Basic 360

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360° Feedback
From: Roger Palethorpe, Colleague
Strengths:
Sue supports and works well with all individuals and helps to support them by sharing her
knowledge and expertise. I have observed whilst working on the electronic appraisals for her
to remain calm when dealing with challenging behaviours from managers and delegates at all
levels. Sue is a very caring individual who asks and enters into discussion with individuals
about their feelings. I have observed her to acknowledge feedback then react according
taking on board their input and adapting to the required response in the future.
Where you feel they could build on their strength:
Sue knowledge and skills around corporate software and her ability as a trainer are without
question. She always displays a professional image and service to either the client or
participants within her classroom. Sue is a very approachable person with a wonderful
personality this I have observed on many occasions when working with her on the electronic
appraisal workshops or other projects together.
Where you feel the areas for improvement are, where appropriate:
I have seen some delegates and individuals who have not acted with integrity and taken
advantage of Sue’s good nature. Sometimes Sue tries to take responsibility for others
learning, which she cannot be expected to do, no matter what tactics the learner tries to
employ.
This has had an effect on her from delegates and colleagues which has increased the
psychological stress of her workload and feeling of responsibility. As a consequence this has
influenced her personal well being and so had an effect on her personal health.
On a wider application of professional development that cannot be completed within a work
context this has sometimes taken a lower priority. When work has overtaken her, Sue has
revaluated her development requirement and concentrated on work commitments. This has
been to the determent of her own development, which she should deeply consider rectify
certainly in the current economic environment. This may include areas such as IT and
registering with BCS as an expert and upgrading her training qualification.

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From: Debby De-haas – ProjectLeader in Employee Development
What they do well
Sue looks beyond the immediate problem, asks good questions and observes behaviour which
enables her to analyse situations very perceptively. She is then able to suggest more
effective solutions for the individual(s) concerned if appropriate and make the decision to
implement them
A good example of this is the move from providing basic courses on key IT software (such as
Word, Excel and PowerPoint), and instead offer ‘drop-in’ sessions where people can find out
exactly what they need to know. By providing a ‘book ahead’ system, this approach means
that time is used most effectively for herself and the learners.
The nature of Sue’s work means that she is always offering and encouraging new ideas and
new ways of doing things to her learners. In my experience, Sue’s approach is to work with
people where they are and help them to find solutions that work for them – not giving them
‘the’ way of doing something.
Sue frequently and proactively shares knowledge and best practice. For example, recently she
emailed colleagues with a new and more effective way of doing something that she had
recently discovered. She pursues solutions diligently including chasing software suppliers
when necessary.
In IT, things often change at short notice, sometimes resulting in abortive work. Sue appears
to take these changes in her stride, remaining calm and able to embrace and react positively
to the new requirements.
Sue is fantastic at building the confidence (and skills) of her learners. She manages
expectations well. She supports others in their role and is a good team player. Sue definitely
has a ‘can do’ approach and is well used to finding ways of delivering results with limited time
and budget. She is well able to hold herself and others (eg, outside IT contractors who may
write applications for her) to account and is not afraid to go back to them if the result is not
up to her expectations. She is a good team player and works well with the rest of the IT team
and the wider Learning and Development Team
Sue takes her personal development seriously, including issues of work-life balance to
improve her performance in every aspect of her life. She actively seeks feedback, both on
individual training events and on her overall approach’ and uses this to improve performance
in the future.
She builds strong working relationships, listening to people and treating everyone with
respect and dignity at all times. She takes time to understand people’s problems or
challenges, and helps them to find a solution. She is open and honest, able to work with
others constructively and positively.
What they could improve
Sue could benefit from continuing to develop her self-belief in the quality of her ideas and
solutions.

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Sue can sometimes take on too much herself as she is so willing to help others. She may need
to say ‘no’ more often to ensure she can continue to deliver her own work to her own high
standards.
Sometimes resources or facilities (eg, the temperature in the IT training rooms, the type or
nature of equipment available or the booking system for rooms) can impact negatively on
effective training provision. Perhaps Sue could find a way of influencing management,
perhaps with IT trainer colleagues, so that the negative impact is less in future?
I am not sure how much personal training and development time is included in Sue’s full work
schedule. This perhaps needs to be reviewed and an increase negotiated to ensure that it
continues to maintain a sufficient priority in her overall work programme..
I would urge Sue to continue to build on this natural strength and use it to best advantage
within the team and with the client, as well as with her learners

