360 DEGREE FEEDBACK · 360 DEGREE FEEDBACK. XYZ COMPANY. 7. Professional Competence / Efficiency / Productivity. Mean Lowest Highest 4.22 2.5 5 7.1. Passionate to learn, improve and

360 DEGREE FEEDBACK

GROUP REPORT 2020

Report prepared for

XYZ COMPANY

Copyright Psyft 2020. All rights reserved. Confidential.

360 DEGREE FEEDBACKXYZ COMPANY

Disclaimer

The Psyft 360 Degree Feedback Group report is prepared by aggregating feedback inputs received from all the chosen respondents

(superiors, peers, subordinates and clients etc); and reflects the responses made by them for all the selected subjects (collectively)

within the organization.

We can accept no liability for the consequences of the use of this report, howsoever arising. What the management/HR chooses to do —

or ‘should’ choose to do — with the results of the 360 Degree Feedback Group Report, is a matter for the management/HR and is in no

way dictated by the survey itself.

The report describes the feedback as provided by the self group (all subjects together) and their respondent groups at the time the survey

is conducted, and such feedback can obviously change even within few days depending on any potential change in conduct of the

subjects, surrounding circumstances and perceptions of the respondents.

The 360 Degree Feedback tool is Copyright © Psyft or its licensors. All brand names, product names and titles used on www.psyft.com

are trademarks or trade names of their respective holders. All Rights Reserved.

No permission is given in respect of the use of any of the brand names, product names and titles used on www.psyft.com. Any such use

may constitute an infringement of the holders' rights.

We believe the employer has sufficiently communicated to all participants, the basis of this survey and to what end this report will be

used.

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generation algorithms, and software code are valuable intellectually property (trade secrets and confidential information) of Psyft.

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other countries, and by international treaty provisions. All rights not expressly granted are reserved by Psyft and its licensors.

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Copyright Psyft 2020. All rights reserved. Confidential.

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TABLE OF CONTENTS

1. Introduction to 360 degree Feedback Survey 4 - 5

2. Group Report 6

3. Executive Summary 7

4. Respondent Groups 8

5. Results 9 - 39

- Section I: Competency Summary 9 - 21

- Section II: Top/Bottom Scores by Respondent Groups 22

- Section III: Gap Analysis 23 - 24

- Section IV: Question Specific Feedback 25 - 39

6. Using Feedback 40

7. Appendices 41 - 44

Copyright Psyft 2020. All rights reserved. Confidential. 3


1 INTRODUCTION TO 360 DEGREE FEEDBACK SURVEY

An important indicator of success for any business is the extent to which it has a high performing team. Feedback is asnapshot that leads to awareness based on which various decisions and choices can be made. Everyone needs feedback todo their best at work and continue developing themselves.

360 degree evaluation process is intended to provide thorough and constructive feedback from different sources, such asdirect reports/subordinates, managers, peers/colleagues, and external stakeholders along with self-assessment. The primaryreason to do this full circle review is to provide information about employee performance from multiple perspectives. The dataderived from this process is meant to serve as a foundation for employee development and benefit the organization.

Keeping this in view, the 360 Degree Feedback Group report has been prepared by aggregating inputs received for allsubjects collectively, from all the chosen respondents, who provided feedback to such subjects.

Survey Methodology

The feedback was collected through online medium. The employees of XYZ COMPANY were notified of the survey inadvance by the XYZ COMPANY management/HR department. Following this, emails were sent to the pre-selected and pre-mapped raters. The email invited them to provide feedback for the respective subjects to whom they have been mapped. Theemail included credentials for a Rater panel, where a rater can view all the subjects mapped for his/her feedback and initiatethe exercise.

The survey was administered by GreenThumbs through www.psyft.com, an online portal for surveys and assessments. Thesurvey page provided clear instructions on how to complete the survey and provide feedback.



Interpreting Feedback for Subject Group

The Psyft 360 Degree Feedback Group Report helps interpret feedback received for the entire subject group, in the followingmanner -

1. Identify the highest rated behavior

Using the overall average rating, we identify the highest rating items for the subject group. These areas are identifiedas areas of strengths because these receive the highest overall scores from the respondents.

2. Identify the lowest rated behavior

Using the overall average rating, we identify the lowest rating items. These areas are identified as developmentopportunities because these receive the lowest overall scores from the respondents.

3. Pinpoint key difference/gaps with various rater groups

Significant gaps between self-ratings (given by subjects themselves) and that by others on a behavior will indicatepotential hidden strengths or blind spots. These are the areas which can be leveraged better or focused upon forspecific improvement.

4. Prioritize and create a plan to address developmental opportunities.

Identify the areas of improvement for overall development - managing relationships, skills, knowledge and experience.For each priority, specific actions can be laid down for the subject group for accomplishment of developmental plans ina particular time-frame.



