNISES AND DEALS WITH RISKS.RECOGNISES AND DEALS WITH RISKS.



XX

REGARDS SITUATIONS CONCEPTUALLY AND WITH PERSPECTIVE.REGARDS SITUATIONS CONCEPTUALLY AND WITH PERSPECTIVE.



XX

FINDS PRACTICAL AND REALISTIC SOLUTIONS FOR HIS/HER TASKS.FINDS PRACTICAL AND REALISTIC SOLUTIONS FOR HIS/HER TASKS.



XX


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THE EVALUEE IS AN EXPERT IN HIS/HER FIELD AND CAN DEAL WITH ANY WORK TASKS.THE EVALUEE IS AN EXPERT IN HIS/HER FIELD AND CAN DEAL WITH ANY WORK TASKS.



XX


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INTERACTION WITH OTHERSINTERACTION WITH OTHERS

ACTIVELY AND WILL INGLY SHARES INFORMATION.ACTIVELY AND WILL INGLY SHARES INFORMATION.



XX

MANAGES TO PERSUADE OTHERS USING CONVINCING ARGUMENTS.MANAGES TO PERSUADE OTHERS USING CONVINCING ARGUMENTS.



XX

WHEN NEGOTIATING, THE EVALUEE RESPECTS OTHER PEOPLE’S OPINIONS AND STRIVES TO REACHWHEN NEGOTIATING, THE EVALUEE RESPECTS OTHER PEOPLE’S OPINIONS AND STRIVES TO REACHMUTUAL AGREEMENT.MUTUAL AGREEMENT.



XX


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TAKES INTEREST IN THE NEEDS OF HIS/HER CLIENTS (INTERNAL OR EXTERNAL).TAKES INTEREST IN THE NEEDS OF HIS/HER CLIENTS (INTERNAL OR EXTERNAL).



XX

OFFERS HIS/HER (INTERNAL OR EXTERNAL) CLIENTS SOLUTIONS TO THEIR UTMOST SATISFACTION.OFFERS HIS/HER (INTERNAL OR EXTERNAL) CLIENTS SOLUTIONS TO THEIR UTMOST SATISFACTION.



XX

IS WILL ING TO COOPERATE AND INVOLVE OTHERS.IS WILL ING TO COOPERATE AND INVOLVE OTHERS.



XX


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CONTRIBUTES TO WORKING RELATIONSHIPS AND A POSITIVE ATMOSPHERE.CONTRIBUTES TO WORKING RELATIONSHIPS AND A POSITIVE ATMOSPHERE.



XX


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TEAM LEADERSHIPTEAM LEADERSHIP

IS SUPPORTIVE OF HIS/HER SUBORDINATES AND TAKES AN INTEREST IN THEIR NEEDS.IS SUPPORTIVE OF HIS/HER SUBORDINATES AND TAKES AN INTEREST IN THEIR NEEDS.



ENTRUSTS THE MEMBERS OF HIS/HER TEAM WITH RESPONSIBIL ITY AND GIVES THEM SPACE TO WORKENTRUSTS THE MEMBERS OF HIS/HER TEAM WITH RESPONSIBIL ITY AND GIVES THEM SPACE TO WORKINDEPENDENTLY.INDEPENDENTLY.



XX

INSPIRES ENTHUSIASM IN HIS/HER TEAM MEMBERS AND MOTIVATES THEM TO PERFORM AT A HIGH LEVEL.INSPIRES ENTHUSIASM IN HIS/HER TEAM MEMBERS AND MOTIVATES THEM TO PERFORM AT A HIGH LEVEL.




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WHEN GIVING TASKS TO OTHERS, HE/SHE IS CLEAR, UNAMBIGUOUS AND UNDERSTANDABLE.WHEN GIVING TASKS TO OTHERS, HE/SHE IS CLEAR, UNAMBIGUOUS AND UNDERSTANDABLE.



XX

INSISTS THAT THE PEOPLE IN HIS/HER TEAM OR DEPARTMENT DELIVER THEIR BEST PERFORMANCE.INSISTS THAT THE PEOPLE IN HIS/HER TEAM OR DEPARTMENT DELIVER THEIR BEST PERFORMANCE.



XX

IS CONSTRUCTIVE IN POINTING OUT THINGS HE/SHE FINDS SATISFACTORY OR UNSATISFACTORY.IS CONSTRUCTIVE IN POINTING OUT THINGS HE/SHE FINDS SATISFACTORY OR UNSATISFACTORY.



XX


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RECOGNISES THE STRENGTHS AND WEAKNESSES OF HIS/HER SUBORDINATES AND SUPPORTS THEM INRECOGNISES THE STRENGTHS AND WEAKNESSES OF HIS/HER SUBORDINATES AND SUPPORTS THEM INSELF-DEVELOPMENT.SELF-DEVELOPMENT.



