The document is a 360-degree feedback report for a group of employees. It provides an overview of responses received, competency scores, and detailed scoring across competencies and relationship levels. The report is intended to support development planning. It analyzes feedback from over 600 responses on 59 participants to identify strengths and areas for development at both individual and group levels. Key insights include top and bottom rated competencies and behaviors to help focus the organization's learning agenda.
The report has been designed to be clear, focused, and easy to understand. In this report, different analyses of an individual have been shown - including gap analysis and subjective comments of the respondents.
Assessment Centre methodology used to build the talent & leadership pipeline of sales forces was little used until Dr Wilfred Monteiro pioneered the concept and practice in India. A peek at the methodology
Human Resources Business Capability Model CIOPages
A Comprehensive, industry-agnostic, multi-purpose Human Resources functional area business capability model. Visit: https://www.ciopages.com/store/human-resources-business-capability-model/
The report has been designed to be clear, focused, and easy to understand. In this report, different analyses of an individual have been shown - including gap analysis and subjective comments of the respondents.
Assessment Centre methodology used to build the talent & leadership pipeline of sales forces was little used until Dr Wilfred Monteiro pioneered the concept and practice in India. A peek at the methodology
Human Resources Business Capability Model CIOPages
A Comprehensive, industry-agnostic, multi-purpose Human Resources functional area business capability model. Visit: https://www.ciopages.com/store/human-resources-business-capability-model/
360 Degree Leadership Feedback and Assessment- a Leadership and Management De...Rajeev Ranjan
360 Degree Assessment Tool Used for leadership development initiatives
1. multi-rater feedback,
2. multi source feedback,
3. multi source assessment,
360 Degree Assessment Tools are used for learning and development. 360 Degree Assessment Tools are helpful: -
1. For understanding leaders’ effectiveness
2. For helping leaders identifying their strengths
3. For improving leader’s self-awareness around critical leadership competencies
4. For sharing powerful insights into how the people we work with perceive my leadership styles
5. For identifying organizations development needs,
6. For identifying what’s most important in order to attain organization’s strategic goals
360-degree assessment tool provides comprehensive view of yourself through feedback from: -
your colleagues,
people you report to,
your boss,
other stakeholders
Rajeev Ranjan
Principal, Teacher- Trainer
www.rajeevelt.com
Employee Value Proposition. How and why your EVP plays a critical role in you...N. Robert Johnson, APR
Companies with a clear and differentiated employee value proposition outperform their competitors. In this 30+3 Webinar, we take a quick look at ways to develop a clear and differentiated EVP.
Explore the latest talent insights and product updates designed to help you plan for the year ahead. Plus, learn how to engage remote candidates, upskill internal talent, and hire more strategically with our latest enhancements.
How to use recruiter for talent market mapping to identify more right fit can...Caroline McDonald
Studies have shown that having a ready pipeline of top quality candidates can improve quality of hire, time to fill, and in some cases even cut cost per hire. Defining your talent landscape ahead of time and not taking a shotgun approach to candidate sourcing can make or break your ability to attract and ultimately hire the right people in to your business. In these slides, we examine the scenarios in which we can use LinkedIn Recruiter to map the talent market, allowing you to effectively guide your business on hiring strategy and plans with data.
The pilot sites report their findings for end of life care communication skills
22 September 2010 - National End of Life Care Programme
This report provides the first round of feedback from a training needs analysis (TNA) pilot project, set up to support the development of communication skills training for all those working in end of life care.
It provides some early outcomes and learning from 12 pilot sites around the country, each of which carried out its own local workforce TNA. We hope these initial findings will be useful to other organisations planning to carry out a TNA themselves, or to support the development of EoLC training plans. A series of 'top tips' are summarised in the document.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
5 Types of Modern Mentoring That Can Benefit Your OrganizationKatie Mouton
Modern mentoring goes beyond the traditional one-to-one mentoring model that has been adapted through the years. Traditional mentoring is still popular, but with the increasing number of millennials joining the workforce, organizations are beginning to include more contemporary forms of mentoring. These programs embrace a new approach where everyone is considered equal, rather than senior or junior, and the mentoring environments are more casual or even virtual.
In this webinar, we discussed 5 modern mentoring concepts that can facilitate learning within your organization that is more agile and allows for a larger possibility of knowledge sharing.
Flash Mentoring – How does it work?
Virtual Mentoring – What are the pros and cons?
Group Mentoring – Advantages and Disadvantages.
Reverse Mentoring- How to make this relationship successful.
Speed Mentoring- How is it beneficial?
Help Young Talent Develop a Professional MindsetDaniel Goleman
There is a chasm between what business leaders expect from recent graduates, and what these new hires offer. In a Hay Group study of 450 business leaders and 450 recent graduates based in India, the US, and China… a massive 76% of business leaders reported that entry-level workers and recent grads are not ready for their jobs.
In most cases, these hires are intelligent, ambitious, and technically savvy. They have proven their ability to accomplish the work. They’re committed and passionate about rising through the ranks. So what are these new professionals missing?
They’re lacking emotional intelligence skills.
My MIBA thesis presentation about using social networking sites for recruiting by Enas Wahdan @ Ecole Supérieure Libre des Sciences Commerciales Appliquées (ESLSCA)
04 - Dec- 2010
Cairo , Egypt
Developing Individual Development Plans (IDP)Seta Wicaksana
In addition to employee commitment, the ongoing involvement of managers is a crucial element in the plan's success. According to Gallup, there is a direct connection between the frequency of managerial feedback and the extent of employee engagement. Based on surveys conducted by Gallup, the research firm says employees who receive daily feedback from their manager are three times more likely to be engaged than those who receive feedback once a year or less. It also found that 71% of employees who believe their boss can identify their abilities are more engaged and enthusiastic at work.
Multi-rater feedback is recognized as an accurate and impactful way of assessing an employee’s strengths as well as development needs.The process being time consuming and complex (due to lot of participants involved), the meaning of the feedback gets lost some where. Next 360-degree Feedback Platform is designed to be one of the most flexible technologies in the market. With a lot of customization options, this platform is readily deployed, easy to use and scalable technology .
360 Degree Leadership Feedback and Assessment- a Leadership and Management De...Rajeev Ranjan
360 Degree Assessment Tool Used for leadership development initiatives
1. multi-rater feedback,
2. multi source feedback,
3. multi source assessment,
360 Degree Assessment Tools are used for learning and development. 360 Degree Assessment Tools are helpful: -
1. For understanding leaders’ effectiveness
2. For helping leaders identifying their strengths
3. For improving leader’s self-awareness around critical leadership competencies
4. For sharing powerful insights into how the people we work with perceive my leadership styles
5. For identifying organizations development needs,
6. For identifying what’s most important in order to attain organization’s strategic goals
360-degree assessment tool provides comprehensive view of yourself through feedback from: -
your colleagues,
people you report to,
your boss,
other stakeholders
Rajeev Ranjan
Principal, Teacher- Trainer
www.rajeevelt.com
Employee Value Proposition. How and why your EVP plays a critical role in you...N. Robert Johnson, APR
Companies with a clear and differentiated employee value proposition outperform their competitors. In this 30+3 Webinar, we take a quick look at ways to develop a clear and differentiated EVP.