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From: Piers Benn – Client
Thinking and decision making
They are able to ask challenging questions to gather all the information they need. They can
see the ‘bigger picture’, and make timely decisions. They look at potential issues and see
possible solutions and their implications. They are apt at spotting trends, patterns and
discrepancies, enabling them to interpret complex information.
Sue very quickly assessed my needs and was able to deliver (what was then a new) tool to me
at an appropriate pace. She was open to discussion about how my work could be developed
by the software as well as how the software needed to develop to accommodate ideas. This
meant that my sights were able to be set high and I was able not to compromise on producing
a quality product.
Creating solutions and change
They are able to offer and encourage new ideas and ways of doing things whilst considering
the advantages/ and disadvantages of a solution. They share knowledge and best practice.
They look for solutions and a better way of doing things, challenging the status quo. They
embrace and react positively to change. Sue was continually challenging the capability of the
software to deliver what we wanted from it
Inspiring and influencing
They build confidence through their actions and positively influence others. They gain the
commitment of others whilst role modeling the Mouchel Guiding Principles. They are able to
manage the expectations of others. They support people in their role, including peers or
colleagues, and if applicable, able to delegate responsibility.
Sue is a very positive learning role model – excited by the process of learning and her
engagement is stimulating.
Delivering results and Improvement
They have a ‘can do’ approach, holding self and others to account. They monitor and strive to
improve their performance, delivering results with a commercial focus whilst looking for ways
to implement improvements. They take responsibility for delivery of individual and team
tasks and objectives. Sue has a can do approach, and is open to ideas and the suggestions of
others.
Performance and Responsibility
They take personal responsibility for their own development and actions. They support
others to achieve the highest levels of performance. They ask for feedback and use the
feedback obtained in a positive way, to influence their development plans. They utilize
Mouchel’s Talent Management tools and procedures to manage their performance and that
of others when applicable. Sue welcomed comments and suggestions.
Building Great Relationships
They are open and honest with others in a constructive way. They are able to work with
others to support them, listen to them and treat them with integrity, respect and dignity at all
times. They take time to talk to people. They identify opportunities to work with others in the
future and lay the foundations for long lasting professional relationships with customers and
colleagues.
Sue provided one of the most positive professional relationships I encountered in MKC

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From: Dee Walters, Colleague
What they do well
Sue has a very structured approach when gathering information. She is good at asking
searching questions to extract difficult answers. I have observed Sue working with staff and
clients on difficult tasks. In these instances Sue has been very good at taking a holistic view of
a situation, identifying potential problems and solutions to counteract. Sue is very good at
looking how problems and solutions will impact on the overall business.
Sue monitors training very closely and as a result is able to identify trend, discrepancies and
able to use this information to develop training.
Sue is very generous with her time and offering help and advice. In my experience it has not
always been fully recognised and in some instances appreciated. Sue would do well to ‘blow
her own trumpet’ more and let others know how much time and effort she devotes to helping
others improve there performance.
embrace and react positively to change.
What they do well
In the 3 years that I have worked with Sue, she takes on each new challenge in the same
professional and enthusiastic manner. In her roles of creating, coordinating and delivering
training, Sue is consistently identifying and supporting new ideas.
Sue’s organised way of working helps her to quickly identify potential advantages or
disadvantages to ideas, which she is very good at communicating in a way that encourages
others and involves them in changes process.
In my experience Sue has never avoided change when confronted with it, but looked at how
change would benefit her and the team.
Sue sets herself very high standards and does not deviate from them. This has led to her
occasionally putting herself under pressure when asked to get involved in a task/project at
very short notice that she has not been involved with from the start. The reason for this is the
conflict of her high standards and the very limited delivery time allocated.
commitment of others whilst role modelling the Mouchel Guiding Principles. They are able to

