Organizational Feedback Report - kliic.com · This Organizational Needs Assessment is a competency-based survey instrument that focuses on the specific behaviors required to perform

Organizational Feedback Report

Corporate Leadership Needs Assessment

For:Kliic

Executive Leadership Team

This Leadership Needs Assessment is designed to support leadership development at alllevels of management. The specific findings presented may enable you to identify andaddress current and future challenges at both the tactical and strategic levels.

Participant Summary

Respondent Type Invited Completed

Prime 3 3

Group 1 3 3

Group 2 3 3

Group 3 3 3

Total Participants 12 12

Date Initiated: Mar 21, 2018

Date Printed: Dec 10, 2018

Assessment Type: Leadership

Assessment Class: Group

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Table of Contents

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Page Section

1 Table of Contents

2 Introduction

3 Methodology

4 About The Journey

5 Results Summary - Competency

6 Results Summary - Cluster/Group

7 Results Summary - Key Findings

8 Results Summary - Spider Chart

9 Competency 1: Accountability and Ownership

11 Competency 2: Analytical and Critical Thinking

13 Competency 3: Coaching

15 Competency 4: Communication (Interpersonal)

17 Competency 5: Creativity and Creative Thinking

19 Competency 6: Customer/Client Focus

21 Competency 7: Decision Making

23 Competency 8: Delegation and Empowerment

25 Competency 9: Goal Setting and Goal Focus

27 Competency 10: Influence and Persuasion

29 Competency 11: Integrity and Ethics

31 Competency 12: Leading Others

33 Competency 13: Managing Conflict

35 Competency 14: Managing Projects

37 Competency 15: Managing and Supporting Change

39 Competency 16: Problem Solving

41 Competency 17: Results Focus

43 Competency 18: Self-Management

45 Competency 19: Supportive Discipline

47 Competency 20: Teamwork and Collaboration

49 Competency 21: Time Management and Prioritization

51 Direct Feedback - Strengths (If and where available)

52 Direct Feedback - Opportunity (If and where available)

53 Direct Feedback - Key Insights (If and where available)

Why?

Because there is always room to grow.

Introduction


Welcome to the Executive Leadership Team results of your Leadership Needs Assessment - Advanced.

What is a Organizational Needs Assessment all about?

This Organizational Needs Assessment is a confidential Multi-Rater assessment that involves securing feedback from the significant

people both within the organization and external to the organization. This Multi-Rater instrument will provide a solid foundation to support

the organizations goals, current and future key initiatives, and to foster excellence enterprise-wide. Within this aggregated report are the

details of the perceptions and feedback of the Raters who provided input.

This report is intended to:

• Help the organization identify its professional strengths and areas in need of improvement.

• Demonstrate openness to feedback and a commitment to improvement.

• Provide a starting point for future conversations about how the organization's performance can be enhanced and goals achieved.

• Provide candid and constructive feedback (a quantitative and qualitative baseline) that allows progress to be assessed over time.

Purpose

This report is designed to provide objective feedback. The results of this feedback have been collated and analyzed to create an accurate

picture of the organization's performance and ability. The report starts with a high-level overview and progresses into greater detail as you

move forward. It is recommended that readers review the entire report before taking any action. Keep an open mind as you review the

numeric data. Also be sure to read the comments (if any) that the Raters may have provided. The written data may provide a useful

qualitative understanding of the perceptions of the Raters. Once you have familiarized yourself with the report and the overall results, then

you can go back and look for patterns, inconsistencies, and any general themes that may emerge.

The objectives of this process are to help the organization assess its performance (in relation to specific goals), clarify perceptions of

others, prioritize development needs, and the action plans to address those needs. Potential areas for improvement are highlighted and

should become actionable through some type of organizational debrief and planning process. In some cases, inconsistencies in the

results may mean that others see the organization from a different perspective and/or value system.

What are the benefits?

The benefits of a Organizational Needs Assessment include:

1/ Increased organizational awareness and insight (i.e. discover blind spots).

2/ Identify and understand the organization's strengths and opportunities - from the point of view of the Raters.

3/ Greater ownership and control of decision-making process - e.g. decisions can better support long-term goals and needs.

4/ Make challenges and opportunities for development clearly visible and actionable.

