Sample 360 Feedback Report

360 Degree Feedback Report for Sample Person
Sample Person
Sample.person@sample.com
11/09/2015 11:13:20 IST

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How to Use this Report
This report has been prepared using inputs gathered from you and your colleagues through the Survey Questionnaire. The
purpose of this Report is to provide you with structured feedback regarding your proficiency on the competencies covered
in the Survey.
To help you derive maximum value from this report, this section provides information on the general layout and content of
the full report and provides you tips to understand the report better.
Structure of the Report:
The Report is divided into 4 sections:
Section I - Survey Design
Covers information on the competencies covered in the Survey
Section II - Overall Summary
Provides an overview of the Survey results by showing your self score for each competency and the average of the
scores given by all others for the particular competency
Section III - Scores by Competency
Provides detailed scores for each Competency including statement-wise scores
Section IV – Gap Analysis
Provides information on the hidden strengths and development areas by analyzing statements with the largest gaps
between self scores and average scores given by Others.
Scoring Methodology
Responses were collected in the Survey using a 5-point response scale. Each Point in the Response scale is given a
“Response Score”.
Score for a statement or category was arrived at by taking the average of all Response scores. Scores for “Don’t Know”
responses were ignored in calculating the average scores. The important thing to note is that a higher score represents a
stronger proficiency in a particular behaviour or skill.
Not Applicable Never Seldom Sometimes Often Always
Response Score 0 1 2 3 4 5

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Analyzing the Report Data
Given below are some suggestions for you to interpret and analyze your scores more effectively.
Please remember that scores in this report represent "perceptions" of other colleagues on different elements of work-
related behavior. It will, therefore, be more useful for you to pay attention to larger themes rather than trying to figure
out which person gave a higher or lower score.
You will be able to see the summary scores for each competency in Section II. Overall Competency scores help you
identify broad areas where people see you as being strong or needing development.. Also, look for competencies where
there is a wide difference between your self scores and the scores of others.
Section III provides detailed scores for each competency by statements and by relationship levels (see chart below as an
example). Look for patterns in scores given by others in different relationship categories (Senior, Peer & Junior) to
identify key trends in how other colleagues have perceived you across competencies.
Statement-wise scores for each competency provided in section III will help you understand the specific behaviors
which you are perceived to be displaying or not displaying. Scores highlighted in green and red (see example below)
indicate statements which were given the highest and lowest scores by respondents in that relationship level.
The Chart provided in section IV of the report helps you analyze and understand the gaps between your self scores and
scores of others on different competencies by highlighting potential blind spots and unrecognized strengths. This is
further substantiated through a list of statements for each relationship category where the overall gap is highest or
lowest.

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Section I: Survey Design
Competencies Covered
The competencies covered in the Survey were:
People Leadership
Effective Communication
Relationship Building
Strategic Orientation
Achievement Orientation
Customer Orientation
Innovation & Change Management

Section II: Overall Summary
The Self score for each competency is the average of scores you gave yourself on the statements comprising the
competency. The Average Score of Others is the average of scores given by all the respondents for the statements
comprising each competency.

People Leadership
Statement wise Scores SENIOR SELF PEER JUNIOR INTER
NAL
VENDO
R
INTER
NAL
CLIENT
AVERA
GE
OTHER
S
Communicates clear goals and responsibilities for the team
4 4 3 4.14 4 3 3.55
Coaches & mentors others on the job to help them further develop their skills
and mindset 4 4 2.67 3.43 4 2.4 3.09
Provides regular feedback to others to help them achieve their goals/objectives
3 4 2.83 3.14 3.67 2.67 3
Inspires others to achieve common goals and maintain morale
3 4 2.5 2.57 3.67 3 2.83
Bottom 5 rated statements for the relationship category Top 5 rated statements for the relationship category

Effective Communication
NAL
VENDO
R
INTER
NAL
CLIENT
AVERA
GE
OTHER
S
Listens attentively and seeks to understand the position of others
5 4 3.17 3 4.67 3.29 3.42
Is able to persuade others to agree by presenting views clearly and
persuasively 5 3 3 4.29 4.33 3.57 3.79
Backs up own point of view with relevant data and facts
5 4 3.17 4 4 3.67 3.74
Tactfully challenges the views of others when in disagreement
5 3 2.5 4 4 3.5 3.52