Explore the latest talent insights and product updates designed to help you plan for the year ahead. Plus, learn how to engage remote candidates, upskill internal talent, and hire more strategically with our latest enhancements.
How to use recruiter for talent market mapping to identify more right fit can...Caroline McDonald
Studies have shown that having a ready pipeline of top quality candidates can improve quality of hire, time to fill, and in some cases even cut cost per hire. Defining your talent landscape ahead of time and not taking a shotgun approach to candidate sourcing can make or break your ability to attract and ultimately hire the right people in to your business. In these slides, we examine the scenarios in which we can use LinkedIn Recruiter to map the talent market, allowing you to effectively guide your business on hiring strategy and plans with data.
The pilot sites report their findings for end of life care communication skills
22 September 2010 - National End of Life Care Programme
This report provides the first round of feedback from a training needs analysis (TNA) pilot project, set up to support the development of communication skills training for all those working in end of life care.
It provides some early outcomes and learning from 12 pilot sites around the country, each of which carried out its own local workforce TNA. We hope these initial findings will be useful to other organisations planning to carry out a TNA themselves, or to support the development of EoLC training plans. A series of 'top tips' are summarised in the document.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
5 Types of Modern Mentoring That Can Benefit Your OrganizationKatie Mouton
Modern mentoring goes beyond the traditional one-to-one mentoring model that has been adapted through the years. Traditional mentoring is still popular, but with the increasing number of millennials joining the workforce, organizations are beginning to include more contemporary forms of mentoring. These programs embrace a new approach where everyone is considered equal, rather than senior or junior, and the mentoring environments are more casual or even virtual.
In this webinar, we discussed 5 modern mentoring concepts that can facilitate learning within your organization that is more agile and allows for a larger possibility of knowledge sharing.
Flash Mentoring – How does it work?
Virtual Mentoring – What are the pros and cons?
Group Mentoring – Advantages and Disadvantages.
Reverse Mentoring- How to make this relationship successful.
Speed Mentoring- How is it beneficial?
Help Young Talent Develop a Professional MindsetDaniel Goleman
There is a chasm between what business leaders expect from recent graduates, and what these new hires offer. In a Hay Group study of 450 business leaders and 450 recent graduates based in India, the US, and China… a massive 76% of business leaders reported that entry-level workers and recent grads are not ready for their jobs.
In most cases, these hires are intelligent, ambitious, and technically savvy. They have proven their ability to accomplish the work. They’re committed and passionate about rising through the ranks. So what are these new professionals missing?
They’re lacking emotional intelligence skills.
My MIBA thesis presentation about using social networking sites for recruiting by Enas Wahdan @ Ecole Supérieure Libre des Sciences Commerciales Appliquées (ESLSCA)
04 - Dec- 2010
Cairo , Egypt
Developing Individual Development Plans (IDP)Seta Wicaksana
In addition to employee commitment, the ongoing involvement of managers is a crucial element in the plan's success. According to Gallup, there is a direct connection between the frequency of managerial feedback and the extent of employee engagement. Based on surveys conducted by Gallup, the research firm says employees who receive daily feedback from their manager are three times more likely to be engaged than those who receive feedback once a year or less. It also found that 71% of employees who believe their boss can identify their abilities are more engaged and enthusiastic at work.
Multi-rater feedback is recognized as an accurate and impactful way of assessing an employee’s strengths as well as development needs.The process being time consuming and complex (due to lot of participants involved), the meaning of the feedback gets lost some where. Next 360-degree Feedback Platform is designed to be one of the most flexible technologies in the market. With a lot of customization options, this platform is readily deployed, easy to use and scalable technology .
Enable employees to pursue self-development on a continuous basis by providing them effective feedback and relevant learning solutions. Each solution is use as you wish--where, when and how-- with the learner at the center.
NURS 6003 Transition to Graduate Study .docxkendalfarrier
NURS 6003:
Transition to Graduate Study for Nursing
Academic and Professional Success Plan Template
Prepared by:
<INSERT NAME>
This document is to be used for
NURS 6003 Transition to Graduate Study for Nursing to complete Assessments 1-4. Just as importantly the document serves to organize your thoughts about planning for your academic and professional success.
For specific instructions see the weekly assessment details in the course or ask your instructor for further guidance.
Module 1 | Part 1: Developing an Academic and Professional Network
I have identified and secured the participation of the following academic (at least two) and professional (at least two) individuals and/or teams to form the basis of my network. This network will help me to clarify my vision for success and will help guide me now and in the future.
Directions: Complete the information below for each member of your network. For more than four entries repeat the items below with details of your additional network member(s) in the ‘ADDITIONAL NETWORK MEMBERS’ section.
NETWORK MEMBER 1
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 2
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 3
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 4
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
Module 2 | Part 2: Strategies to Promote Academic Integrity and Professional Ethics
I have analyzed the relationship between academic integrity and writing, as well as the relationship between professional practices and scholarly ethics. I have also identified strategies I intend to pursue to maintain integrity and ethics of my academic work while a student of the MSN program, as well as my professional work as a nurse throughout my career. The results of these efforts are shared below.
Directions: In the space below craft your analysis/writing sample, including Part 1 (The Connection Between Academic and Professional Integrity) and Part 2 (Strategies for Maintaining Integrity of Work).
Part 1: Writing Sample: The Connection Between Academic and Professional Integrity
In the space below write a 2- 3-paragraph analysis that includes the following:
· Explanation for the relationship between academic integrity and writing
· Explanation for the relationship between professional practices and scholarly.
NURS 6003:
Transition to Graduate Study for Nursing
Academic and Professional Success Plan Template
Prepared by:
<INSERT NAME>
This document is to be used for
NURS 6003 Transition to Graduate Study for Nursing to complete Assessments 1-6. Just as importantly the document serves to organize your thoughts about planning for your academic and professional success.
For specific instructions see the weekly assessment details in the course, or ask your instructor for further guidance.
Week 1 | Part 1: My Academic and Professional Network
I have identified and secured the participation of the following academic (at least two) and professional (at least two) individuals and/or teams to form the basis of my network. This network will help me to clarify my vision for success and will help guide me now and in the future.
Directions: Complete the information below for each member of your network. For more than four entries repeat the items below with details of your additional network member(s) in the ‘ADDITIONAL NETWORK MEMBERS’ section.
NETWORK MEMBER 1
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 2
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 3
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 4
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
ADDITIONAL NETWORK MEMBERS
Week 2 | Part 2: Academic Resources and Strategies
I have identified the following academic resources and/or strategies that can be applied to success in the nursing practice in general or my specialty in particular.
Directions: In the space below Identify and describe
at least three academic resources or strategies that can be applied to the MSN program, and
at least threeprofessional resources that can be applied to success in the nursing practice in general or your specialty in particular. For each, explain how you intend to use these resources, and how they might benefit you academically and professionally.
Academic Resource/Strategy 1
Academic Resource/Strategy 2
Academic Resource/Strategy 3
Professional Resource/Strategy 1
Professional Resource/Strategy 2
Professional Resource/Strategy 3
ADDITIONAL RESOURCES/STRATEGIES
Week 3 | Part 3: Strategies to Promote Academic Integrity and Professional Ethics
I have ...