2 GROUP REPORT

The detailed data inputs and analysis provided in this Report will provide actionable insights to focus and structure thelearning and development agenda at an Organizational level. This report gives an opportunity to gain a deeper insight into thepattern of feedback received at an aggregate level. The results are organized into the following sections:

Section 1 - Competency Summary provides scores attained (for overall and group self) for all competencies covered in thesurvey, along with the mean, minimum & maximum aggregated scores for each competency. Additionally, the report alsoprovides the standard deviation in case of every competency, which helps understand the consistency of responses.

Section 2 - Detailed Scores of Competencies provides distribution of scores across score ranges. This indicates the scoreranges around which most of the responses are clustered or spread out. Also, it depicts the highest scores, lowest scores,mean scores and standard deviation for every competency.

Section 3 - Group Self v/s Group Overall Score graphically summarizes the self-perception of subject groups and compares itwith the feedback received from the other respondent groups. This section depicts Group Self Score, Group Overall Scoreand the Standard Deviation.

This section also depicts the consolidated score i.e. the average Overall score for the feedback received from others, incomparison to average Self score, on a scale on 1 to 5.

Section 4 - Top/Bottom Scores by Respondent Groups represents the five Top (Highest scored) and five Bottom (Lowestscored) items based on the scores obtained from raters other than self (Overall Score); for the entire subject group. More thanfive may be shown if there are ties.

This provides a snapshot of the highest and lowest scored competencies, counted at a Group level, from all the subjects.

Section 5 – Gap Analysis illustrates the difference between group self scores (scores given by the subject groups forthemselves) and the combined rater (overall) scores. These gaps can also be understood as the hidden strengths and blindspots of the entire subject group, collectively. Such Hidden strengths and Blind Spots are calculated based on frequencycount, i.e. for how many subjects a particular item has been picked as a Hidden Strength or Blind Spot.

Section 6 - Question Specific Feedback provides an analysis of the statement-wise data. It depicts aggregated scores givenby each respondent group along with the highest, lowest scores and standard deviation in case of each respondent groupfor each question.



3 EXECUTIVE SUMMARY

This section gives a snapshot of the feedback and scores for the Group of Subjects within the organization who received

feedback under the exercise.

Overall Feedback Scoreaverage score for all responses given by all

respondent groups except for self.

4.174.31

Group Self Scoreaverage score for all responses given by all

subjects, for themselves.

Competency-wise Overall Feedback Scores

4.22Motivating /Developing

Others

4.22Integrity &

EthicalManagement

4.22Professional

Competence /Efficiency /Productivity

4.18Leadership &

Influence

4.18Communication

4.17Business

Awareness

4.15Flexibility &

StressTolerance

4.12DecisionMaking

4.09InterpersonalRelationships

4.07Planning &Organising

HighestScore

LowestScore

Respondent Group-wise Feedback Scores

Fee

dbac

k S

core

4.314.1 4.03

4.35

4

3

2

1Respondent Groups

Group Self (4.31) Supervisor/Manager (4.1) Peer/Colleague (4.03) Direct Report/Subordinate (4.3)

External (0)

Respondent Group - SampleDistribution

Group Self (11.61%) Supervisor/Manager

(16.96%) Peer/Colleague (31.25%) Direct

Report/Subordinate (40.18%) External (0%)

Top Blind Spot(s)

- Uses positional and personal power withcare and restraint.- Passionate to learn, improve and stay ontop of developments in his/her field of job.

Top Hidden Strength(s)

- Effectively manages his/her time and isable to complete assignments withindeadlines.- Follows existing procedures & processesand adheres to business objectives.



4 RESPONDENT GROUPS

The report contains feedback from the following respondents:

Group SelfSupervisor/ManagerPeer/ColleagueDirect Report/Subordinate

Diagram 1 : Respondent Groups

11.61% - Group Self

16.96% - Supervisor/Manager

31.25% - Peer/Colleague

40.18% - Direct Report/Subordinate



5 RESULTS

Section I : Competency Summary

Table No. 1 : Group Self scores and overall scores (scores of all respondent groupsexcept for group self rating) on each competency.

The blue line in the tables below depicts the range between minimum & maximum scores, with the small circle marking theaverage score attained from all respondent groups. The small red line, under the longer blue line depicts the StandardDeviation. The range covers +1 and -1 standard deviation from the mean which covers majority of the population.

1. Interpersonal Relationships

The ability to get on well with a wide range ofpeople and build long term trusting relationships.

1 2 3 4 5

Overall

Group Self

4.09

4.27

2. Leadership & Influence

The ability to use personal skills to guide andinspire individuals/groups towards achievinggoals.

1 2 3 4 5

Overall

Group Self

4.19

4.4

3. Planning & Organising

The ability to plan, organize and prioritize work;balance resources, skills, priorities andtimescales to achieve objectives etc.