Relationship Building
NAL
VENDO
R
INTER
NAL
CLIENT
AVERA
GE
OTHER
S
Maintains strong personal relations with others across teams and divisions
3 4 2.67 3.17 5 3.33 3.32
Advises and helps others with their work and is seen as a trusted advisor
3 3 2.5 3.17 4 2.8 3
Proactively communicates and shares knowledge and information with team
members 4 4 2.67 3.43 4.33 3.17 3.3
Is able to resolve conflicts with others in a open & respectful manner
5 3 2.67 2.86 4.33 3.57 3.29

Strategic Orientation
NAL
VENDO
R
INTER
NAL
CLIENT
AVERA
GE
OTHER
S
Is able to see the bigger picture of the business environment and helps others
to visualize it 3 3 2.5 4 3.67 4.17 3.52
Is able to come up with innovative & creative insights and solutions to address
business issues 4 3 2.83 4.2 3.67 3.67 3.57
Considers pros and cons of decisions before selecting a particular solution
5 4 2.67 3.5 4 3.33 3.36
Helps others understand the business strategy and implement it in their area
2 3 2.5 3.8 3.67 3 3.11

Achievement Orientation
NAL
VENDO
R
INTER
NAL
CLIENT
AVERA
GE
OTHER
S
Successfully gets things done to achieve business goals and results
3 3 2.33 3.43 4.33 3.4 3.23
Effectively manages resources to meet changing business priorities
2 3 2.8 3.43 4.33 3 3.26
Recognizes and resolves challenges and obstacles in time
2 4 2.83 3.57 3.67 3.17 3.22
Constantly looks to improve processes and performance standards
5 4 3 4 4.67 3.86 3.83

Customer Orientation
NAL
VENDO
R
INTER
NAL
CLIENT
AVERA
GE
OTHER
S
Anticipates current and future customer needs
3 4 2.17 3.5 4 2 2.94
Strives to deliver on customer commitments despite time pressure and
challenges 2 4 2.33 3.71 4 2 3.05
Works closely with customer team to address difficult situations and
challenges 0 4 3 3.67 4 2.5 3.35
Strives actively to build long term partnerships and trust using different
channels of communication with customer 3 4 3 3.17 4 2 3.11

Innovation & Change Management
NAL
VENDO
R
INTER
NAL
CLIENT
AVERA
GE
OTHER
S
Manages situations or issues involving ambiguity or setback with calm and
composure 4 3 3.83 3.29 5 3.57 3.75
Continuously challenges the current ways of working to identify areas of
improvement 5 4 2.5 3.86 4 4 3.62
Takes calculated risks to try new or different ways of getting things done
1 4 2.17 3.29 3.67 3.33 2.96
Encourages others to come up with innovative ideas and practical solutions to
problems 4 4 2.83 3.57 5 3.57 3.58

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Section IV: Gap Analysis
360 Survey report represent “perceptions” of other colleagues on different elements of work-related behavior. By
highlighting the gap between your self scores and the scores given by others on different statements, this section helps you
identify potential blind spots where there are significant gaps between your own perception of your proficiency and the
perception of others.
Score you gave yourself for that statement
Average of the scores other respondents gave you for that statement
The gap between your self-score and the average score of others
The statements in the chart have been arranged on the basis of the size of the gap between self & other scores with the
statements with the highest positive gaps (where self-score is higher than average score of others) at the top end of the
chart.
The statements with high positive gaps (gap of more than 0.5) are potential blind spots – areas where others perceived
you as being less proficient than your own perception. The statement with high negative gaps (gap of more than 0.5) are
potential hidden strengths – areas where others perceived you as being more proficient than your own perception.

Section IV: Gap Analysis

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Section V: Subjective Comments
What inspires or does not inspire about the leadership of the individual?
Inspire
1. Knowledge of HR
2. Ability to align quickly with the ask
Not Inspire
1. Fixing her team
Displays dynamic nature, strong communication skills, motivates people
She is trying to bring all her experience of consulting to work at CROMnext, which is great. However it misses the practical aspect most of the times.
Tries to be charismatic leader.
Does not lead from front and work with team?
Have not worked enough with her to comment
NA
clear in communication and spelling out expectation
very result oriented and has conceptual clarity
High focus and high on energy
Have great potential with a big scope of improvement
NA
NA
She is very focused person
Does not inspire: Inability to put in even basic efforts to bring any improvements or solve problems.
While having communication with her, she has more than enough knowledge to explain her things.
Her confidence level really inspire me.
1) Keep on implementing new process
She inspires to be a good listener and to set clear goals for your team.
NA
Her energy levels inspire me.
Give three statements to describe your experience of working with the leader?
1. Good knowledge of HR practices
2. Sometimes feel weak in execution
3. Can do more...not sure what is the bottleneck!
Practical solutions for implementations of suggested ideas
1. Open to thoughts and ideas
2. Excellent knowledge of HR practices
3. Collaborates with other
She is very quick at fixing responsibility, but will not take any for herself. The attempt is to drive others and avoid deliverable by self, howsoever. Being
HR the expectation is equal towards human assets as towards management, but over 95% she misses out the human assets angle.
Do not find genuine concern on issues when these are discusses.
Always trying to self promote and not working on real issues.
Puts lot of energy in work which I doubt is of more use then that what is left out.
Have not worked enough with her to comment
Has a lot of knowledge
Approachable
learning a lot how to align the function to the business strategy
developing eye for detail
Initially it all started well, but gradually lost the Vision.
Unrealistic timeline and no trust on team members
Never ready to understand the ground problem, rather defensive towards all initiatives taken without calculating its implications
Motivator
Approachable
Prejudgemental