NURS 6003 Transition to Graduate Study for NursingAca.docxmccormicknadine86
NURS 6003: Transition to Graduate Study for Nursing
Academic and Professional Success Plan Template
Prepared by:
<INSERT NAME>
This document is to be used for NURS 6003 Transition to Graduate Study for Nursing to complete Assessments 1-6. Just as importantly the document serves to organize your thoughts about planning for your academic and professional success.
For specific instructions see the weekly assessment details in the course, or ask your instructor for further guidance.
Week 1 | Part 1: My Academic and Professional Network
I have identified and secured the participation of the following academic (at least two) and professional (at least two) individuals and/or teams to form the basis of my network. This network will help me to clarify my vision for success and will help guide me now and in the future.
Directions: Complete the information below for each member of your network. For more than four entries repeat the items below with details of your additional network member(s) in the ‘ADDITIONAL NETWORK MEMBERS’ section.
NETWORK MEMBER 1
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 2
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 3
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 4
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
ADDITIONAL NETWORK MEMBERS
Week 2 | Part 2: Academic Resources and Strategies
I have identified the following academic resources and/or strategies that can be applied to success in the nursing practice in general or my specialty in particular.
Directions: In the space below Identify and describe at least three academic resources or strategies that can be applied to the MSN program, and at least threeprofessional resources that can be applied to success in the nursing practice in general or your specialty in particular. For each, explain how you intend to use these resources, and how they might benefit you academically and professionally.
Academic Resource/Strategy 1
Academic Resource/Strategy 2
Academic Resource/Strategy 3
Professional Resource/Strategy 1
Professional Resource/Strategy 2
Professional Resource/Strategy 3
ADDITIONAL RESOURCES/STRATEGIES
Week 3 | Part 3: Strategies to Promote Academic Integrity and Professional Ethics
I have analyzed the relationship between academic integrity and writing, as well as the relation.
NURS 6003 Transition to Graduate Study for NursingAca.docxvannagoforth
NURS 6003: Transition to Graduate Study for Nursing
Academic and Professional Success Plan Template
Prepared by:
<INSERT NAME>
This document is to be used for NURS 6003 Transition to Graduate Study for Nursing to complete Assessments 1-6. Just as importantly the document serves to organize your thoughts about planning for your academic and professional success.
For specific instructions see the weekly assessment details in the course, or ask your instructor for further guidance.
Week 1 | Part 1: My Academic and Professional Network
I have identified and secured the participation of the following academic (at least two) and professional (at least two) individuals and/or teams to form the basis of my network. This network will help me to clarify my vision for success and will help guide me now and in the future.
Directions: Complete the information below for each member of your network. For more than four entries repeat the items below with details of your additional network member(s) in the ‘ADDITIONAL NETWORK MEMBERS’ section.
NETWORK MEMBER 1
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 2
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 3
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 4
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
ADDITIONAL NETWORK MEMBERS
Week 2 | Part 2: Academic Resources and Strategies
I have identified the following academic resources and/or strategies that can be applied to success in the nursing practice in general or my specialty in particular.
Directions: In the space below Identify and describe at least three academic resources or strategies that can be applied to the MSN program, and at least threeprofessional resources that can be applied to success in the nursing practice in general or your specialty in particular. For each, explain how you intend to use these resources, and how they might benefit you academically and professionally.
Academic Resource/Strategy 1
Academic Resource/Strategy 2
Academic Resource/Strategy 3
Professional Resource/Strategy 1
Professional Resource/Strategy 2
Professional Resource/Strategy 3
ADDITIONAL RESOURCES/STRATEGIES
Week 3 | Part 3: Strategies to Promote Academic Integrity and Professional Ethics
I have analyzed the relationship between academic integrity and writing, as well as the relation ...
NURS 6003 Transition to Graduate Study for NursingAca.docxgibbonshay
NURS 6003: Transition to Graduate Study for Nursing
Academic and Professional Success Plan Template
Prepared by:
<INSERT NAME>
This document is to be used for NURS 6003 Transition to Graduate Study for Nursing to complete Assessments 1-6. Just as importantly the document serves to organize your thoughts about planning for your academic and professional success.
For specific instructions see the weekly assessment details in the course, or ask your instructor for further guidance.
Week 1 | Part 1: My Academic and Professional Network
I have identified and secured the participation of the following academic (at least two) and professional (at least two) individuals and/or teams to form the basis of my network. This network will help me to clarify my vision for success and will help guide me now and in the future.
Directions: Complete the information below for each member of your network. For more than four entries repeat the items below with details of your additional network member(s) in the ‘ADDITIONAL NETWORK MEMBERS’ section.
NETWORK MEMBER 1
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 2
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 3
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 4
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
ADDITIONAL NETWORK MEMBERS
Week 2 | Part 2: Academic Resources and Strategies
I have identified the following academic resources and/or strategies that can be applied to success in the nursing practice in general or my specialty in particular.
Directions: In the space below Identify and describe at least three academic resources or strategies that can be applied to the MSN program, and at least threeprofessional resources that can be applied to success in the nursing practice in general or your specialty in particular. For each, explain how you intend to use these resources, and how they might benefit you academically and professionally.
Academic Resource/Strategy 1
Academic Resource/Strategy 2
Academic Resource/Strategy 3
Professional Resource/Strategy 1
Professional Resource/Strategy 2
Professional Resource/Strategy 3
ADDITIONAL RESOURCES/STRATEGIES
Week 3 | Part 3: Strategies to Promote Academic Integrity and Professional Ethics
I have analyzed the relationship between academic integrity and writing, as well as the relation.
NURS 6003:
Transition to Graduate Study for Nursing
Academic and Professional Success Plan Template
Prepared by:
<INSERT NAME>
This document is to be used for
NURS 6003 Transition to Graduate Study for Nursing to complete Assessments 1-4. Just as importantly the document serves to organize your thoughts about planning for your academic and professional success.
For specific instructions see the weekly assessment details in the course or ask your instructor for further guidance.
Module 1 | Part 1: Developing an Academic and Professional Network
I have identified and secured the participation of the following academic (at least two) and professional (at least two) individuals and/or teams to form the basis of my network. This network will help me to clarify my vision for success and will help guide me now and in the future.
Directions: Complete the information below for each member of your network. For more than four entries repeat the items below with details of your additional network member(s) in the ‘ADDITIONAL NETWORK MEMBERS’ section.
NETWORK MEMBER 1
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 2
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 3
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
NETWORK MEMBER 4
Name:
Title:
Organization:
Academic or Professional:
Why I selected this individual and/or team and how they will support my success in the MSN program and as a practicing nurse:
Notes:
Module 2 | Part 2: Strategies to Promote Academic Integrity and Professional Ethics
I have analyzed the relationship between academic integrity and writing, as well as the relationship between professional practices and scholarly ethics. I have also identified strategies I intend to pursue to maintain integrity and ethics of my academic work while a student of the MSN program, as well as my professional work as a nurse throughout my career. The results of these efforts are shared below.