1 2 3 4 5

Overall

Group Self

4.07

4.17

4. Decision Making

The ability to evaluate or judge the best courseof action to make decisions at the appropriatetime and speed.

1 2 3 4 5

Overall

Group Self

4.12

4.29



5. Communication

The ability to give and gather information and toactively manage the communication process.

1 2 3 4 5

Overall

Group Self

4.18

4.35

6. Flexibility & Stress Tolerance

The ability to respond & adapt to changingcircumstances in a calm manner and manage,solve problems, provide solutions etc. in aclimate of ambiguity and uncertainty.

1 2 3 4 5

Overall

Group Self

4.15

4.23

7. Professional Competence / Efficiency / Productivity

The capability to perform the duties of one'sprofession generally, or to perform a particularprofessional task, with skill of an acceptablequality.

1 2 3 4 5

Overall

Group Self

4.22

4.23

8. Motivating / Developing Others

The ability to support and guide individuals andencourage them to develop their performancefurther.

1 2 3 4 5

Overall

Group Self

4.22

4.48

9. Integrity & Ethical Management

The ability to exhibit honesty, loyalty andintegrity at work and understand what is right orwrong.

1 2 3 4 5

Overall

Group Self

4.22

4.52

10. Business Awareness

The ability to understand business processesand procedures and adhere to the largerbusiness objectives.

1 2 3 4 5

Overall

Group Self

4.17

4.08



Detailed Scores of Competencies

Detailed aggregated scores for each competency covered in the survey including distribution of participants, across scoreranges. This graph indicates the score ranges around which most of the responses are clustered or spread out. This sectionalso depicts the highest scores, lowest scores, mean scores and standard deviation for every competency.

1. Interpersonal Relationships

Num

ber

of R

ater

(s)

6 5

22

3432

39

29

20

10

0 >=4.50-<=5.00>=4.00-<4.50>=3.50-<4.00>=3.00-<3.50>=1.00-<3.00

LowestScore

2.25

HighestScore

5

MeanScore

4.09

StandardDeviation

0.65

Score Ranges

Responses of raters have been converted into a scale of 1 (lowest) to 5 (highest).The above may be reflected under next few charts also.

LowestScore

HighestScore

MeanScore

StandardDeviation

Manager 2.75 4.75 4.08 0.53

Peer 2.25 5 3.98 0.61

Subordinate 2.25 5 4.18 0.7

External 0 0 0 0



2. Leadership & Influence

Num

ber

of R

ater

(s)

4

7

17

36 3541

31

21

10

0 >=4.50-<=5.00>=4.00-<4.50>=3.50-<4.00>=3.00-<3.50>=1.00-<3.00

LowestScore

2.6

HighestScore

5

MeanScore

4.19

StandardDeviation

0.6

Score Ranges


LowestScore

HighestScore

MeanScore

StandardDeviation

Manager 3 4.8 4.14 0.47

Peer 2.6 5 4.05 0.56


External 0 0 0 0



3. Planning & Organising

Num

ber

of R

ater

(s)

5

10

19

31

3439

29

20

10

0 >=4.50-<=5.00>=4.00-<4.50>=3.50-<4.00>=3.00-<3.50>=1.00-<3.00

LowestScore

2

HighestScore

5

MeanScore

4.07

StandardDeviation

0.7

Score Ranges


LowestScore

HighestScore

MeanScore

StandardDeviation

Manager 2.75 5 3.86 0.53

Peer 2 5 3.81 0.79

Subordinate 3.25 5 4.35 0.58

External 0 0 0 0



4. Decision Making

Num

ber

of R

ater

(s)

5 5

19

40

30

45

34

23

11

0 >=4.50-<=5.00>=4.00-<4.50>=3.50-<4.00>=3.00-<3.50>=1.00-<3.00

LowestScore

2.5

HighestScore

5

MeanScore

4.12

StandardDeviation

0.63

Score Ranges


LowestScore

HighestScore

MeanScore

StandardDeviation

Manager 3.25 4.75 4 0.31

Peer 2.5 5 4.01 0.57


External 0 0 0 0



5. Communication

Num

ber

of R

ater

(s)

2

9

14

43

31

48

36

24

12

0 >=4.50-<=5.00>=4.00-<4.50>=3.50-<4.00>=3.00-<3.50>=1.00-<3.00

LowestScore

2.6

HighestScore

5

MeanScore

4.18

StandardDeviation

0.58

Score Ranges


LowestScore

HighestScore

MeanScore

StandardDeviation

Manager 3.2 4.6 4.16 0.34

Peer 3 5 4.1 0.5


External 0 0 0 0



6. Flexibility & Stress Tolerance

Num

ber

of R

ater

(s)