5/ Provide a clear understanding of the mechanisms that drive individual behavior (in ways that support organizational performance).

6/ Generate detailed insight into ways that support lasting organizational change and reinforce the desired behaviors.

7/ Focus on the broader performance issues that yield the highest leverage, optimal results and overall productivity improvements.

8/ Communicate the organization's core values, desire and commitment to foster positive culture change.

9/ Reinforcing other operational or strategic initiatives.

10/ Help the organization reach its true potential.

Methodology


Confidentiality, Anonymity and Limitations

This Organizational Needs Assessment is a competency-based survey instrument that focuses on the specific behaviors required to

perform effectively. All of the information contained in this report is strictly confidential and belongs to the organization. Each Rater's

individual responses are (and will remain) anonymous. The overall scores have been aggregated to produce an average score for each

competency category. In some instances, some of the individuals that were invited to provide feedback may not have completed this

survey. This report only contains the results from those who were able to complete the survey by the deadline.

The Rating Scale

The survey is based on a 5-point rating scale that revolves around how often a particular behavior was demonstrated. The highest

possible score is 5 and the lowest is 1. The 5 anchor points of the rating scale are:

5. Almost Always Demonstrated (Virtually all of the time or 99% of the time)

4. Usually Demonstrated (Majority of the time or 80% of the time)

3. Sometimes Demonstrated (40% to 60%)

2. Rarely Demonstrated (20% of the time)

1. Virtually Never Demonstrated (1% of the time)

0. Don't Know or It Doesn't Apply

Understanding the Data

This report presents the results as a set of values that can be reviewed and/or compared. They may include:

• BI: This refers to a Behavioral Indicator - These are the specific behaviors the assessment is designed to measure.

• Prime Score: This score is a reflection of 1 (or more) of the participants listed in the base group (Prime Group).

• Group 1 Score: This score is the average of 3 or more participants from the first group (Group 1 - if available).

• Group 2 Score: This score is the average of 3 or more participants from the second group (Group 2 - if available).

• Group 3 Score: This score is the average of 3 or more participants from the third group (Group 3 - if available).

• Group Score: This score represents the average of the Group 1 Score, Group 2 Score and the Group 3 Score.

• Comparable: This score is an average of others in and out of your organization (rating the same competency - where available).

• Benchmark Value: Represents the desired or required skill level. It is set when the assessment is initially designed.

• Responses: Total number of responses received (actual responses per competency may vary based on the rater's feedback).

• Quantitative Data: This is a measure of values, scales, or counts that are expressed as numbers (i.e. numeric data).

• Qualitative Data: This is information about qualities, feelings, and how people perceive things (i.e. direct written feedback).

The Competency Descriptions and Results Sections include the:

• Competency heading and competency description.• Competency ratings (including multiple values for comparison, where available).

• Competency questions and detailed scores for each (including the Self , Group 1, Group 2, Group 3 - where available).

• Competency specific feedback provided by the Raters (where and if available).

Reviewing the Feedback and Acting on the Results

The next step is to identify the areas for organizational improvement and further developmnent. After approximately 6 to 12 months, a

follow-up Assessment should be completed to identify changes and or improvements.

About The Journey


The Journey to Excellence

Before you go on any trip, you need a roadmap. Before you can build anything of value, you need a blueprint. Achieving meaningful

organizational change, economic growth, or organizational development can be a challenging task if you do not have the necessary

feedback to guide you along the way.

If you choose, this feedback report can form the basis of your Organizational Development Plan (ODP). It can help you to:

1/ Create achievable goals.

2/ Maintain the focus on specific growth objectives.

3/ Measure progress along the way.

The Process

Typically, most organizations engage in organizational change in response to some crisis that requires immediate action, whereas this

ODP is designed as a proactive support tool. Once an organization begins any journey, there typically comes a critical point at which it

determines if the actions taken have produced the desired outcome. When this happens, organizational learning (and a culture shift)

occurs, followed by positive change. As this change is reinforced, it becomes part of the everyday experience.

The process of proactive organizational development engages a continuous cycle that begins by:

• Identifying and focusing on the key goals.

• Following the plan daily by taking some action.

• Reflecting on the journey as the organization observes the results of individual action(s).

• Actively seeking feedback from everyone.