Directions: In the space below craft your analysis/writing sample, including Part 1 (The Connection Between Academic and Professional Integrity) and Part 2 (Strategies for Maintaining Integrity of Work).
Part 1: Writing Sample: The Connection Between Academic and Professional Integrity
In the space below write a 2- 3-paragraph analysis that includes the following:
· Explanation for the relationship between academic integrity and writing
· Explanation for the relationship between professional practices and scholarly ...
Instructions1.Project Assignment OutlineDecision level of t.docxnormanibarber20063
Instructions:
1. Project Assignment Outline“Decision level of the business organisation – A Case Study”
A typical hierarchical business will have three (3) broad levels of organizational decision-making from the top to the bottom. Each organizational level exhibits different information requirements characteristics in terms of the decision timeframes, certainty, risk, responsiveness, information structure and application of technology. These decision-making levels are characterized by information systems that are different in design and composition because of the level-specific goals of the information systems at each level of the hierarchy. The decision-making levels are highly significant in terms of system thinking, since the purpose of processing data is to produce information for decision making.
1. Discuss the nature and type of information required at each level of decision making within a typical organization hierarchy.
Link this to the various Information systems used by organizations such as Transaction Processing, Management Information and Executive Decision Support systems.
Hints
1: operational information
a. Lower level management
b. Transactional processing system (TPS)
c. Day-today operations or activities
d. Leger entries or journal entries
e. Follow established policy or guidelines
f. Easy decision
g. Structured decision/programme decision
h. Operation information is required in decision such as credit granting
2: Tactical information
i. Middle level management
j. Management information system(MIS)
k. Decision support system(DSS)
l. Semi-structured decision
3: Strategic information
m. Top level management or highest level of management
n. Decision support system
o. Executive information system
p. Future oriented
q. Understand decision non-programming decision
r. Ill-defined and difficult decision
s. It contains many variables
t. Strategies: information is required in decision such as merger or acquisition
2. Consider and suggest three possible information sources that could be used to provide data and information for decision making.
Consider how such sources of information may be extracted from the environment and how reliable these information sources are.
Internet sources e.g. Stock level or inventory level, database –required by the lower level management – more for operation
External sources e.g. economics outlook of a country – required by the highest level of management – more for planning purpose
Primary sources of information
Secondary sources of information
Tertiary sources of information (Anon., n.d.)
3. What are the desired qualities of information at each level of the organizational hierarchy?
Discuss the granularity aspects of information for the different levels of management in an organization.
Qualitative characteristics of information – information has qualities and it depends on
1. Accurate – freedom of errors
2. Complete – nothing should be omitted
3. Relevance – level of management
.
SCIENTIFIC MERIT ACTION RESEARCH TEMPLATE (SMART) FORMa..docxkenjordan97598
SCIENTIFIC MERIT ACTION RESEARCH TEMPLATE (SMART) FORM
a.k.a. “Research Plan”
School of Public Service LeadershipScientific Merit Process
Learners who are doing action research for their dissertation will use this form to go through the process of scientific merit review. The goals of this process are: (1) to facilitate the planning of the details of your action research project, (2) to ensure that the proposed project has rigor and allows for scientific merit review, and (3) to facilitate your progress through the dissertation. This is not an addition to your dissertation but rather a step to assist you in obtaining mentor, committee, school, and IRB approval more efficiently. You must obtain mentor, committee, and school approval of your Research Plan before submitting your IRB application.
Scientific Merit Criteria
The following criteria will be used to establish scientific merit. The purpose of the review will determine if the proposed project:
1. Contributes to society by improving a practice
2. Documents need for change by utilizing evidence-based needs assessment
3. Meets certain “Hallmarks” of a good action research project including:
a. Action research design
i. Practical
ii. Participatory
iii. Defined Action PlanScientific Merit ApprovalYour completed SMART form will be approved, not approved, or deferred for major or minor revisions. Your committee will use a checklist to determine if the study meets the criteria for scientific merit and the committee will provide specific feedback designed to identify any issues that need to be resolved related to the scientific merit. You will have up to three opportunities to submit this form for committee approval.
Obtaining scientific merit approval does not guarantee you will obtain IRB approval. The IRB review will focus on ethical issues. A detailed ethical review will be conducted during the process of IRB approval.Recommendations for How to Use This FormThe SMART form is intended to help you and your mentor plan the design and details of your dissertation. Once your mentor approves your SMART form, your entire committee will review the form for scientific merit. When the entire committee approves your SMART form, then it will be submitted for school approval. It is recommended that you use this form in a step-by-step way to help plan your design. Expect that you will go through a few revisions before your mentor and committee approve this form.
Tips for filling out the SMART form:
· Prepare your answers in a separate Word document, as editing and revising will be easier.
· Copy/paste items into the right-hand fields when they are ready.
· Don’t delete the descriptions in the left column!
· Don’t lock the form, as that will stop you from editing and revising within the form.
· Leave no blank spaces in the form. If an item does not apply to your study, type “NA” in its field.
· Read the item descriptions carefully. Items request very specific information. Be sure you understa.
Part 1 Post a ResponseLeadership is the ability to influence ot.docxdanhaley45372
Part 1: Post a Response
Leadership is the ability to influence others to achieve organizational goals. Organizations spend billions of dollars each year to improve the leadership skills of its employees. Leadership skills are needed within organizations to execute the vision, mission and strategic goals of the organization.
Visit the mind tools website and complete the short Leadership Skills exercise (https://www.mindtools.com/pages/article/newLDR_50.htm). After you explore your strengths and areas for growth, address the following items in your response:
- What are your strengths?
- Where do you have opportunities to grow your leadership skills?
- Based on your assessment results, propose three things you can do to improve your leadership skills.
**Please try to give the score and example look at 2 Post as below for use references**
Part 2: Respond to a Peer
Read a post by one of your peers and respond, making sure to extend the conversation by asking questions, offering rich ideas, or sharing personal connections.
Post 1
• What are your strengths?
I scored an 83 on my assessment. I scored a perfect score in the following areas emotional intelligence, motivating people to deliver the vision, being a good role model and providing support and stimulation. I was surprised because I feel like I need additional training as it relates to helping others.
• Where do you have opportunities to grow your leadership skills?
I scored very low on managing performance effectively. Self-confidence, a positive attitude and outlook, and providing a compelling vision of the future were 9 out of 10. By viewing my strengths and areas of improvement, it seems that I do not have an issue with supporting others. However, I need to strengthen the areas that directly involve myself or selling my ideas.
• Based on your assessment results, propose three things you can do to improve your leadership skills.
I reviewed the questions that were associated with areas for opportunity. Based on the questions, I should not doubt myself, do not let my feelings throw me off my game, learn to handle change, and learn to enforce expectations.
1. I will have to improve my self-confidence which is going to take time. This can be achieved by improving myself through constantly learning and taking leadership classes.
2. I believe when there are changes, I do not handle it well which cause my feelings to escalate. I will have to learn how to make change a part of my life to accept it and to realize change is not always bad. I also need to understand that change is not personal. By understanding these things, I can learn how to control my emotions. Vice versa by control my emotions, I will be able to effectively accept change.