2

11

17

29

4045

34

23

11

0 >=4.50-<=5.00>=4.00-<4.50>=3.50-<4.00>=3.00-<3.50>=1.00-<3.00

LowestScore

2.75

HighestScore

5

MeanScore

4.15

StandardDeviation

0.63

Score Ranges


LowestScore

HighestScore

MeanScore

StandardDeviation

Manager 2.75 5 4.13 0.59

Peer 2.75 5 4.05 0.55

Subordinate 3 5 4.23 0.69

External 0 0 0 0



7. Professional Competence / Efficiency / Productivity

Num

ber

of R

ater

(s)

1

8

17

37 3642

32

21

11

0 >=4.50-<=5.00>=4.00-<4.50>=3.50-<4.00>=3.00-<3.50>=1.00-<3.00

LowestScore

2.5

HighestScore

5

MeanScore

4.22

StandardDeviation

0.57

Score Ranges


LowestScore

HighestScore

MeanScore

StandardDeviation

Manager 2.5 5 4.09 0.57

Peer 3 5 4.1 0.52

Subordinate 3.33 5 4.37 0.57

External 0 0 0 0



8. Motivating / Developing Others

Num

ber

of R

ater

(s)

2

6

15

31

4550

38

25

13

0 >=4.50-<=5.00>=4.00-<4.50>=3.50-<4.00>=3.00-<3.50>=1.00-<3.00

LowestScore

2

HighestScore

5

MeanScore

4.22

StandardDeviation

0.61

Score Ranges


LowestScore

HighestScore

MeanScore

StandardDeviation

Manager 3.5 5 4.2 0.41

Peer 2 5 4.08 0.65

Subordinate 2.75 5 4.35 0.63

External 0 0 0 0



9. Integrity & Ethical Management

Num

ber

of R

ater

(s)

2

8

16

39

34

44

33

22

11

0 >=4.50-<=5.00>=4.00-<4.50>=3.50-<4.00>=3.00-<3.50>=1.00-<3.00

LowestScore

2.6

HighestScore

5

MeanScore

4.22

StandardDeviation

0.6

Score Ranges


LowestScore

HighestScore

MeanScore

StandardDeviation

Manager 3.6 5 4.29 0.47

Peer 2.6 5 4.13 0.56


External 0 0 0 0



10. Business Awareness

Num

ber

of R

ater

(s)

25

16

44

32

49

37

25

12

0 >=4.50-<=5.00>=4.00-<4.50>=3.50-<4.00>=3.00-<3.50>=1.00-<3.00

LowestScore

2.25

HighestScore

5

MeanScore

4.17

StandardDeviation

0.6

Score Ranges


LowestScore

HighestScore

MeanScore

StandardDeviation

Manager 3.25 5 4 0.39

Peer 2.25 5 3.97 0.61

Subordinate 3 5 4.39 0.58

External 0 0 0 0



Group Self v/s Group Overall Scores

This section graphically summarizes the self-perception of subjects and compares it with the feedback received from otherraters on various competencies. This section depicts Group Self Score, Group Overall Score and the Standard Deviation.

Diagram 2 : Overall Scores vs. Group Self Scores on each competency

5

4

3

2

1

0

InterpersonalRelationships

Leadership &Influence

Planning &Organising

DecisionMaking

Communication

Flexibility &Stress

Tolerance

ProfessionalCompetence/ Efficiency /Productivity

Motivating /Developing

Others

Integrity &Ethical

Management

BusinessAwareness

Group Self Avg Group Self SD

Overall Avg Overall SD

Consolidated Score

Average Overall Score v/s Average Self Score

The graph below depicts the average overall score for the feedback received, in comparison to average group self score on ascale on 1 to 5. Please note, average overall score is the average score for all responses given by all raters (overall) andaverage self score is the average score for all responses given by the subject group for themselves.

1 2 3 4 5

Overall

Self

4.17

4.31



Section II : Top/Bottom Scores by Respondent Groups

This section presents the five Top (Highest scored) and five Bottom (Lowest scored) items for the overall category (all raterscategories combined except the group self rating); for the entire subject group. More than five may be shown if there are ties.This provides a snapshot of the highest and lowest scored competencies, counted at a Group level, from all the subjects.

Table No. 2 : Highest scored items

Top ItemsStatement Question Mean

Is honest & trustworthy, and exhibits integrity at work even if short term commercial advantage is compromised. 4.36

Supports individuals and teams through difficult circumstances. 4.36

Fully contributes to team efforts, openly shares knowledge, information and opinions within as well as acrossdepartments.

4.32

Displays knowledge/expertise required for his/her position. 4.31

Follows existing procedures & processes and adheres to business objectives. 4.31

Table No. 3 : Lowest scored items

Bottom ItemsStatement Question Mean

Is sensitive to unspoken feelings of others. 3.87

Able to methodically analyze large amounts of complex information and draw out right conclusions. 3.95

Maintains composure under pressure. 4.01

Leads without aggression or arrogance. 4.04

Judges issues objectively without personal bias. 4.05



Section III: Gap Analysis

This section illustrates Hidden Strengths and Blind Spots. The calculation here is based on the model of frequency count, i.e.for how many subjects, a particular statement has been one of the Top 5 Hidden Strengths / Blind Spots for that subject.Based on this frequency count, the statement which appear most as Hidden Strengths or Blind Spots for various Subjectshave been listed.