• Transferring success into next steps and continuing the process.

Remember, your ODP is an ongoing process; it is a journey. It is not an end state but an evolving process. Your ODP should lead you

towards achieving the organizational objectives. For this process to be effective, the following may be required:

• Balance between organizational, departmental, and individual goals.

• A clear link between the activities and actions desired and how they address the specific needs (gaps identified).

• Documentation to support the overall experience and the subsequent outcomes of each activity taken.

• Leadership demonstrating an openness to change and a willingness to learn from the experience.

• Leadership demonstrating an openness to face adversity in preparation for the unexpected that may occur.

• An organizational willingness to take the necessary action(s) daily.

Keep an open mind as you review this report. This tool will only be of value to the extent to which everyone in the organization takes

personal ownership and responsibility for acting appropriately on the findings contained herein.

Results Summary - Competency


Competency Prime Rating Group Rating Benchmark - Priority

Accountability and Ownership 4.17 3.83 4.50

Analytical and Critical Thinking 3.83 3.64 4.00

Coaching 3.58 4.06 4.50

Communication (Interpersonal) 3.33 3.92 5.00

Creativity and Creative Thinking 3.33 3.53 4.00

Customer/Client Focus 4.17 4.36 5.00

Decision Making 4.08 3.92 4.50

Delegation and Empowerment 3.42 3.72 4.00

Goal Setting and Goal Focus 4.08 3.92 4.50

Influence and Persuasion 3.92 3.67 5.00

Integrity and Ethics 4.50 4.44 5.00

Leading Others 3.75 3.92 5.00

Managing Conflict 4.00 4.06 5.00

Managing Projects 4.00 4.11 4.50

Managing and Supporting Change 3.42 3.69 5.00

Problem Solving 3.83 4.00 4.50

Results Focus 4.42 3.94 5.00

Self-Management 4.17 4.14 4.50

Supportive Discipline 4.17 4.28 4.00

Teamwork and Collaboration 3.58 3.75 5.00

Time Management and Prioritization 4.42 4.28 4.50

Overall Group Score (Priority Weighted): 78.34 % 79.30 % Total Weighting: 100

%

Results Summary - Cluster/Group


Competency Prime Rating Group Rating Benchmark - Priority

Business Skills Cluster/Group (1) has 6 competencies: Priority Weighting: 27.32 %

Analytical and Critical Thinking 3.83 3.64 4.00

Creativity and Creative Thinking 3.33 3.53 4.00

Decision Making 4.08 3.92 4.50

Managing Projects 4.00 4.11 4.50

Problem Solving 3.83 4.00 4.50

Results Focus 4.42 3.94 5.00

Overall Business Skills Score: Scores are priority weighted.78.74 % 77.37 %

Leadership Skills Cluster/Group (2) has 4 competencies: Priority Weighting: 20.62 %

Communication (Interpersonal) 3.33 3.92 5.00

Influence and Persuasion 3.92 3.67 5.00

Leading Others 3.75 3.92 5.00

Managing and Supporting Change 3.42 3.69 5.00

Overall Leadership Skills Score: Scores are priority weighted.72.10 % 76.00 %

Interpersonal Skills Cluster/Group (3) has 6 competencies: Priority Weighting: 28.35 %

Coaching 3.58 4.06 4.50

Customer/Client Focus 4.17 4.36 5.00

Delegation and Empowerment 3.42 3.72 4.00

Managing Conflict 4.00 4.06 5.00

Supportive Discipline 4.17 4.28 4.00

Teamwork and Collaboration 3.58 3.75 5.00

Overall Interpersonal Skills Score: Scores are priority weighted.76.52 % 80.81 %

Intrapersonal (Self) Skills Cluster/Group (4) has 5 competencies: Priority Weighting: 23.71 %

Accountability and Ownership 4.17 3.83 4.50

Goal Setting and Goal Focus 4.08 3.92 4.50

Integrity and Ethics 4.50 4.44 5.00

Self-Management 4.17 4.14 4.50

Time Management and Prioritization 4.42 4.28 4.50

Overall Intrapersonal (Self) Skills Score: Scores are priority weighted.85.46 % 82.58 %

