My HR Map Self assessment tool - PBworksstudyhrm.pbworks.com/f/hr+performance+rating+sample+report.pdf · INTRODUCTION My HR Map is an online self-assessment tool that allows CIPD

My HR MapSelf assessment tool

BEmployee16 Mar 2010

INTRODUCTION

My HR Map is an online self-assessment tool that allows CIPD members to engage interactively with

the CIPD HR Profession Map to support their own professional development.

This report is based on the assessments that you've completed in My HR Map.

This report includes:

1. an overview of your results

2. recommendations for development

3. guidance on next steps

Detailed results for your assessments are included in the appendices and if appropriate, guidance on

how you make the transition to the next band.

The assessment process

As a reminder, you've completed the following steps:

1. You identified the band where you spent the majority of your time.

2. My HR Map then recommended how you can transition to the next band.

3. You chose to conduct an assessment against the professional areas and/or the behaviours.

4. My HR Map provided you with your results and development recommendations for the areas where you

did not score yourself highly.

How to read this report

Guidance for how you interpret your results and recommendations is provided throughout the report.

Overview of results

The overview will provide you with a summary of your results, indicating which band you predominately chose

throughout the assessment and providing you with an average score for each professional area and behaviour.

Recommendations for development

Based on your results, recommendations have been provided where you did not score yourself highly.

The recommendations may be presented as practical suggestions, resources and reading lists, or products and

services.

Development recommendations have been provided for each professional area and behaviour you chose in your

assessment.

What do I do next

Guidance on what to do next provides you with suggestions for future assessments.

BEmployee Copyright © CIPD 2010 2

Your detailed results

Detailed results have been given for each professional area and behaviour that you chose as part of your

assessment.

Your detailed results will provide you with further insights into your development opportunities.

Making the transition to the next band

This information provides you with how you can progress to the next band, if appropriate.

Disclaimer

These Reports are for reference only. They must not be substituted for professional or legal advice. The Reports

are provided “as is” and without warranties of any kind either express or implied. The Reports are based on

information supplied by you. CIPD does not warrant or make any representations regarding their correctness,

accuracy or reliability. CIPD shall not be liable to you or any other third parties for any loss or damage (whether

direct or indirect, loss of opportunity or any consequential loss) resulting from the use or interpretation of the

Reports.


OVERVIEW OF RESULTS

Your overview will give you a summary of how you performed against each of the Professional areas and

Behaviours that you have assessed.

Summary of your results

Each of Professional areas and Behaviours listed will be classified into a band between one and four, indicating

the predominant band you chose throughout that assessment. For example, if you see band three in the bar chart

below, it is because you chose a greater number of band three statements throughout the assessment, than

bands one, two or four.

The chart shows your average performance rating for each of the professional areas and behaviours against

which you assessed yourself. This is marked on a scale of one-seven, one indicating I do not perform well, to

seven being I perform very well. Your average score for each assessment is available to the right hand side of

the chart.

Bands . Professional areas and behaviours . Performance rating

1 2 3 4 5 6 7

. .. .. .. . Professional Areas ..

. 2 . . . Organisation design . 3.77

. .. .. .. . Behaviours ..

. . 3 . . Curious . 4.67


RECOMMENDATIONS FOR DEVELOPMENT

Based on your assessment, we've proposed some recommendations to help you develop activities and

knowledge where you did not score yourself highly. My HR Map has calculated your average score and

prioritised development recommendations for the areas where you scored yourself below your average.

This section of your report is categorised according to the professional areas and the behaviours you chose as

part of your assessment.

Within each professional area and behaviour you may find the following recommendations:

• Practical suggestions

Practical guidance on ways to improve your skills.

• Resources and reading lists

Sources of expert information.

• Products and services

CIPD products and services that support your development.