Hidden Strengths

Table No. 4 : Gap Analysis when overall scores are greater than self

Overall Scores Higher than Self – Hidden Strengths

Statement Question Frequency (Number of Subjects)

AEffectively manages his/her time and is able to complete assignments withindeadlines.

4

BViews problems from a business perspective - opportunity, investment, risksand anticipated results.

4

C Can make decisions quickly when necessary. 4

D Can convey complicated information in simple language. 4

E Is flexible in his/her approach towards managing tasks/projects. 3



Blind Spots

Table No. 5 : Gap Analysis when overall scores are lower than self

Overall Scores Lower than Self – Blind Spots

Statement Question Frequency (Number of Subjects)

A Is sensitive to unspoken feelings of others. 5

B Admits mistakes. 5

C Uses positional and personal power with care and restraint. 4

D Judges issues objectively without personal bias. 4

E Takes responsibility for team's actions. 3



Section IV: Question Specific Feedback

In this section, each Feedback question (within larger competencies) is studied in depth to seethe response and distribution and comparative feedback score within respondent groups.

Statement-wise Response Distribution:

Statement-wise response distribution (in percentage) for each statement covered underdifferent competencies (on the 5 - point likert scale ranging from Strongly Agree to StronglyDisagree). This representation helps understand what percentage of raters have responded tothe statements positively, negatively ,or have given a neutral response a neutral response.

Statement-wise Feedback Score:

Scores, on a scale of 1 (lowest) to 5 (highest) given by all the respondent groups for all surveystatements. Kindly note that scores for data sets that have no representation have not beendepicted.

*These scores have been rounded off for easy comparison.



1. Interpersonal Relationships Mean Lowest Highest

4.09 2.25 5

1.1. Is able to accept disagreements ina positive manner.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague

Direct Report/Subordinate

External

4.10

4.08

4.16

3.86

4.27

0.00

54321

2 5 0.82

3 5 0.62

2 5 0.81

2 5 0.83

2 5 0.77

0 0 0

1.2. Is sensitive to unspoken feelingsof others.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

3.87

4.08

3.79

3.97

3.82

0.00

54321

2 5 0.88

3 5 0.83

3 5 0.69

3 5 0.74

2 5 1.04

0 0 0

1.3. Fully contributes to team efforts,openly shares knowledge, informationand opinions within as well as acrossdepartments.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.32

4.54

4.16

4.23

4.47

0.00

54321

2 5 0.79

3 5 0.63

2 5 0.87

3 5 0.64

2 5 0.83

0 0 0

1.4. Receives constructive feedbackwillingly.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.06

4.38

4.21

3.86

4.16

0.00

54321

1 5 0.87

4 5 0.49

3 5 0.77

1 5 0.93

2 5 0.84

0 0 0



2. Leadership & Influence Mean Lowest Highest

4.19 2.6 5

2.1. Leads without aggression orarrogance.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.04

4.31

4.11

3.97

4.07

0.00

54321

1 5 0.93

3 5 0.61

3 5 0.64

2 5 0.84

1 5 1.08

0 0 0

2.2. Leads by personal example.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.21

4.31

4.32

4.14

4.22

0.00

54321

2 5 0.74

4 5 0.46

3 5 0.65

2 5 0.72

2 5 0.79

0 0 0

2.3. Creates a vision of what thedepartment/organisation can becomein future.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.12

4.23

4.00

3.89

4.36

0.00

54321

2 5 0.81

2 5 0.8

2 5 0.73

2 5 0.85

3 5 0.74

0 0 0

2.4. Takes responsibility for team'sactions.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.30

4.69

4.32

4.06

4.49

0.00

54321

2 5 0.78

4 5 0.46

3 5 0.57

2 5 0.89

2 5 0.72

0 0 0

2.5. Develops ideas & solutions jointlywith others.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.25

4.46

3.95

4.20

4.42

0.00

54321

2 5 0.66

4 5 0.5

2 5 0.6

3 5 0.62

3 5 0.65

0 0 0



3. Planning & Organising Mean Lowest Highest

4.07 2 5

3.1. Plans ahead forcontingencies/potential roadblocks.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.10

4.08

3.79

3.97

4.33

0.00

54321

2 5 0.83

3 5 0.62

2 5 0.83

2 5 0.88

2 5 0.73

0 0 0

3.2. Able to methodically analyze largeamounts of complex information anddraw out right conclusions.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