Overall Group Score (Priority Weighted): 78.34 % 79.30 % Total Weighting: 100 %

Results Summary - Key Findings


Competency BI* Focus* (12) Focus % Priority* ECV* ECV % Economic Impact

Business Skills Cluster/Group (1) has 6 competencies:

Analytical and Critical Thinking 4 1 8.33 4.00 25 20.00 Low

Creativity and Creative Thinking 4 1 8.33 4.00 25 20.00 Low

Decision Making 4 1 8.33 4.50 25 22.50 Low

Managing Projects 4 - - 4.50 50 45.00 Moderate

Problem Solving 4 1 8.33 4.50 25 22.50 Low

Results Focus 4 - - 5.00 75 75.00 Medium

Average Focus Score Business Skills Cluster/Group: 5.56 %

Leadership Skills Cluster/Group (2) has 4 competencies:

Communication (Interpersonal) 4 2 16.67 5.00 10 10.00 Minimal

Influence and Persuasion 4 - - 5.00 50 50.00 Moderate

Leading Others 4 4 33.33 5.00 25 25.00 Low

Managing and Supporting Change 4 3 25.00 5.00 50 50.00 Moderate

Average Focus Score Leadership Skills Cluster/Group: 18.75 %

Interpersonal Skills Cluster/Group (3) has 6 competencies:

Coaching 4 3 25.00 4.50 10 9.00 Minimal

Customer/Client Focus 4 2 16.67 5.00 50 50.00 Moderate

Delegation and Empowerment 4 2 16.67 4.00 50 40.00 Moderate

Managing Conflict 4 1 8.33 5.00 10 10.00 Minimal

Supportive Discipline 4 1 8.33 4.00 10 8.00 Minimal

Teamwork and Collaboration 4 1 8.33 5.00 25 25.00 Low

Average Focus Score Interpersonal Skills Cluster/Group: 13.89 %

Intrapersonal (Self) Skills Cluster/Group (4) has 5 competencies:

Accountability and Ownership 4 2 16.67 4.50 25 22.50 Low

Goal Setting and Goal Focus 4 - - 4.50 75 67.50 Medium

Integrity and Ethics 4 - - 5.00 10 10.00 Minimal

Self-Management 4 - - 4.50 10 9.00 Minimal

Time Management and Prioritization 4 - - 4.50 50 45.00 Moderate

Average Focus Score Intrapersonal (Self) Skills Cluster/Group: 3.33 %

*Notes:BI ... Represents the total number of questions/indicators used in this Competency.Focus ... Represents the number of contributors who identified this Competency as an important focus area and/or who provided direct written feedback on this Competency.Priority ... Represents the Desired or Required Level of Skill (Benchmark) for this Competency.EC Value (%) ... Corresponds to the Economic Impact or Economic Contribution (EC) that this Competency potentially makes toward a financial Return on Investment (ROI).Economic Impact Range Includes ... Minimal, Low, Moderate, Medium, High, Maximal.

Results Summary - Spider Chart


KliicExecutive Leadership Team

Corporate Leadership Needs Assessment

Spider Chart

Chart Legend

Benchmark Value

Prime Score

Combined Group (Excluding Prime)

Notes

Accountability and Ownership


Competency: Accountability and Ownership

Competency Description:Accepts full responsibility for the direct and indirect effects of one's ownactions. Holds oneself responsible for one's actions and for the timelycompletion of assigned tasks.

RSVPs From Rating ECV: 25

3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined

Combined = Average (Group 1 + Group 2 + Group 3)

4.17

3.67

3.67

4.17

3.83

Benchmark (Priority) Value: 4.50The Benchmark (Priority) Value represents the desired or target skill level for this competency.

# Question, Statement or Behavioral Indicator Proficiency Prime* Group 1* Group 2* Group 3*

1/ Holds staff accountable for meeting commitments made to clients and the organization.Level 5 (3)4.33 (3)4.00 (3)3.67 (3)4.00

2/ Encourages others to take ownership for their mistakes.Level 4 (3)4.33 (3)4.00 (3)4.33 (3)4.00

3/ Takes personal responsibility for events that happen in the team or the department, especially when they involvenegative outcomes.

Level 3 (3)4.00 (3)3.33 (3)3.00 (3)4.33

4/ Accepts full responsibility for the direct and indirect effects of one's own decisions and actions and does notunfairly blame others when things go wrong.