Development recommendations for your chosenprofessional areas

ORGANISATION DESIGN

Practical suggestions

You should focus on:

Organisation design architecture

Use your external and international network to compare and contrast different organisation models. Learn theadvantages of each model, which market and sectors they best apply to and identify best practices that can beimplemented in your own organisationbreakDevelop a specific organisation design (OD) network comprising contacts in peer organisations, academics andOD consultants.breakMaintain the ‘corporate history’ and use records of past restructuring to assess the necessity and added value offuture plans being considered.breakDevelop an organisation design ‘evaluation checklist’ including such items as ‘management layers’, ‘scalability’and ‘talent development’ to pressure-test all potential options.breakUse an appropriate model to systematically assess the impact of the design on factors such as behaviour,attitudes, culture, and so on, but also use the ‘common sense’ test to identify any issues that haven’t beensurfaced.break

Products and services

You may find this information helpful:


CIPD coursesbreakOrganisation design (2 days) http://www.cipd.co.uk/training/ORDOD/about.htmbreakCIPD networking and eventsbreakCIPD Conferences enable delegates to keep up with the latest HR trends and case studies whilst the CIPDExhibitions host a variety of HR suppliers, learning and development providers and other organisations.http://www.cipd.co.uk/candebreakCIPD Online Communities enable members to post questions, get involved in discussions and share knowledgehttp://www.cipd.co.uk/communitiesbreakCIPD Branches provides members with local networking opportunities as well as a chance to attend events ontopical issues. http://www.cipd.co.uk/branchesbreakCIPD qualificationsbreakCIPD qualifications are nationally recognised as a benchmark for professionalism and are a requirement formany HR and learning and development roles. Our qualifications are designed to help you develop the skills andknowledge you need to advance your pr http://www.cipd.co.uk/qualifications/break

Organisation modelling through business change

CIPD membershipbreakCIPD membership will signify a badge of competence, truly portable from employer to employer, sector to sector,and recognised internationally. http://www.cipd.co.uk/Membership/transformingmembership/breakCIPD networking and eventsbreakCIPD Conferences enable delegates to keep up with the latest HR trends and case studies whilst the CIPDExhibitions host a variety of HR suppliers, learning and development providers and other organisations.http://www.cipd.co.uk/candebreakCIPD Online Communities enable members to post questions, get involved in discussions and share knowledgehttp://www.cipd.co.uk/communitiesbreakCIPD Branches provides members with local networking opportunities as well as a chance to attend events ontopical issues. http://www.cipd.co.uk/branches


breakCIPD qualificationsbreakCIPD qualifications are nationally recognised as a benchmark for professionalism and are a requirement formany HR and learning and development roles. Our qualifications are designed to help you develop the skills andknowledge you need to advance your pr http://www.cipd.co.uk/qualifications/break

Job design and evaluation

CIPD networking and eventsbreakCIPD Online Communities enable members to post questions, get involved in discussions and share knowledgehttp://www.cipd.co.uk/communitiesbreak

Resources and reading lists

You may find these products and services helpful:


Books by other publishersbreakDAFT, Richard L. Understanding the theory and design of organizations. Mason, OH., South Western Publishing,2007.breakGALBRAITH, Jay R. Designing organizations : an executive guide to strategy, structure and process. New andRev. ed. San Francisco, CA., Jossey Bass, 2002.breakGOOLD, Michael and CAMPBELL, Andrew. Designing effective organizations : how to create structurednetworks. San Francisco, CA., Jossey Bass, 2002.breakJONES, Gareth R. Organizational theory, design, and change. 5th ed. Upper Saddle River, NJ., PearsonEducation, 2008.breakSTANFORD, Naomi. Organization design : the collaborative approach. Oxford, Elsevier Butterworth-Heinemann,2005.break