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NA
1. Very Result oriented person.
2. Helps to understand bigger picture
3. High on energy
She has great experience in her domain.
She has good knowledge of HR processes which are running successfully in the market.
1. Not focused for employees demands. Never share the feedback of employees so that an individual could improve.
2. Never share the feedback of the employees who left the organization.
3. We need HR who can understand the employees real problem and share there experience and guide then as an counseller so that they could
motivate and focused to there goals
1) She should learn "Lead by example" attitude
Lipika is the HR head since last 1 year in the organization.
She is very cool.
She listen the concern of employees.
1. She is very understanding and patient and is a very good listener before jumping to conclusions.
2. She sets clear expectations and takes good effort to explain them to the audience.
3. She is friendly persona and easily approachable.
NA
1. She's full of knowledge on fields related to her work.
2. Friendly
3. Good natured
What would you like this person to do less or stop doing going forward?
1. Stop justifying problems
2. Focus more energy to align HODs & needs
To stop doing consultative role
1. Formula based approach to salary offers, Should apply individual's talent based context
2. Lack of focus on buidling the HR team itself to handle the big ask from HR team
3. Speed to decisions is sometimes very slow
Stop trying to drive peers, instead work with them.
Stop working in isolation and with few select people. Work with the team and build trust with your team.
NA
Push back to the management should be there
be more understanding w.r.t. people issues
Imposing decisions
Over demanding in terms of work. Need to understand the Ground level reality.
NA
As I am not working directly with her so its difficult to mention what she shouldn't do.
Start considering the fact of current company culture rather than establishing new culture without understanding the needs. E,g, whenever new
process come into picture it should be clear to each employee w.r.t. to old or new employees. Also should take clear feedback for all employees w.r.t.
employees tenure.
She should do Lead by example
None
NA
Be punctual.
What would you like this person to start doing more going forward?
Be more persuasive with facts and data
Be more visible in terms of efforts and contributions
1. More execution focused
2. Fix specific work areas like Hiring
3. Apply same yardsticks for her team, as she expects from others
To take more ownership

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1. Continous improvement in HR practices in the organizations
2. Explore avenues to train staff via external trainings
3. Compare our HR practies and policies vis a vis industry benchmarks and rectify
Say what she means, mean what is good, and implement good. In essence, take ownership as appropriate.
Work with people and understand what are their requirements and key concerns. Top management mindset where you decide something and push it
to people to follow may not work.
We should also know her opinions on critical things
Realistic timelines should be communicated
more compassion and and understanding of the team member
Lacks Leadership Quality, gets easily influenced without analysing and verfying the facts and situations, should be more team centric, set practical
timelines, should coach and educate team members to work and perform at par the skills. Regular interaction with Team and feedback session.
Take stand for the team rather than influenced by others.
NA
I would like her to more appreciative and motivating
Understand business need and start putting effort to solve them.
She has recently joined the organization and we are not directly working with her but as much I know her, she is great leader in her domain. She is
good in HR processes, she has to work more on implementing HR processes in the organization.
Required more participation with company old employees for streamlined the process. Also should inform the old employees with changes into the
system and also share the facts what top management tel to share with its employees.
More process in place but with speed
HR is the key department of any organization. HR head play the vital role to manage HR related activities in the organization for different departments
There is lack of communications between HR & employees of my organization.
She should take the initiative to communicate & take feedback with employees.
She should take initiative to make some polices for the benefits of the employees which motivate the employees.
Skip level communications
Engage with Employees more frequently. Try and understand suggestions given by employees, analyse them & get them implemented. Do intervene on
mails where as expected.
Interacting with new joinees.

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