Level 3 (3)4.00 (3)3.33 (3)3.67 (3)4.33

Score Results: Score differences greater than - 13.40 % ( or - 0.67 ) may indicate possible focus areas.

Comparisons against the Benchmark or Priority Value:

Delta: Prime Score - Benchmark/Priority = -6.60 % or -0.33

Delta: Group 1 Score - Benchmark/Priority = -16.60 % or -0.83 This score difference may be significant.


Delta: Group 3 Score - Benchmark/Priority = -6.60 % or -0.33

Delta: All Group Average - Benchmark = -11.60 % or -0.58

All Group Average = Average (Prime + Group 1 + Group 2 + Group 3)

*Values inside parenthesis () represent the number of responses received for that behaviour or question.

Competency Feedback


2 Contributor(s) identified this competency as a focus area. Any direct feedback provided is shown below.

Must take ownership when deadlines aren't met and not place blame.

Take responsibility instead of placing blame on other people/departments

Planning Notes:

Analytical and Critical Thinking


Competency: Analytical and Critical Thinking

Competency Description:Uses information to evaluate situations (using inductive and/or deductivelogic as needed) and solve problems.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


3.83

3.75

3.58

3.58

3.64



1/ Identifies unique approaches to deal with situations for which no known precedent exists.Level 5 (3)3.00 (3)3.33 (3)3.00 (3)3.67

2/ Demonstrates a broad and rich understanding of the dynamic relationships, viewpoints and agendas, bothacknowledged and implicit, of key players and stakeholders.

Level 4 (3)3.67 (3)3.67 (3)4.00 (3)3.33

3/ Thinks several steps ahead in deciding on best course of action, anticipating likely outcomes.Level 4 (3)4.33 (3)4.00 (3)3.67 (3)3.67

4/ Anticipates obstacles and thinks ahead about next steps.Level 2 (3)4.33 (3)4.00 (3)3.67 (3)3.67










Competency Feedback



Consider the consequences pf actions before proceeding.

Planning Notes:

Coaching


Competency: Coaching

Competency Description:Coaches and advises others to help them develop their knowledge andskills based on individualized plans.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


3.58

3.83

4.17

4.17

4.06



1/ Develops the ability of others to perform and contribute to the organization by providing ongoing feedback andsupport through formal and informal methods.

Level 4 (3)4.33 (3)4.33 (3)4.33 (3)4.67

2/ Identifies high potential individuals and provides them with targeted opportunities for growth.Level 4 (3)3.33 (3)4.00 (3)4.33 (3)3.67

3/ Encourages team members to develop learning and career plans and follows-up to guide development andmeasure progress.

Level 4 (3)3.67 (3)4.00 (3)4.33 (3)4.67

4/ Provides learning and cross-training opportunities for individuals to develop into effective future leaders.Level 3 (3)3.00 (3)3.00 (3)3.67 (3)3.67



Delta: Prime Score - Benchmark/Priority = -18.40 % or -0.92 This score difference may be significant.







Competency Feedback



Allow for more one-on-ones

Ensure that all managers are coaching their people; not just some of the managers

Be more of a guide instead of telling us what to do.

Planning Notes:

Communication (Interpersonal)


Competency: Communication (Interpersonal)

Competency Description:Expresses oneself clearly and ensures open two-way communicationusing active listening, questioning, paraphrasing and feedback.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


3.33

3.75

4.00

4.00

3.92



1/ Communicates complex messages with clarity and impact.Level 5 (3)3.33 (3)4.00 (3)4.00 (3)3.67

2/ Asks probing questions and provides continuous feedback in communication with others.Level 4 (3)3.33 (3)4.00 (3)3.67 (3)4.00

3/ Communicates equally effectively with all levels within an organization.Level 3 (3)4.00 (3)3.67 (3)4.33 (3)4.33

4/ Keeps employees informed about important issues and decisions that affect them.Level 3 (3)2.67 (3)3.33 (3)4.00 (3)4.00







Delta: All Group Average - Benchmark = -24.60 % or -1.23 This score difference may be significant.



Competency Feedback



Increase/improve the lines of communication between departments.

Keep people informed of changes long before they happen.