Organisation modelling through business change

CIPD documentsbreakCANNON, James A. and MCGEE, Rita. Organisational development and change. London, Chartered Institute ofPersonnel and Development, 2008. (CIPD Toolkit).http://www.cipd.co.uk/Bookstore/_catalogue/CorporateAndHRStrategy/9781843981947.htmbreakCHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. Innovation in the workplace: how areorganisations responding to Generation Y employees and Web 2.0 technologies? (online). London, CIPD, 2008.(Survey report). http://www.cipd.co.uk/subjects/maneco/general/_inwrkplgny.htmbreakCHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. Reorganising for success: a survey of HRsrole in change. (online). London, CIPD, 2004. (Survey report).http://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/reorg4success1004.htmbreakMOLLOY, Eamonn and WHITTINGTON, Richard. HR: making change happen. London, Chartered Institute ofPersonnel and Development, 2005. (Executive briefing).http://www.cipd.co.uk/Bookstore/_catalogue/HRPractice/1843981130.htmbreakJournal articlesbreakLAWLER, Edward E. and WORLEY, Christopher. ‘The rebirth of change’. People Management. Vol 15, No 3, 29January 2009. pp28,30.break

Job design and evaluation

Books by other publishersbreakINCOMES DATA SERVICES. Job evaluation and guide to suppliers. London, Incomes Data Services, 2007.breakCIPD documentsbreakCHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. Job evaluation (online). London, CIPD,2008. (Factsheet). http://www.cipd.co.uk/subjects/pay/general/jobeval.htmbreakCHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. Smart working: the impact of work


organisation and job design (online). London, CIPD, 2008. (Research insight).http://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/_smrtwrkgri.htmbreakCHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. Smart working : how smart is UK plc?:findings from organisational practice (online). London, CIPD, 2008. (Guide). (Member only resource).http://www.cipd.co.uk/subjects/corpstrtgy/general/_smrtwrkgd.htmbreakRAYNER, Charlotte and ADAM-SMITH, Derek. Managing and leading people. 2nd ed. London, CharteredInstitute of Personnel and Development, 2009.http://www.cipd.co.uk/Bookstore/_catalogue/GeneralManagement/9781843982173.htmbreak


Development recommendations for your chosenbehaviours

CURIOUS

Practical suggestions

You should focus on:

Continuous development

Introduce a more disciplined approach to reflecting on work and non work activities in terms of ‘What have Ilearned from this?’breakHow often do you ask someone directly for feedback? Incorporate these requests into your weekly if not dailyoperating mode as a matter of course.breakHelp embed a continuous improvement culture within your team by initiating regular, positive and opendiscussions about development. Encourage team members to share their development needs and ask forhelp/input from their colleagues.breakIf a formal 360 process is not in place for either you or your team, develop a framework for your team or thefunction, Ask for detailed feedback about strengths and development areas. The framework can be as simple asthe ‘Stop, Start, Continue’ approachbreakOffer to share your skills and areas of expertise with others by setting up short ‘know-how’ sessions on aparticular subject. Make the sessions informal, interactive and open to colleagues outside of your direct team. Tryusing story-telling as a techniqbreakEnsure team members, colleagues and all employees have ways of feeding new ideas or suggestions up throughthe organisation. Find ways to acknowledge and feedback on all ideas, thereby valuing and encouraging furthersuggestions.breakIdentify opportunities or projects that you can work on to broaden your experience and stretch your existing skills.Include projects that have a cross-industry or international aspect to develop your perspective further.break

Enquiring mind

Broaden your regular sources of feedback and ideas. Include colleagues who may be on the periphery and alsothose who you believe may take the opposite point of view.breakEnsure you prioritise your own development by undertaking a minimum of one significant learning opportunityeach year. Research the most widely recognised or challenging programmes or courses to ensure your existingskills are stretched.breakBuild a library. Action follows thought so if we think creatively, we will act in more innovative ways. The reverse isalso true. If you don’t make time to read new books, scan news articles, and so on, how will you gain exposure tonew ideas?break

External stimuli

Vary and broaden your regular reading material, including the newspaper you take.breakSet aside time each week to read and share articles of interest with colleagues.breakAttend and speak at external networking events. Encourage your team members to do the same and formalise a‘new ideas and innovations’ session for people to bring back external information that can benefit theorganisation.break

Products and services

You may find this information helpful:

CIPD membershipbreakCIPD membership will signify a badge of competence, truly portable from employer to employer, sector to sector,and recognised internationally. http://www.cipd.co.uk/Membership/transformingmembership/breakCIPD networking and eventsbreakCIPD Conferences enable delegates to keep up with the latest HR trends and case studies whilst the CIPDExhibitions host a variety of HR suppliers, learning and development providers and other organisations.www.cipd.co.ukk/candebreak


CIPD Online Communities enable members to post questions, get involved in discussions and share knowledgewww.cipd.co.uk/communitiesbreakCIPD Branches provides members with local networking opportunities as well as a chance to attend events ontopical issues. www.cipd.co.uk/branchesbreakCIPD qualificationsbreakCIPD qualifications are nationally recognised as a benchmark for professionalism and are a requirement formany HR and learning and development roles. Our qualifications are designed to help you develop the skills andknowledge you need to advance your pr http://www.cipd.co.uk/qualifications/break

Resources and reading lists

You may find these products and services helpful:

Books by other publishersbreakENGLISH, Michael J. and BAKER, William H. Winning the knowledge transfer race: using your company’sknowledge assets to get ahead of the competition. New York, McGraw Hill, 2006. GRATTON, Lynda. Glow: howyou can radiate energy, innovation and success. Harlow, Financial Times/Prentice Hall, 2009.breakHUNT, Ian. Being the best you can be: a guide on personal development for managers. Oxford, Chandos, 2006.breakLUCAS, Bill. Discover your hidden talents: the essential guide to lifelong learning. Stafford, Network EducationalPress, 2005.breakSINCLAIR, Peter and SWALES, Ian. Dear boss…there’s something you need to know. Durham, Roundtuit, 2008.break


WHAT DO I DO NEXT?

We hope that you've found these development recommendations useful.

You're currently working on the following assessment:

Professional areas

• Strategy, insights and solutions 36% Complete

Behaviours

• Personally credible 60% Complete


Appendices

DETAILED RESULTS

You'll find detailed information for each professional area and/or behaviour that you have completed as part ofyour assessment.

Your results will show you:

• The actual score for each assessment• The average score for each assessment


Professional areas - your detailed results

ORGANISATION DESIGNEnsures that the organisation is appropriately designed to deliver organisation objectives in the short and longterm and that structural change is effectively managed.breakExamples of key topics included within this professional area are:break- job designbreak- structure design.break

Bands . Professional areas . Performance rating

1 2 3 4 5 6 7

. 2 . . . Organisation design - average score for the whole

assessment

. 3.77

. 2 . . . Activities - average score for Activities assessment . 3.55

. .. .. .. . Actual scores ..

1 . . . . Supports human resources and managers in the

production and maintenance of accurate organisation

charts.

. 4

. . . 4 . Interrogates organisation strategy and operating plan

to understand potential impact on future organisation

design.

. 5

. . 3 . . Maps processes and communication flows and

ensures that they are aligned with the organisation

design and the intended outcomes.

. 4

. . 3 . . Uses an appropriate model to systematically assess

the impact of the design on factors such as behaviour,

attitudes, culture, systems and communication and

seeks to improve organisation performance through

optimising organisation structure.

. 2

. 2 . . . Coaches managers to understand the impact of

organisation redesign and reorganisation versus

improving the effectiveness of current structure.

. 3

. . . 4 . Ensures that other key human resource levers such as

behaviours, skills and processes have been addressed

first. Identifies the criteria for change and factors that

indicate success.

. 2

. 2 . . . Works with line managers to design jobs using a

consistent model that considers job size, job scope,

spheres of influence, accountabilities, and internal

relationships.

. 2

. . . 4 . Advises on the degree to which activities are in

sourced or outsourced.

. 6

. 2 . . . Works with managers and staff to ensure that IT

systems deliver their intended purpose and do not

create obstacles to performance.

. 2

. . 3 . . Develops and implements systems and processes to

manage ongoing evaluation and levelling of jobs,

ensuring boundaries and controls are in place to

maintain the integrity of the grade structure, and

levelling processes to avoid drift.