XX

AS A MANAGER, THE EVALUEE IS AN AUTHORITY AND HIS/HER BEHAVIOUR SETS AN EXAMPLE TO OTHERS.AS A MANAGER, THE EVALUEE IS AN AUTHORITY AND HIS/HER BEHAVIOUR SETS AN EXAMPLE TO OTHERS.



XX


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STRATEGIC MANAGEMENTSTRATEGIC MANAGEMENT

HAS A CLEAR IDEA OF WHAT HE/SHE WANTS TO ACCOMPLISH IN HIS/HER FIELD AND HOW TO DO IT.HAS A CLEAR IDEA OF WHAT HE/SHE WANTS TO ACCOMPLISH IN HIS/HER FIELD AND HOW TO DO IT.



XX

MAKES DECISIONS PROMPTLY AND WITH PERSPECTIVE.MAKES DECISIONS PROMPTLY AND WITH PERSPECTIVE.



XX

ANTICIPATES AND PREVENTS THE RISKS OF HIS DECISIONS.ANTICIPATES AND PREVENTS THE RISKS OF HIS DECISIONS.




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COMPREHENSIBLY EXPLAINS TO HIS/HER TEAM MEMBERS THE GENERAL AIMS OF THE COMPANY ANDCOMPREHENSIBLY EXPLAINS TO HIS/HER TEAM MEMBERS THE GENERAL AIMS OF THE COMPANY ANDTHE SPECIFIC STEPS TAKEN TO ACCOMPLISH THEM.THE SPECIFIC STEPS TAKEN TO ACCOMPLISH THEM.



XX

APPRECIATES THE FINANCIAL IMPACT OF HIS/HER ACTIONS AND DECISIONS.APPRECIATES THE FINANCIAL IMPACT OF HIS/HER ACTIONS AND DECISIONS.



XX

IS SUPPORTIVE OF CHANGES LEADING TO IMPROVEMENT IN THE LONG TERM.IS SUPPORTIVE OF CHANGES LEADING TO IMPROVEMENT IN THE LONG TERM.



XX


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SALES/ EXTERNAL CLIENTSALES/ EXTERNAL CLIENT

ESTABLISHES CONTACT WITH NEW CLIENTS.ESTABLISHES CONTACT WITH NEW CLIENTS.



XX

APPEARS CONVINCING AND TRUSTWORTHY IN FRONT OF THE CLIENT.APPEARS CONVINCING AND TRUSTWORTHY IN FRONT OF THE CLIENT.



XX

KNOWS HOW TO USE THE CLIENT`S OBJECTIONS IN ORDER TO PERSUADE THEM.KNOWS HOW TO USE THE CLIENT`S OBJECTIONS IN ORDER TO PERSUADE THEM.



XX


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DEVELOPS CLIENT RELATIONSHIPS.DEVELOPS CLIENT RELATIONSHIPS.



XX

CAREFULLY NOTICES WHAT THE CLIENT LIKES AND ADAPTS THE BUSINESS DIALOGUE ACCORDINGLY.CAREFULLY NOTICES WHAT THE CLIENT LIKES AND ADAPTS THE BUSINESS DIALOGUE ACCORDINGLY.



INVESTIGATES THE CLIENT’S NEEDS.INVESTIGATES THE CLIENT’S NEEDS.



XX


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OFFERS SOLUTIONS WHICH ACCOMODATE THE NEEDS OF THE CLIENT.OFFERS SOLUTIONS WHICH ACCOMODATE THE NEEDS OF THE CLIENT.



XX

EMPHASISES THE BENEFITS THE CLIENT CAN DERIVE FROM MUTUAL COOPERATION OR BUSINESS.EMPHASISES THE BENEFITS THE CLIENT CAN DERIVE FROM MUTUAL COOPERATION OR BUSINESS.



XX

WHEN SIGNALLED BY THE CLIENT, HE/SHE MOVES FROM A GENERAL OFFER TO DISCUSSING A SPECIFICWHEN SIGNALLED BY THE CLIENT, HE/SHE MOVES FROM A GENERAL OFFER TO DISCUSSING A SPECIFICSOLUTION.SOLUTION.



XX


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FINISHES HIS/HER CLIENT MEETINGS BY AGREEING ON SPECIFIC AND CLEAR STEPS.FINISHES HIS/HER CLIENT MEETINGS BY AGREEING ON SPECIFIC AND CLEAR STEPS.




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john doe - tcc online · john doe - [email protected] confidential 9. manager importance...

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