Planning Notes:

Creativity and Creative Thinking


Competency: Creativity and Creative Thinking

Competency Description:Finds novel ideas to solve problems. Perceives the world in new ways, tofind hidden patterns, to make connections between seemingly unrelatedphenomena, and to generate solutions.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


3.33

3.58

3.50

3.50

3.53



1/ Develops an environment that nurtures creative thinking, questioning and experimentation.Level 5 (3)4.00 (3)4.00 (3)3.67 (3)4.00

2/ Creates new methods for planning, designing, and carrying out program objectives.Level 4 (3)3.00 (3)3.33 (3)3.33 (3)3.33

3/ Encourages and supports creative thinking and independent thought.Level 3 (3)3.67 (3)3.67 (3)3.67 (3)4.00

4/ Displays creativity by deviating from traditional methods in developing new procedures.Level 3 (3)2.67 (3)3.33 (3)3.33 (3)2.67










Competency Feedback



Think outside the box more often and be more of a calculated risk-taker

Planning Notes:

Customer/Client Focus


Competency: Customer/Client Focus

Competency Description:Provides service excellence to both internal and external clients.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


4.17

4.25

4.58

4.25

4.36



1/ Creates an environment in which concern for client satisfaction is a key priority.Level 5 (3)4.33 (3)4.67 (3)4.67 (3)4.67

2/ Implements organization-wide customer service initiatives to raise employee skill levels and improve customerservice.

Level 5 (3)3.67 (3)4.00 (3)4.67 (3)3.33

3/ Balances needs of all clients and readily readjusts priorities to respond effectively to pressing and changingdemands for information, advice and assistance.

Level 4 (3)4.33 (3)4.33 (3)4.67 (3)4.67

4/ Works to remove barriers that get in the way of exceeding client's expectations.Level 4 (3)4.33 (3)4.00 (3)4.33 (3)4.33










Competency Feedback



Allow for increased flexibility/work around rules/policies when dealing with our highest value clients.

The management team already provides excellent customer service.

Planning Notes:

Decision Making


Competency: Decision Making

Competency Description:Makes effective decisions based on the needs of an individual, group oran organization (e.g. evaluates and prioritizes costs and benefits beforetaking action).


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


4.08

4.17

3.83

3.75

3.92



1/ Assesses external and internal environments in order to make a well-informed decision.Level 5 (3)4.00 (3)4.00 (3)3.67 (3)3.33

2/ Makes decisions based on business needs rather than a personal agenda.Level 3 (3)4.33 (3)4.33 (3)4.33 (3)4.33

3/ Considers the consequences of a decision and assesses the options before reaching a conclusion.Level 3 (3)4.00 (3)4.00 (3)4.00 (3)4.00

4/ Encourages decisiveness in others.Level 3 (3)4.00 (3)4.33 (3)3.33 (3)3.33










Competency Feedback



Involve the entire team when making decisions that will affect them.

Planning Notes:

Delegation and Empowerment


Competency: Delegation and Empowerment

Competency Description:Assigns tasks to appropriate people based on the individuals skill orneeds, the work processes, the organizational planning process and/orthe group workflow.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


3.42

3.92

3.75

3.50

3.72



1/ Encourages groups to resolve problems on their own and avoids prescribing a solution.Level 5 (3)3.33 (3)4.33 (3)3.67 (3)3.33

2/ Shows a willingness to delegate responsibility and to work with others and coach them to develop theircapabilities.

Level 4 (3)3.33 (3)3.67 (3)3.33 (3)3.33

3/ Delegates tasks and/or decisions to those best suited for the job or task at hand.Level 3 (3)3.67 (3)3.67 (3)4.00 (3)3.67

4/ Offers clear and broad direction on a task and lets the individual design or define their own approach to dealingwith it.

Level 3 (3)3.33 (3)4.00 (3)4.00 (3)3.67










Competency Feedback



Allow seasoned employees more freedom when it comes to projects. Less micro-managing.

Provide more autonomy to teams working on special projects.