3.95

4.23

3.79

3.66

4.24

0.00

54321

1 5 0.95

3 5 0.7

2 5 0.77

1 5 1.01

2 5 0.87

0 0 0

3.3. Holds structured & productivemeetings, events & activities.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.11

4.23

4.00

3.83

4.38

0.00

54321

1 5 0.8

3 5 0.58

3 5 0.32

1 5 0.97

3 5 0.71

0 0 0

3.4. Focuses on short term planningas well as long-term strategizing.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.10

4.15

3.84

3.80

4.44

0.00

54321

2 5 0.82

3 5 0.66

3 5 0.59

2 5 0.92

3 5 0.68

0 0 0



4. Decision Making Mean Lowest Highest

4.12 2.5 5

4.1. Can make decisions quickly whennecessary.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.13

4.00

3.84

3.97

4.38

0.00

54321

2 5 0.82

3 5 0.78

2 5 0.59

2 5 0.74

2 5 0.9

0 0 0

4.2. Judges issues objectively withoutpersonal bias.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.05

4.46

3.89

4.06

4.11

0.00

54321

1 5 0.93

3 5 0.63

3 5 0.55

2 5 0.79

1 5 1.12

0 0 0

4.3. Takes a creative approach toproblem solving.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.08

4.23

4.11

3.83

4.27

0.00

54321

2 5 0.84

3 5 0.7

4 5 0.31

2 5 0.88

2 5 0.9

0 0 0

4.4. Is open to sound arguments, newinformation or evidence when takingdecisions.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.21

4.46

4.16

4.17

4.27

0.00

54321

2 5 0.67

4 5 0.5

4 5 0.36

2 5 0.61

2 5 0.8

0 0 0



5. Communication Mean Lowest Highest

4.18 2.6 5

5.1. Can convey complicatedinformation in simple language.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.22

4.15

4.11

4.20

4.29

0.00

54321

2 5 0.72

3 5 0.77

2 5 0.72

2 5 0.67

2 5 0.75

0 0 0

5.2. Seeks inputs from his/her teammembers, and effectivelycommunicates thoughts of topmanagement to his/her team.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.28

4.46

4.26

4.23

4.33

0.00

54321

2 5 0.82

3 5 0.63

3 5 0.64

2 5 0.8

2 5 0.89

0 0 0

5.3. Is a good listener.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.15

4.46

4.26

4.00

4.22

0.00

54321

2 5 0.78

3 5 0.63

3 5 0.55

2 5 0.72

2 5 0.89

0 0 0

5.4. Gives fair and constructivefeedback.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.11

4.38

4.11

3.91

4.27

0.00

54321

2 5 0.72

4 5 0.49

4 5 0.31

2 5 0.73

2 5 0.8

0 0 0

5.5. Explains & justifies his/herdecisions.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.15

4.31

4.05

4.14

4.20

0.00

54321

2 5 0.64

4 5 0.46

3 5 0.39

3 5 0.49

2 5 0.81

0 0 0



6. Flexibility & Stress Tolerance Mean Lowest Highest

4.15 2.75 5

6.1. Maintains composure underpressure.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.01

4.31

3.89

4.06

4.02

0.00

54321

1 5 0.9

3 5 0.61

2 5 0.72

2 5 0.79

1 5 1.04

0 0 0

6.2. Is able to maintain focus on goalseven in the face of volatile businessenvironment.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.17

4.15

4.21

3.94

4.33

0.00

54321

2 5 0.77

3 5 0.66

3 5 0.69

2 5 0.79

3 5 0.73

0 0 0

6.3. Is flexible in his/her approachtowards managing tasks/projects.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.21

4.23

4.32

4.11

4.24

0.00

54321

2 5 0.69

3 5 0.58

3 5 0.57

3 5 0.57

2 5 0.79

0 0 0

6.4. Comes up with new ideas, freshapproaches & innovative solutions atwork in face of challenging situations.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.19

4.23

4.11

4.09

4.31

0.00

54321

2 5 0.79

3 5 0.58

2 5 0.85

3 5 0.6

2 5 0.86

0 0 0



7. Professional Competence / Efficiency /Productivity

Mean Lowest Highest

4.22 2.5 5

7.1. Passionate to learn, improve andstay on top of developments in his/herfield of job.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.28

4.69

4.37

4.17

4.33

0.00

54321

3 5 0.68

4 5 0.46

3 5 0.67

3 5 0.61

3 5 0.73

0 0 0

7.2. Uses the available materials andequipment effectively and efficiently toperform the job competently.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.23