3. Enforcing expectations is going to be hard for me because I want to give people chances although I know it could have negative effects. Therefore, improvement is simple. I will have to understand that expectati.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
1. 1
360 Feedback – Sample Group Report
August 2015
The contents of the Report are based on the analysis of the feedback received by participants as part
of the online 360 degree feedback process conducted from May-July 2015 . The Report is intended
to support further people development planning in the Organization and should be read from that
perspective.
2. 2
Contents
Group 360 Report – Client
I. Introduction
A. Structure of the Report
B. Interpreting the Data provided
II. Overview
A. Responses Received
B. Competency-wise Scores
C. Top 3/ Bottom 3 Statements
III. Detailed Scores – by Competency
IV. Detailed Scores – by Relationship Levels
V. Detailed Scores – by Statements
3. 3
Section I: Introduction
Group 360 Report – Client
A. Structure of the Report
This report has been prepared by aggregating feedback inputs received from more than 600 responses to
the 360 feedback process conducted for 59 participants . The feedback was collected using a questionnaire
customized to the business context and competency framework of the organization and the entire survey
process was conducted online using the Think Talent Next 360 platform.
In aggregating these inputs, the focus has been on providing organization level trends which can be further
used by the HR and Learning teams in the Organization to bring greater focus into the development planning
process for this group of employees.
Section II provides, in addition to an analysis of the Respondent set, an overview of the group profile by
capturing the overall score for each competency covered as well as the top three and bottom three ranked
statements. By looking at the top and bottom rated competencies and statements, one can identify the
general themes in terms of perceived strengths and development gaps of the group.
Section III provides detailed aggregated scores for each competency covered in the Survey including
distribution of participants across score ranges as well as overall statement-wise scores for each statement
included under the competency in the Survey Questionnaire. Analysis of the data can provide further
insights into how the employees in the participant group are distributed – are most of the employees
perceived to be displaying average proficiency on the competency or is the distribution more spread-out?
Also, analysis of the statement-wise data can also point out if there are behaviours within that competency
which are indicating strength areas and gaps within the overall competency score.
Section IV provides the cut of the data based on relationship level of the respondents to the Participant and
provides into how Managers, Peers and Juniors rated the participants on various competencies.. Analysis of
this data can help identify more detailed understanding of the perspective of respondents in different
relationship groups i.e. differences between how managers of the participants, in general, view the
proficiency of their direct reports on a particular competency or behaviour and how the direct reports of the
participants view the same.
Section V provides the statement-wise detailed scores for each statement in the Questionnaire as well as
statement-wise data cut by relationship level. This can support more detailed behaviour-level analysis of the
data to identify behaviour-level strengths and gaps areas.
We hope that the detailed data inputs provided in this Report analysed in the context of the organization
development planning process will provide actionable insights to focus and structure the learning agenda for
the Organization.
4. 4
Section I: Introduction
Group 360 Report – Client
Given below are some inputs for you to interpret and analyze this Report more effectively.
1. Wherever statement-wise details have been provided, four sets of scores have been included
to illustrate the distribution of individual scores for the statement.
score of the participant with
the lowest score on that
statement.
score of the participant with
the highest score on that
statement.
The standard deviation represents the “spread” of the score around the mean – a
lower standard deviation score implying individual scores were clustered more
closely around the mean score while higher standard deviation score implying
individual scores were more spread out around the mean score
Average of all scores received
by participants on that
statement
2. Wherever competency-wise scores are provided (in Section III as well as Section IV), in addition
to the Min, Max and mean scores for the Competency, a chart providing distribution of scores is
included to illustrate further details of how scores of individual participants are distributed across
the range.
B. Interpreting the Data provided
5. 5
Section II: Overview
A. Responses Received
Given below are some key statistics regarding the responses received as part of the 360 degree
feedback survey exercise
Number of
responses
received
602
Number of
Participants for
whom Survey
conducted
59
% of survey
requests
completed
72% 10.2
Average No. of
responses
received per
participant
No. of Responses received/ Participant
* There were 14 employees who did
not complete their Self feedback
Survey
Managers
50
Peers
311 Juniors
196
Self
45*
No. of Responses by Relationship
Level
Group 360 Report – Client
6. 6
Section II: Overview
B. Competency-wise Scores
The Mean score for each competency provided below is the mean of the average score for that
competency for each participant including self-score of the Participant.
Group 360 Report – Client
7. 7
Section II - Overview
Top 3 Statements Min
Score
Max
Score
Mean
Score
Std.
Dev.
Treats colleagues with respect 3.10 4.92 4.24 0.47
Considers commercial impact before deciding on a
course of action
3.00 4.93 4.18 0.39
Puts organization above himself and his function /
department
3.00 4.86 4.17 0.40
Bottom 3 Statements Min
Score
Max
Score
Mean
Score
Std.
Dev.
Puts him/her in the others' shoes and is able to see
their viewpoint
2.45 4.77 3.57 0.47
Takes bold decisions in the larger organizational
interest, even if these be unpopular
2.50 4.56 3.69 0.45
Implements decisions taken in meetings even
though he may have disagreed with them
2.25 4.6 3.81 0.45
C. Top 3/ Bottom 3 Statements
The top 3 & bottom 3 statements presented below are the statements with the highest and lowest
mean scores respectively across all respondents to the Survey including participant themselves
Min and Max Scores for any statement are respectively the minimum and maximum average score
received by any participant for that statement across all relationship categories including self
Group 360 Report – Client
8. 8
Section III – Detailed Scores by Competency
People & Team
2.88
Mean Score for all
participants
3.97 0.38
Standard
Deviation
Minimum Score
for a Participant
4.61
Maximum Score
for a Participant
Bottom 3 Statements Min
Score
Max
Score
Mean
Score
Std.
Dev.
Attracts / inducts high quality talent 2.67 4.58 3.94 0.41
Sets clear stretch goals for team & demands high standards of
performance
2.92 4.79 4.08 0.43
Gives constructive and regular feedback to team members 2.85 4.67 3.96 0.44
Shares relevant information with team timely 2.92 4.75 3.99 0.42
Encourages team members to give their views and suggestions
openly
2.75 4.50 3.94 0.44
Is fair in evaluating team members' performance and in making
people related decisions
2.77 4.67 3.94 0.39
Provides opportunities for team members to enhance their skills
and capabilities
2.67 4.83 4.00 0.44
Acknowledges and recognises team members for their support
and contribution
2.89 4.71 4.02 0.41
Delegates effectively and empowers team members 2.08 4.64 3.90 0.50
Fosters a collaborative culture in team 2.56 4.67 4.00 0.47
Group 360 Report – Client
9. 9
Section III – Detailed Scores by Competency
Teamwork & Collaboration
3.06
Mean Score for all
participants
3.95 0.36
Standard
Deviation
Minimum Score
for a Participant
4.69
Maximum Score
for a Participant
Bottom 3 Statements Min
Score
Max
Score
Mean
Score
Std.
Dev.