Planning Notes:

Goal Setting and Goal Focus


Competency: Goal Setting and Goal Focus

Competency Description:Sets and attains specific and challenging goals for oneself, includingspecific actions, strategies and timelines necessary for goal achievement.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


4.08

4.08

3.75

3.92

3.92



1/ Assesses group performance against goals and identifies areas for improvement.Level 4 (3)4.00 (3)4.67 (3)3.67 (3)4.67

2/ Strives to continuously achieve higher levels of performance and shows a commitment and drive to achievedeliverables and reach successful outcomes at an individual, team and organizational level.

Level 4 (3)4.33 (3)4.00 (3)4.00 (3)4.33

3/ Sets highly challenging, but attainable, goals for own organizational area.Level 4 (3)4.67 (3)4.33 (3)4.33 (3)4.00

4/ Takes calculated risks within the boundaries set by the organization to achieve goals.Level 3 (3)3.33 (3)3.33 (3)3.00 (3)2.67










Competency Feedback


Planning Notes:

Influence and Persuasion


Competency: Influence and Persuasion

Competency Description:Interacts with others to convince them to perform a task or approach asituation in a different fashion. Persuades (convinces), influences (gainsthe support of) or impresses others (individuals or groups) in order to getthem to support or engage in a particular direction or action.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


3.92

3.75

3.67

3.58

3.67



1/ Plans an approach to have a specific impact, including taking bold, creative or unusual actions to make a pointor get through to others.

Level 3 (3)3.00 (3)3.00 (3)3.00 (3)2.67

2/ Uses appropriate influence and persuasion strategies in tough situations.Level 3 (3)4.33 (3)4.00 (3)4.33 (3)4.00

3/ Knows how to get the support needed from people at all levels.Level 3 (3)4.33 (3)4.00 (3)3.67 (3)4.00

4/ Gains acceptance to new ideas by building on successful initiatives and/or best practices (both internal andexternal).

Level 3 (3)4.00 (3)4.00 (3)3.67 (3)3.67










Competency Feedback


Planning Notes:

Integrity and Ethics


Competency: Integrity and Ethics

Competency Description:Behaves in an honest, fair and ethical manner (high standard of ethics)and shows consistency in words and actions.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


4.50

4.58

4.33

4.42

4.44



1/ Takes necessary disciplinary actions and measures to address violations of ethical conduct.Level 5 (3)4.67 (3)4.67 (3)4.00 (3)4.33

2/ Models and promotes the core values and ethics of the organization through words and actions.Level 4 (3)4.33 (3)4.33 (3)4.67 (3)4.67

3/ Understands and consistently applies ethics and values of the organization in daily work.Level 3 (3)4.67 (3)4.67 (3)4.33 (3)4.33

4/ Considers different ethical aspects of a situation when making decisions.Level 2 (3)4.33 (3)4.67 (3)4.33 (3)4.33










Competency Feedback


Planning Notes:

Leading Others


Competency: Leading Others

Competency Description:Assumes a leadership role (with a positive attitude, energy, resilience andstamina) and involves, helps and supports others to achieve excellentresults.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


3.75

3.83

3.92

4.00

3.92



1/ Creates an environment where staff and team members consistently push for improved performance andproductivity.

Level 5 (3)3.67 (3)4.00 (3)4.00 (3)4.00

2/ Communicates a compelling vision that generates excitement, enthusiasm and commitment to the organization'smission.

Level 4 (3)3.33 (3)3.00 (3)3.33 (3)3.33

3/ Models leadership for others and takes ownership on important business and operational issues.Level 4 (3)4.00 (3)4.00 (3)4.00 (3)4.00

4/ Uses authority and power in a fair and equitable manner.Level 3 (3)4.00 (3)4.33 (3)4.33 (3)4.67










Competency Feedback



Delegate important tasks/projects more often to develop the team.

Offer more chances for employees to develop their leadership skills i.e. delegate projects

Lead by example. Provide more guidance on a daily basis. Better team communication.

Listen to other's points of view not just your own

Planning Notes:

Managing Conflict


Competency: Managing Conflict

Competency Description:Deals effectively with complaints and resolves conflicts and/or thegrievances of others.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


4.00

4.08

3.83

4.25

4.06



1/ Consistently focuses on the issues at hand and avoids letting secondary or unrelated issues interfere withresolving conflicts.