4.08

4.26

4.00

4.40

0.00

54321

2 5 0.75

3 5 0.73

3 5 0.55

2 5 0.79

2 5 0.74

0 0 0

7.3. Completes tasks correctly andwith accuracy.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.16

4.15

3.84

4.09

4.36

0.00

54321

2 5 0.69

3 5 0.53

2 5 0.67

3 5 0.55

2 5 0.74

0 0 0

7.4. Displays knowledge/expertiserequired for his/her position.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.31

4.38

4.11

4.26

4.44

0.00

54321

2 5 0.69

4 5 0.49

3 5 0.55

3 5 0.6

2 5 0.78

0 0 0

7.5. Is good with multitasking i.e canperform a number of different tasksand priorities with ease.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.21

4.23

4.05

4.14

4.33

0.00

54321

2 5 0.78

3 5 0.7

2 5 0.76

2 5 0.8

3 5 0.76

0 0 0

7.6. Effectively manages his/her timeand is able to complete assignmentswithin deadlines.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.11

3.85

3.89

3.94

4.33

0.00

54321

2 5 0.79

3 5 0.77

2 5 0.91

2 5 0.75

2 5 0.7

0 0 0



8. Motivating / Developing Others Mean Lowest Highest

4.22 2 5

8.1. Displays genuine interest inpeople & their progress.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.09

4.46

4.16

3.97

4.16

0.00

54321

2 5 0.81

4 5 0.5

3 5 0.49

2 5 0.77

2 5 0.92

0 0 0

8.2. Gives praise and openrecognition.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.27

4.46

4.32

4.09

4.40

0.00

54321

2 5 0.69

4 5 0.5

3 5 0.57

2 5 0.73

3 5 0.68

0 0 0

8.3. Supports individuals and teamsthrough difficult circumstances.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.36

4.62

4.26

4.17

4.56

0.00

54321

2 5 0.72

4 5 0.49

3 5 0.55

2 5 0.74

2 5 0.72

0 0 0

8.4. Demonstrates belief in the abilitiesof others.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.17

4.38

4.05

4.09

4.29

0.00

54321

2 5 0.75

3 5 0.62

3 5 0.51

2 5 0.81

2 5 0.78

0 0 0



9. Integrity & Ethical Management Mean Lowest Highest

4.22 2.6 5

9.1. Has a sense of ownership & doesnot have to be reminded time & againof his/her responsibilities.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.25

4.46

4.11

4.14

4.40

0.00

54321

2 5 0.78

4 5 0.5

2 5 0.91

2 5 0.8

3 5 0.68

0 0 0

9.2. Gives credit to deserving partiesand does not take credit for the workof others.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.24

4.54

4.32

4.14

4.29

0.00

54321

2 5 0.77

4 5 0.5

3 5 0.57

2 5 0.76

2 5 0.83

0 0 0

9.3. Is honest & trustworthy, andexhibits integrity at work even if shortterm commercial advantage iscompromised.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.36

4.54

4.42

4.37

4.33

0.00

54321

2 5 0.72

4 5 0.5

4 5 0.49

3 5 0.68

2 5 0.82

0 0 0

9.4. Admits mistakes.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.05

4.46

4.37

3.94

4.00

0.00

54321

1 5 0.89

4 5 0.5

3 5 0.58

1 5 0.86

2 5 0.99

0 0 0

9.5. Uses positional and personalpower with care and restraint.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.21

4.62

4.26

4.03

4.33

0.00

54321

3 5 0.66

4 5 0.49

3 5 0.55

3 5 0.65

3 5 0.67

0 0 0



10. Business Awareness Mean Lowest Highest

4.17 2.25 5

10.1. Understands and appliesbusiness and financial principles.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.09

4.08

3.95

3.91

4.29

0.00

54321

2 5 0.74

3 5 0.73

3 5 0.39

2 5 0.84

2 5 0.72

0 0 0

10.2. Views problems from a businessperspective - opportunity, investment,risks and anticipated results.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.17

4.08

3.84

4.03

4.42

0.00

54321

2 5 0.71

3 5 0.47

3 5 0.49

2 5 0.77

3 5 0.65

0 0 0

10.3. Understands the costs, profits,markets and product/service relatedissues.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.09

4.00

3.95

3.77

4.40

0.00

54321

2 5 0.78

3 5 0.55

3 5 0.6

2 5 0.83

3 5 0.68

0 0 0

10.4. Follows existing procedures &processes and adheres to businessobjectives.

Lowest Highest SD

Overall

Self (Group)

Supervisor/Manager

Peer/Colleague


External

4.31

4.15

4.26

4.17

4.44

0.00

54321

3 5 0.58

3 5 0.53

4 5 0.44

3 5 0.61

3 5 0.58

0 0 0



6 USING FEEDBACK

While looking at the results for each item, the following questions may prove helpful:

Is there an overall low response from the participants?Has the subject group scored themselves high/low in comparison to others on each dimension?Are there large gaps between Group Self scores and the respondent scores?

Circumstances that may affect results:

Time on the jobType of the jobNumber of responses receivedWho actually respondedRespondents’ most recent interaction with subject group.