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What they do well
Sue is one of the most professional trainers’ I have worked with in my career. Her passion for
training and helping others improve their knowledge is evident in her continued commitment
to developing training methods on reduced resources. Sue is clear on what Mouchel’s Guiding
Principles and is able to gain the commitment of other, while following these principles,
because of her natural approach and genuine manner.
Being a trainer has meant that much of Sue’s time is devoted to supporting colleagues at all
levels in improving their skill. Being the ECDL Centre Manager is one example where Sue’s has
regular dealings with managing the expectations of colleagues wanting to attain the ECDL
qualification. She is able to work with ECDL candidates to successfully identify a learning
strategy that will enable them to be successful. This is illustrated in the high success rate of
MKC/Mouchel staff achieving the ECDL qualification
Very difficult. Sue always wants to help people improve and sometimes colleagues take
advantage of her helpful approach. She needs to sometimes say no, with authority, if she does
not have the time or resources to help when asked.
Delivering results and improvement
They have a ‘can do’ approach, holding self and others to account. They monitor and strive to improve their
performance, delivering results with a commercial focus whilst looking for ways to implement improvements .
They take responsibility for delivery of individual and team tasks and objectives.
What they do well
In my experience Sue has always show a ‘can do’ approach when presented with task. Sue is
not a person to rest on her laurels. Her success in training has been a result of continuous self
development to improve her performance and knowledge. In training Sue has continually
monitored training techniques, new developments and equipment.
Sue has developed a series of working relationships with internal and external contacts to
provide training and learning resources that are of good value and benefit the organisation at
competitive rates.
Sue demonstrates time and again taking responsibility for delivering individual and team
tasks. She is a consummate team player who can lead by example when called upon. I have
observed Sue on many occasions taking the lead role with colleagues, not because she wants
to, but because her organisational and communication skills best place her to do so.
Being more forthright in letting some of her colleagues shoulder more of the responsibility for
projects they work on together.
of others when applicable.

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What they do well
In the time that I have worked with Sue, she has always been active in taking responsibility for
her own personal development. Had she not done so she would not have achieved what she
has to-date. One of Sue’s strengths is gathering and analysing information which she does
well to measure her own development.
Feedback is a constant part of training and Sue does this all the time. She not only receives
feedback, but analyses it, reports the results monthly and acts upon positive and negative
feedback to improve training performance.
From my observations, Sue is always committed to using the tools provided by the
organisation to hers’ and colleagues performances.
I would suggest that Sue push harder to be given time and resources to progress her own
personal development. The benefit from this would not just help her, but also Mouchel as she
will be bringing more and improved skills and knowledge to the organisation. .
colleagues.
What they do well
Having met a number of people over the last 3 years in the organisation who have either
received training from Sue or worked with her in some way, the overwhelming feedback has
been how supportive, helpful and professional she is. She is renowned for providing help and
assistance even when it sometimes involves going out her scope of expertise.
In the time I have worked with Sue, I have never seen her loose her temper, lower her
professional standard of behaviour or treat colleagues in any other way but respectfully.
Despite her workload, Sue continues to develop and build strong professional relationships
with both internal and external clients. This has resulted in her being asked to provide help
and expertise on many occasions. One example of this was offering to provide assistance to a
member of the Chief Executive’s team utilising Project software to plan a visit by the Queen to
Milton Keynes. This resulted in Sue working outside her normal hours and workload to assist
in the project
Sue is sometimes too kind to her colleagues and could learn to be a little selfish from time to
time. There are only so many hours in a day and sometimes Sue takes on more than she
should, because of her willingness to help colleagues. As difficult as it might be for, sometimes
she will have to learn to say “sorry but I am not able to help you, however I might be able to
point you in the right direction”

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From: Angela Planter - Student
What they do well
Sue is able to make a trainee feel comfortable and confident. She is very patient and
accommodating which must be a major requirement as a trainer. A lot of the ECDL can
appear daunting but she conveys the necessary information over clearly.
She is able to guide, instruct and motivate and encourage.
embrace and react positively to change
What they do well
Sue is willing to adapt where necessary for example when I requested a quiet enivironment to
do my test not only did she ensure this was done for me but extended this to others and
modified her surgery dates accordingly.
commitment of others whilst role modeling the Mouchel Guiding Principles. They are able to
What they do well
Sue presents her self well both by her immaculate dress code and professionalism. This in turn
provides a positive role model for new staff.
Delivering results and improvement
They have a ‘can do’ approach, holding self and others to account. They monitor and strive to
improve their performance, delivering results with a commercial focus whilst looking for ways
to implement improvements. They take responsibility for delivery of individual and team
tasks and objectives.
What they do well
Sue encourages feedback both positive and negative and is willing to question the examining
board on the students behalf if something goes wrong.
of others when applicable.

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What they do well
Sue is honest to tell us what she has and has not achieved. She has offered me support
throughout my ECDL studies and is encouraging me to go onto to do the advanced ECDL!
colleagues.
What they do well
Sue as stated already makes her trainees feel comfortable and relaxed. She works with them
at their own pace and encourages you if you have any doubts. She also not afraid to give
praise when it is due.

Basic 360

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