. 6

. 2 . . . Maintains the boundaries and controls around the

evaluation process in order to avoid drift, escalating

. 3


concerns or insights to human resources colleagues.

. . 3 . . Knowledge - average score for Knowledge

assessment

. 4


. . 3 . . Has a good understanding of the organisation's

strategy, performance goals and drivers, and

understands the sector in which the organisation

operates and the market factors that impact

performance, including customers, competitors, and so

on.

. 6

. 2 . . . Understands the capability and skills requirements for

the organisation to perform.

. 2

. . 3 . . Knows how to build a detailed organisation

architecture for delivery and optimal performance,

including potential organisational barriers. Knows how

to map processes and communication flows, and how

to test and align them with organisation design.

. 7

. . . 4 . Knows how to balance in sourcing and outsourcing of

activity to improve quality or cost management.

. 3

. . . 4 . Knows the impact of organisation design on

organisational performance and the levers to increase

efficiency and or quality.

. 5

. 2 . . . Knows the principles and practice of job design and

testing.

. 3

. . . 4 . Understands how to construct procedures and policies

to govern and guide behaviour in a consistent manner

within organisations.

. 2

. . 3 . . Knows that IT systems tend towards 'fixing' a process,

rather than offering flexibility, and thus the importance

of testing for unintended consequences of IT solutions.

. 2

. 2 . . . Knows how job levelling tools work and their

limitations. Understands how to maintain the integrity

of a process without compromising support to the

manager.

. 6

. 2 . . . Knows the key stages in change management and the

importance of identifying supporters, blockers and

fence sitters.

. 6

. . 3 . . Knows how to evaluate and shift organisational culture

over time.

. 2


Behaviours - your detailed results

CURIOUSShows an active interest in the internal and external environment and in the continuous development andimprovement of self and others at both organisation and individual levels. Is open minded with a bias andwillingness to learn and enquire.break

Bands . Behaviours . Performance rating

1 2 3 4 5 6 7

. . 3 . . Behaviours - average score for this Behaviours

assessment

. 4.67


. 2 . . . Actively seeks out opportunities to find out more about

the industry sector and HR profession, attending

events, networking, reading and/or researching, and

develops own practice. test

. 5

. . . 4 . Uses both formal and informal processes to gain

feedback on own performance and the HR team,

implements improvements.

. 3

. . 3 . . Acts as a role model for continuous learning, showing

interest and curiosity in new ideas and opportunities.

. 6

1 . . . . Curious to extend understanding to include the bigger

picture and the underlying causes.

. 7

. 2 . . . Provides advice and guidance to others, building a

reputation as a reliable source of HR support.

. 3

. . 3 . . Remains open minded to listen, and then reflects upon

new ideas, rarely rejects an idea without deeper

thought .

. 4


Bands and transitions – your future development

MAKING THE TRANSITION TO THE NEXT BAND

When you first entered My HR Map, you selected band 1 as the band where you spend the majority of your time.Based on your selection we've made the following recommendations to help you make the transition to band 2.

Note: if after completing your assessment, you found that you actually spend the majority of your time in anotherband, then you can change the band selection and transition recommendations for you. To reselect you band, goback to My HR Map.

Step 1 : Where time should be spent and the perspective on what isimportant

What you should focus on

From delivering a real-time service to analysing current and near-term issues and operational problem-solving fora line manager or group.

Some practical suggestions to help you get there:

• Consider the amount of your time that you spend ‘reacting’ to events and requests versus using insightsto ‘initiate’ work and being proactive about issues/opportunities or new agendas. Set personal targets toshift your focus to the latter. Have a goal each week to present an idea or insight to your manager or clientand be prepared to demonstrate the value-add or link to HR or business strategy.


Taking a view on the totality of the function and understanding how to get things done across the function.


• Read HR strategy documents and understand the links to the work carried out in each department andteam within the function.

• Understand who are the guides and helpers in your function. Who holds much of the corporate history oris known for ‘what and who they know’? Get to know them better and ask them to share their knowledge.