Shares relevant information with peers and colleagues
timely
2.90 4.69 4.00 0.43
Implements decisions taken in meetings even though he
may have disagreed with them
2.25 4.60 3.81 0.45
Puts him/her in the others' shoes and is able to see their
viewpoint
2.45 4.77 3.57 0.47
Dissents constructively, openly and respectfully 2.89 4.64 3.89 0.40
Proactively reaches out to colleagues for support and advice 2.92 4.75 3.94 0.43
Puts organisation above himself and his function /
department
3.00 4.86 4.17 0.40
Treats colleagues with respect 3.10 4.92 4.24 0.47
Group 360 Report – Client
10. 10
Section III – Detailed Scores by Competency
Leadership
2.76
Mean Score for all
participants
3.91 0.40
Standard
Deviation
Minimum Score
for a Participant
4.71
Maximum Score
for a Participant
Bottom 3 Statements Min
Score
Max
Score
Mean
Score
Std.
Dev.
Communicates organisational / departmental vision and
objectives clearly and consistently
2.85 4.79 4.08 0.42
Inspires team to achieve organisational objectives 2.60 4.86 4.02 0.48
Encourages and challenges team to try innovative
approaches at work
2.70 4.73 3.92 0.47
Takes bold decisions in the larger organisational interest,
even if these be unpopular
2.50 4.56 3.69 0.45
Remains composed and calm under pressure 2.58 4.79 3.87 0.45
Is a role model in complying with company policies and
processes
2.50 4.79 3.84 0.51
Communicates organizational / departmental vision and
objectives clearly and consistently
2.85 4.79 4.08 0.42
Group 360 Report – Client
11. 11
Section III – Detailed Scores by Competency
Execution Excellence
2.99
Mean Score for all
participants
4.03 0.35
Standard
Deviation
Minimum Score
for a Participant
4.74
Maximum Score
for a Participant
Bottom 3 Statements Min
Score
Max
Score
Mean
Score
Std.
Dev.
Converts decisions and ideas into effective plans to achieve
outcomes
3.08 4.62 4.04 0.36
Executes projects / tasks to time, cost, safety and quality
standards
2.91 4.77 4.12 0.42
Strives to deliver on commitments despite time pressure or
difficulties
3.08 4.79 4.10 0.38
Holds him/herself accountable for results 2.63 4.79 3.89 0.46
Seeks constantly to improve ways of doings things 2.91 4.79 4.00 0.40
Communicates progress and highlights issues in time to
enable corrective actions
3.00 4.64 4.08 0.36
Anticipates challenges and risks and takes proactive
measures to deal with them
2.77 4.79 3.97 0.40
Group 360 Report – Client
12. 12
Section III – Detailed Scores by Competency
Commercial Acumen
2.95
Mean Score for all
participants
4.07 0.34
Standard
Deviation
Minimum Score
for a Participant
4.65
Maximum Score
for a Participant
Bottom 3 Statements Min
Score
Max
Score
Mean
Score
Std.
Dev.
Takes decisions which are cost-effective, while not
compromising on quality or time
3.08 4.75 4.04 0.34
Keeps himself updated on competitor actions and strategies 2.50 4.67 4.03 0.42
Calibrates company's actions to respond to competitor
moves
2.30 4.58 3.96 0.41
Seeks ways to use resources efficiently and optimally 3.00 4.71 4.07 0.41
Takes advantage of opportunities to improve company's
competitive position
3.00 4.64 4.11 0.38
Considers commercial impact before deciding on a course
of action
3.00 4.93 4.18 0.39
Group 360 Report – Client
13. 13
Section III – Detailed Scores by Competency
Relationships
2.90
Mean Score for all
participants
4.16 0.39
Standard
Deviation
Minimum Score
for a Participant
4.93
Maximum Score
for a Participant
Bottom 3 Statements Min
Score
Max
Score
Mean
Score
Std.
Dev.
Sustains relationships with internal and external
stakeholders
3.00 4.88 4.17 0.41
Leverages relationships with external stakeholders, in
compliance with company's processes and policies, to
achieve business outcomes
2.90 4.75 4.13 0.40
Group 360 Report – Client
14. 14
Section IV – Detailed Scores by Relationship Level
Managers
Competency-based Scores Min
Score
Max
Score
Mean
Score
Std.
Dev.
Leadership 1.20 4.83 3.68 0.80
Execution Excellence 1.43 5.00 3.67 0.80
Commercial Acumen 1.67 4.83 3.71 0.73
Relationships 1.00 5.00 3.84 0.83
People & Team 1.50 4.90 3.67 0.78
Teamwork & Collaboration 1.00 4.86 3.78 0.79
Leadership Execution Excellence
Commercial Acumen Relationships
People & Team Teamwork & Collaboration
Group 360 Report – Client
15. 15
Section IV – Detailed Scores by Relationship Level
Peers
Competency-based Scores Min
Score
Max
Score
Mean
Score
Std.
Dev.
Leadership 2.17 4.87 3.68 0.53
Execution Excellence 2.43 4.89 3.80 0.50
Commercial Acumen 2.28 4.77 3.87 0.49
Relationships 2.10 5.00 3.99 0.59
People & Team 2.43 4.74 3.76 0.48
Teamwork & Collaboration 2.50 4.84 3.78 0.48
Leadership Execution Excellence
Commercial Acumen Relationships
People & Team Teamwork & Collaboration
Group 360 Report – Client
16. 16
Section IV – Detailed Scores by Relationship Level
Juniors
Competency-based Scores Min
Score
Max
Score
Mean
Score
Std.
Dev.
Leadership 2.12 5.00 4.21 0.64
Execution Excellence 2.74 5.00 4.40 0.53
Commercial Acumen 2.55 5.00 4.40 0.51
Relationships 1.50 5.00 4.30 0.79
People & Team 2.30 5.00 4.22 0.66
Teamwork & Collaboration 2.52 4.90 4.14 0.63
Leadership Execution Excellence
Commercial Acumen Relationships
People & Team Teamwork & Collaboration
Group 360 Report – Client
17. 17
Section V – Detailed Scores by Statements
Statement-wise Scores - Overall
Statement Min
Score
Max
Score
Mean
Score
Std.
Dev.
People and Team
Attracts / inducts high quality talent 2.67 4.58 3.94 0.41
Sets clear stretch goals for team & demands high standards of
performance
2.92 4.79 4.08 0.43
Gives constructive and regular feedback to team members 2.85 4.67 3.96 0.44
Shares relevant information with team timely 2.92 4.75 3.99 0.42
Encourages team members to give their views and suggestions openly 2.75 4.50 3.94 0.44
Is fair in evaluating team members' performance and in making people
related decisions
2.77 4.67 3.94 0.39
Provides opportunities for team members to enhance their skills and
capabilities
2.67 4.83 4.00 0.44
Acknowledges and recognizes team members for their support and
contribution
2.89 4.71 4.02 0.41
Delegates effectively and empowers team members 2.08 4.64 3.90 0.50
Fosters a collaborative culture in team 2.56 4.67 4.00 0.47
Team Work and Collaboration
Shares relevant information with peers and colleagues timely 2.90 4.69 4.00 0.43
Implements decisions taken in meetings even though he may have
disagreed with them
2.25 4.60 3.81 0.45
Puts him/her in the others' shoes and is able to see their viewpoint 2.45 4.77 3.57 0.47
Dissents constructively, openly and respectfully 2.89 4.64 3.89 0.40
Proactively reaches out to colleagues for support and advice 2.92 4.75 3.94 0.43
Puts organization above himself and his function / department 3.00 4.86 4.17 0.40
Treats colleagues with respect 3.10 4.92 4.24 0.47
Execution Excellence
Converts decisions and ideas into effective plans to achieve outcomes 3.08 4.62 4.04 0.36
Executes projects / tasks to time, cost, safety and quality standards 2.91 4.77 4.12 0.42
Strives to deliver on commitments despite time pressure or difficulties 3.08 4.79 4.10 0.38
Group 360 Report – Client
18. 18
Section V – Detailed Scores by Statements
Statement-wise Scores - Overall
Statement Min
Score
Max
Score
Mean
Score
Std.