Some of the benefits that are perceived by using 360 degree Feedback survey:

Reduction in “Blind Spots” - More self - awareness on how the subjects come across to others.More Effective Management of Performance - Substantiate areas of learning and performance.Greater Ownership - Fosters greater responsibility for one's own development.Continuous Learning & Self Development - Enables continuous improvement & development and rise inperformance levels.Open Communication - Objective and Non-biased feedback received through the 360 Degree Survey enables open& unambiguous communication, thus promoting healthy, congenial relationships at workplace.Training Needs Assessment - 360 Degree Feedback Survey helps identify the exact areas where the most crucialgap exists between desired employee performance/behavior and actual employee performance/behavior therebyenabling an organization to determine the training needs accordingly.

A 360 Degree Feedback Survey is generally followed by interventions like Coaching Sessions, Counseling Sessions,Feedback Evaluation etc. These programs help individuals:

Address the feedback receivedGain Self- AwarenessRespond to the feedback in a positive and meaningful mannerRealize their true potentialBecome aware of areas of improvement/developmentImplement the right action and training plan



Appendices - Indices - Glossary



Appendix – I

Index - I

Tables

S. No. Title Page No.

1 Scores of respondent groups on each competency 9 - 21

2 Highest scored items 22

3 Lowest scored items 22

4 Gap Analysis when overall scores are greater than group self 23

5 Gap Analysis when overall scores are lower than group self 24

Index - II

Graphs

S. No. Title Page No.

1 Respondent Groups 8

2 Overall Scores v/s Group Self Scores on each competency 21

3 Average Overall Score v/s Average Self Score 21



Appendix – II

Glossary

Respondent Groups

Group Self: The entire group of subjects (all subjects together).

Direct Reports: A group of respondents whose position at work is directly below group of subjects being evaluated.

Peer/Colleague: A group of respondents who are fellow workers in the profession working in the same organization ordepartment as the group of subjects being evaluated.

External: A group of respondents outside the organization who have some relationship with the group of subjects beingevaluated. For e.g. an ex-employee, or client.

Manager / Supervisor: A group of respondents in the first-line management who monitor and regulate the group of subjectsbeing evaluated and other employees in their performance of assigned or delegated tasks.

Survey Competencies

Interpersonal Relationships: The ability to get on well with a wide range of people and build long term trusting relationships.

Leadership & Influence: The ability to use personal skills to guide and inspire individuals/groups towards achieving goals.

Communication: The ability to give and gather information and to actively manage the communication process.

Planning and Organizing: The ability to plan, organize and prioritize work; balance resources, skills, priorities andtimescales to achieve objectives etc.

Decision Making: The ability to evaluate or judge the best course of action to make decisions at the appropriate time andspeed.

Flexibility and Stress Tolerance: The ability to respond & adapt to changing circumstances in a calm manner and manage,solve problems, provide solutions etc. in a climate of ambiguity and uncertainty.

Professional Competence / Efficiency / Productivity: The capability to perform the duties of one's profession generally, orto perform a particular professional task, with skill of an acceptable quality.

Motivating / Developing Others: The ability to support and guide individuals and encourage them to develop theirperformance further.

Integrity & Ethical Management: The ability to exhibit honesty, loyalty and integrity at work and understand what is right orwrong.

Business Awareness: The ability to understand business processes and procedures and adhere to the larger businessobjectives.



Johari Window

The Johari Window, named after its creators Joseph Luft and Harrington Ingham, is a model used to depict aspects ofinterpersonal interaction. A four-paned “window,” as shown below, divides personal awareness into four categories: Open,Hidden, Blind, and Unknown. The Window shows what the group of subjects know about themselves, and how much othersknow about them.

Known to Self Not Known to Self

Known to Others OPEN BLIND SPOT

Not Known to Others HIDDEN UNKNOWN

Open: The Open pane in the window reflects things that the subject group know about themselves, and others know aboutthem. These tend to be available facts.

Hidden: The Hidden pane includes details that the subject group keep private. As they get to know and trust other peoplemore, they may choose to share information, such as their dreams and ambitions.

Blind Spot: This pane represents information that others know about the subject group, but is outside their own awareness.A blind spot is generally considered a deficiency. For example, someone may think they have good communication skills,whereas others may not think so.

Unknown: The Unknown pane represents things that neither the subject group nor others know about them. For example,hidden talents that have not yet been discovered.

One of the values of 360-Degree Feedback is that subject groups improve their self-understanding and validate theinformation in the Open pane, but its real strength lies in exploring the Blind pane, by learning how others perceive them. 360-Degree Feedback gives specific information that can be used as a starting point for behavioral change.


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360 DEGREE FEEDBACK · 360 DEGREE FEEDBACK. XYZ COMPANY. 7. Professional Competence / Efficiency / Productivity. Mean Lowest Highest 4.22 2.5 5 7.1. Passionate to learn, improve and