• Seek out a mentor from within the HR function. Engage with them to discuss your own development andcapability building plans and seek input/feedback and coaching.


Working through and trusting other people rather than delivering aloneaching.


• Volunteer to work on a cross functional project, specifically one where there are shared goals andaccountabilities.

• Identify a project within your team that you can work on with some.• Look for opportunities to recruit a student to join your team on work experience. Identify projects they can

work on reporting to you.


Managing the performance and delivery of others on whom performance depends and giving sufficient time tocoach and support.


• Participate in a coaching programme to develop your personal coaching framework and start to build arepertoire of skills.

• Identify yourself or ask for feedback on what is considered to be your area of expertise/specialism. Offerto share your knowledge by coaching others/peers in this area.



Valuing rewards through others’ achievements and recognising own role in this.


• Familiarise yourself with the HR strategy and/or operating plan for your department. Identify the aspectsyou contribute to first-hand and also the goals and objectives you contribute to second-hand or throughothers.


Focusing on a broader team agenda rather than individual agenda.


• Participate in or initiate an objectives cascade (and roll up). Start with the Business and/or HR strategyand clearly identify the contribution each role in the department makes to the overall strategy and goals.

• Look for opportunities to create excitement and motivation to achieve team goals. Share progress with theteam and celebrate milestones achieved.

Step 2 : New skills focus


Building an awareness of the human resources levers that drive business value.


• Read the latest texts and articles written by the recognised HR thinkers (Ulrich, etc etc). In addition, learnthe fundamentals of current economics thinking as it relates to the organisational value chain.

• Seek anecdotal feedback from line managers about which of the HR levers drive the most business valuein your organisation.

• Research and write a paper on how various human resources levers drive business value. Discuss thekey insights with your manager.

• Participate in or read regular commercial and financial reviews to ensure business knowledge is up todate.


Building and testing a range of interpersonal skills including communication, listening, relationship management,influencing.


• In conjunction with your line manager, identify your two priority development areas regarding interpersonalskills. Write a plan to address these including ‘on the job’ actions, coaching, and formal training.

• Identify individuals in your organisation who have strengths in the areas you are trying to develop. Seektheir advice, coaching and feedback.

• Seek continuous feedback about the progress you are making. In particular, ask team members forimmediate feedback when you have experimented with a new skill, behaviour or style.


Broadening knowledge of the organisation and how decisions are made.


• Participate in or read regular commercial and financial reviews to ensure business knowledge is up todate.

• Study how your organisation works and why it works that way. Pick a specific project or debate andmonitor its journey progress through the organisation. Learn and understand the formal organisation(decision-making forums, hierarchy etc) but also the informal organisation where the path to get thingsdone may be different.



Deepening technical skills and knowledge.


• Identify yourself and in conjunction with your manager, which of the HR technical skills you havedeveloped well and which need developing. Use the CIPD HR Profession Map to assess your areas ofstrength and expertise and to help focus your development opportunities. Write a plan to address thegaps including ‘on the job’ actions, coaching, and formal training.

Step 3 : What is let go or relinquished


Letting go of work which defined previous successes and which was previously enjoyed.


• Compare your current accountabilities and objectives with those of a colleague at the next level. Identifythe elements of your role that will not create value at the next level and will need to be relinquished. Ifthese elements are some you enjoy working on, identify replacement activities that can develop your skillsfurther.

• Identify, together with your manager, the behaviours which drive success at the next level. Seek feedbackon your own ability to demonstrate these behaviours and work on a plan to develop further.Demonstrating these behaviours is an important and crucial step to being recognised and rewarded at thenext level.


Letting go of being personally in control.


• Identify and observe the component parts of successful delegation. (Clear goals, timeframe. Clarity ofroles and responsibilities etc). Practice ‘letting go’ by working on a team goal where you have sharedaccountability for the overall objective.


Documents

My HR Map Self assessment tool - PBworksstudyhrm.pbworks.com/f/hr+performance+rating+sample+report.pdf · INTRODUCTION My HR Map is an online self-assessment tool that allows CIPD