Dev.
Execution Excellence
Holds him/herself accountable for results 2.63 4.79 3.89 0.46
Seeks constantly to improve ways of doings things 2.91 4.79 4.00 0.40
Communicates progress and highlights issues in time to enable
corrective actions
3.00 4.64 4.08 0.36
Anticipates challenges and risks and takes proactive measures to deal
with them
2.77 4.79 3.97 0.40
Commercial Acumen
Takes decisions which are cost-effective, while not compromising on
quality or time
3.08 4.75 4.04 0.34
Keeps himself updated on competitor actions and strategies 2.50 4.67 4.03 0.42
Calibrates company's actions to respond to competitor moves 2.30 4.58 3.96 0.41
Seeks ways to use resources efficiently and optimally 3.00 4.71 4.07 0.41
Takes advantage of opportunities to improve company's competitive
position
3.00 4.64 4.11 0.38
Considers commercial impact before deciding on a course of action 3.00 4.93 4.18 0.39
Relationships
Sustains relationships with internal and external stakeholders 3.00 4.88 4.17 0.41
Leverages relationships with external stakeholders, in compliance with
company's processes and policies, to achieve business outcomes
2.90 4.75 4.13 0.40
Leadership
Communicates organisational / departmental vision and objectives
clearly and consistently
2.85 4.79 4.08 0.42
Inspires team to achieve organisational objectives 2.60 4.86 4.02 0.48
Encourages and challenges team to try innovative approaches at work 2.70 4.73 3.92 0.47
Takes bold decisions in the larger organisational interest, even if these
be unpopular
2.50 4.56 3.69 0.45
Remains composed and calm under pressure 2.58 4.79 3.87 0.45
Is a role model in complying with company policies and processes 2.50 4.79 3.84 0.51
Group 360 Report – Client
19. 19
Section V – Detailed Scores by Statements
Statement-wise Scores - Managers
Statement Min
Score
Max
Score
Mean
Score
Std.
Dev.
People and Team
Attracts / inducts high quality talent 1.00 5.00 3.30 0.98
Sets clear stretch goals for team & demands high standards of
performance
1.00 5.00 3.71 0.82
Gives constructive and regular feedback to team members 1.00 5.00 3.75 0.92
Shares relevant information with team timely 2.00 5.00 3.77 0.88
Encourages team members to give their views and suggestions openly 1.00 5.00 3.59 1.02
Is fair in evaluating team members' performance and in making people
related decisions
1.00 5.00 3.73 0.95
Provides opportunities for team members to enhance their skills and
capabilities
1.00 5.00 3.77 0.84
Acknowledges and recognizes team members for their support and
contribution
2.00 5.00 3.92 0.79
Delegates effectively and empowers team members 1.00 5.00 3.61 0.98
Fosters a collaborative culture in team 1.00 5.00 4.00 0.98
Team Work and Collaboration
Shares relevant information with peers and colleagues timely 1.00 5.00 3.78 0.91
Implements decisions taken in meetings even though he may have
disagreed with them
1.00 5.00 3.80 1.02
Puts him/her in the others' shoes and is able to see their viewpoint 1.00 5.00 3.53 0.88
Dissents constructively, openly and respectfully 1.00 5.00 3.54 0.92
Proactively reaches out to colleagues for support and advice 1.00 5.00 3.70 0.99
Puts organization above himself and his function / department 1.00 5.00 4.09 0.94
Treats colleagues with respect 1.00 5.00 4.04 1.08
Execution Excellence
Converts decisions and ideas into effective plans to achieve outcomes 2.00 5.00 3.68 0.79
Executes projects / tasks to time, cost, safety and quality standards 1.00 5.00 3.63 0.91
Strives to deliver on commitments despite time pressure or difficulties 1.00 5.00 3.74 0.98
Group 360 Report – Client
20. 20
Section V – Detailed Scores by Statements
Statement-wise Scores - Managers
Statement Min
Score
Max
Score
Mean
Score
Std.
Dev.
Execution Excellence
Holds him/herself accountable for results 1.00 5.00 3.57 0.93
Seeks constantly to improve ways of doings things 1.00 5.00 3.62 0.98
Communicates progress and highlights issues in time to enable
corrective actions
2.00 5.00 3.78 0.76
Anticipates challenges and risks and takes proactive measures to deal
with them
1.00 5.00 3.69 0.93
Commercial Acumen
Takes decisions which are cost-effective, while not compromising on
quality or time
2.00 5.00 3.78 0.78
Keeps himself updated on competitor actions and strategies 1.00 5.00 3.67 0.88
Calibrates company's actions to respond to competitor moves 1.00 5.00 3.59 0.88
Seeks ways to use resources efficiently and optimally 2.00 5.00 3.71 0.77
Takes advantage of opportunities to improve company's competitive
position
2.00 5.00 3.84 0.82
Considers commercial impact before deciding on a course of action 2.00 5.00 3.80 0.89
Relationships
Sustains relationships with internal and external stakeholders 1.00 5.00 3.97 0.90
Leverages relationships with external stakeholders, in compliance with
company's processes and policies, to achieve business outcomes
1.00 5.00 3.90 0.92
Leadership
Communicates organisational / departmental vision and objectives
clearly and consistently
2.00 5.00 3.97 0.77
Inspires team to achieve organisational objectives 1.00 5.00 3.84 0.98
Encourages and challenges team to try innovative approaches at work 1.00 5.00 3.60 0.95
Takes bold decisions in the larger organisational interest, even if these
be unpopular
1.00 5.00 3.36 0.77
Remains composed and calm under pressure 1.00 5.00 3.55 1.05
Is a role model in complying with company policies and processes 1.00 5.00 3.75 1.07
Group 360 Report – Client
21. 21
Section V – Detailed Scores by Statements
Statement-wise Scores - Peers
Statement Min
Score
Max
Score
Mean
Score
Std.
Dev.
People and Team
Attracts / inducts high quality talent 1.75 4.60 3.65 0.59
Sets clear stretch goals for team & demands high standards of
performance
2.29 4.80 3.89 0.55
Gives constructive and regular feedback to team members 2.43 5.00 3.71 0.58
Shares relevant information with team timely 2.33 4.80 3.74 0.54
Encourages team members to give their views and suggestions openly 2.00 4.67 3.73 0.53
Is fair in evaluating team members' performance and in making people
related decisions
2.25 4.67 3.77 0.52
Provides opportunities for team members to enhance their skills and
capabilities
2.33 5.00 3.75 0.56
Acknowledges and recognizes team members for their support and
contribution
2.00 4.80 3.81 0.50
Delegates effectively and empowers team members 2.00 5.00 3.70 0.59
Fosters a collaborative culture in team 2.29 4.60 3.80 0.56
Team Work and Collaboration
Shares relevant information with peers and colleagues timely 2.50 4.80 3.83 0.54
Implements decisions taken in meetings even though he may have
disagreed with them
2.50 4.80 3.76 0.55
Puts him/her in the others' shoes and is able to see their viewpoint 2.00 5.00 3.41 0.55
Dissents constructively, openly and respectfully 2.00 4.67 3.77 0.57
Proactively reaches out to colleagues for support and advice 2.25 4.80 3.72 0.55
Puts organization above himself and his function / department 2.43 5.00 3.91 0.57
Treats colleagues with respect 2.50 5.00 4.04 0.60
Execution Excellence
Converts decisions and ideas into effective plans to achieve outcomes 2.50 4.80 3.83 0.49
Executes projects / tasks to time, cost, safety and quality standards 2.50 5.00 3.90 0.54
Strives to deliver on commitments despite time pressure or difficulties 2.50 5.00 3.90 0.52
Group 360 Report – Client
22. 22
Section V – Detailed Scores by Statements
Statement-wise Scores - Peers
Statement Min
Score
Max
Score
Mean
Score
Std.
Dev.
Execution Excellence
Holds him/herself accountable for results 1.50 5.00 3.63 0.69
Seeks constantly to improve ways of doings things 2.00 4.80 3.72 0.55
Communicates progress and highlights issues in time to enable
corrective actions
2.75 4.80 3.86 0.49
Anticipates challenges and risks and takes proactive measures to deal
with them
2.00 4.80 3.70 0.62
Commercial Acumen
Takes decisions which are cost-effective, while not compromising on
quality or time
2.29 4.80 3.83 0.50
Keeps himself updated on competitor actions and strategies 2.00 4.75 3.82 0.60
Calibrates company's actions to respond to competitor moves 2.17 4.80 3.81 0.58
Seeks ways to use resources efficiently and optimally 2.43 4.80 3.84 0.51
Takes advantage of opportunities to improve company's competitive
position
2.25 5.00 3.86 0.58
Considers commercial impact before deciding on a course of action 2.43 5.00 4.00 0.54
Relationships
Sustains relationships with internal and external stakeholders 2.33 5.00 3.97 0.57
Leverages relationships with external stakeholders, in compliance with
company's processes and policies, to achieve business outcomes
2.50 5.00 3.98 0.54
Leadership
Communicates organisational / departmental vision and objectives
clearly and consistently
2.29 5.00 3.86 0.53
Inspires team to achieve organisational objectives 2.14 5.00 3.76 0.62
Encourages and challenges team to try innovative approaches at work 2.00 4.80 3.66 0.59
Takes bold decisions in the larger organisational interest, even if these
be unpopular
1.50 4.75 3.46 0.61
Remains composed and calm under pressure 1.75 4.80 3.74 0.58
Is a role model in complying with company policies and processes 1.57 5.00 3.53 0.70
Group 360 Report – Client
23. 23
Section V – Detailed Scores by Statements
Statement-wise Scores - Juniors
Statement Min
Score
Max
Score
Mean
Score
Std.
Dev.
People and Team
Attracts / inducts high quality talent 2.60 5.00 4.45 0.60
Sets clear stretch goals for team & demands high standards of
performance
2.80 5.00 4.45 0.58
Gives constructive and regular feedback to team members 2.40 5.00 4.29 0.66
Shares relevant information with team timely 1.00 5.00 4.24 0.85
Encourages team members to give their views and suggestions openly 1.00 5.00 4.18 0.95
Is fair in evaluating team members' performance and in making people
related decisions
1.00 5.00 4.05 0.83
Provides opportunities for team members to enhance their skills and
capabilities
1.00 5.00 4.29 0.79
Acknowledges and recognizes team members for their support and
contribution
1.50 5.00 4.16 0.84
Delegates effectively and empowers team members 1.50 5.00 4.15 0.81
Fosters a collaborative culture in team 1.67 5.00 4.08 0.83
Team Work & Collaboration
Shares relevant information with peers and colleagues timely 1.00 5.00 4.21 0.82
Implements decisions taken in meetings even though he may have
disagreed with them
1.00 5.00 3.74 0.98
Puts him/her in the others' shoes and is able to see their viewpoint 1.00 5.00 3.70 0.90
Dissents constructively, openly and respectfully 1.00 5.00 4.06 0.82
Proactively reaches out to colleagues for support and advice 2.00 5.00 4.19 0.81
Puts organization above himself and his function / department 2.40 5.00 4.52 0.61
Treats colleagues with respect 2.00 5.00 4.46 0.73
Execution Excellence
Converts decisions and ideas into effective plans to achieve outcomes 2.80 5.00 4.46 0.55
Executes projects / tasks to time, cost, safety and quality standards 2.60 5.00 4.53 0.57
Strives to deliver on commitments despite time pressure or difficulties 3.00 5.00 4.45 0.57
Group 360 Report – Client
24. 24
Section V – Detailed Scores by Statements
Statement-wise Scores - Juniors
Statement Min
Score
Max
Score
Mean
Score
Std.
Dev.
Execution Excellence
Holds him/herself accountable for results 2.00 5.00 4.17 0.75
Seeks constantly to improve ways of doings things 2.50 5.00 4.39 0.66
Communicates progress and highlights issues in time to enable
corrective actions
2.80 5.00 4.42 0.61
Anticipates challenges and risks and takes proactive measures to deal
with them
2.40 5.00 4.39 0.56
Commercial Acumen
Takes decisions which are cost-effective, while not compromising on
quality or time
2.50 5.00 4.36 0.60
Keeps himself updated on competitor actions and strategies 2.20 5.00 4.41 0.60
Calibrates company's actions to respond to competitor moves 1.50 5.00 4.17 0.68
Seeks ways to use resources efficiently and optimally 2.33 5.00 4.46 0.62
Takes advantage of opportunities to improve company's competitive
position
2.80 5.00 4.47 0.58
Considers commercial impact before deciding on a course of action 2.80 5.00 4.52 0.48
Relationships
Sustains relationships with internal and external stakeholders 2.00 5.00 4.36 0.78
Leverages relationships with external stakeholders, in compliance with
company's processes and policies, to achieve business outcomes
1.00 5.00 4.25 0.83
Leadership
Communicates organisational / departmental vision and objectives
clearly and consistently
2.00 5.00 4.34 0.69
Inspires team to achieve organisational objectives 2.00 5.00 4.31 0.76
Encourages and challenges team to try innovative approaches at work 1.00 5.00 4.26 0.80
Takes bold decisions in the larger organisational interest, even if these
be unpopular
2.80 5.00 4.08 0.63
Remains composed and calm under pressure 1.00 5.00 4.05 0.77
Is a role model in complying with company policies and processes 1.50 5.00 4.20 0.76
Group 360 Report – Client