Level 4 (3)4.33 (3)4.33 (3)3.67 (3)4.00

2/ Recognizes differences of opinion, brings them out into the open for discussion, and looks for win-win solutions.Level 4 (3)3.33 (3)3.67 (3)3.33 (3)4.00

3/ Communicates openly while showing a willingness to listen to the ideas of others in order to understanddivergent and conflicting points of view.

Level 3 (3)3.67 (3)3.67 (3)4.33 (3)4.33

4/ Takes action to address behavior issues to ensure employees treat each other with respect.Level 3 (3)4.67 (3)4.67 (3)4.00 (3)4.67










Competency Feedback



Always acknowledge conflict between departments because it isn't going away.

Planning Notes:

Managing Projects


Competency: Managing Projects

Competency Description:Demonstrates thorough knowledge of standard practices and proceduresnecessary to accomplish tasks.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


4.00

4.08

4.33

3.92

4.11



1/ Monitors progress, obstacles and opportunities and revises priorities accordingly.Level 4 (3)4.33 (3)4.33 (3)4.67 (3)4.00

2/ Identifies and allocates the resources needed to complete the project.Level 3 (3)3.67 (3)3.67 (3)4.00 (3)3.67

3/ Identifies potential roadblocks and develops contingency plans to deal with them.Level 3 (3)3.67 (3)4.00 (3)4.33 (3)4.00

4/ Oversees implementation of the project plan, monitors progress, resource usage, and quality, and makesneeded adjustments.

Level 3 (3)4.33 (3)4.33 (3)4.33 (3)4.00










Competency Feedback


Planning Notes:

Managing and Supporting Change


Competency: Managing and Supporting Change

Competency Description:Adjusts own behaviors to work efficiently and effectively in light of newinformation, changing situations and/or different/difficult environments.Implements any necessary change in a way that positively considerscosts, time, resources and people.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


3.42

3.50

3.83

3.75

3.69



1/ Creates an environment that encourages change, innovation and improvement.Level 5 (3)3.67 (3)3.67 (3)3.33 (3)3.67

2/ Monitors and gives feedback on the progress of the change initiative, and ensures that there are opportunitiesfor discussion at each stage and phase.

Level 4 (3)3.33 (3)3.67 (3)4.00 (3)4.00

3/ Builds acceptance and commitment to change by involving those impacted by the change early in the process.Level 4 (3)2.67 (3)3.33 (3)4.33 (3)3.67

4/ Is able to adapt in order to work effectively in ambiguous or changing situations, and with diverse individuals andgroups.

Level 4 (3)4.00 (3)3.33 (3)3.67 (3)3.67










Competency Feedback



Communicate corporate changes in a more timely manner to allow more time to adjust to the changes and to allow for employee feedback about these changes before they areput in place.

Allow employees to provide their recommendations around corporate changes.

Be willing to take risks

Planning Notes:

Problem Solving


Competency: Problem Solving

Competency Description:Analyzes issues and problems systematically and thoroughly whilefocusing on the critical details. Uses strategies to find answers andsolutions to problems that arise.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


3.83

3.92

4.08

4.00

4.00



1/ Creates procedures to articulate the nature of the problem and to identify and weigh alternate solutions beforemaking a decision.

Level 4 (3)4.00 (3)3.67 (3)4.00 (3)3.67

2/ Gathers and integrates relevant information from many perspectives and disciplines to understand mulit-facetedproblems.

Level 4 (3)4.00 (3)4.00 (3)3.67 (3)3.67

3/ Considers both individual needs and organizational priorities before addressing situations.Level 3 (3)3.67 (3)4.00 (3)4.00 (3)4.00

4/ Demonstrates the ability to actively listen to others when analyzing issues and problems.Level 3 (3)3.67 (3)4.00 (3)4.67 (3)4.67










Competency Feedback



Ask the team for suggestions/recommendations for current/future problems.

Planning Notes:

Results Focus


Competency: Results Focus

Competency Description:Focuses efforts on achieving quality results consistent with the expectedstandards.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


4.42

3.75

4.08

4.00

3.94



1/ Implements plans to avoid potential crises or to create new opportunities.Level 4 (3)4.33 (3)3.67 (3)3.67 (3)3.67

2/ Guides staff to achieve tasks, goals, processes and performance standards.Level 4 (3)4.67 (3)4.00 (3)4.33 (3)4.33

3/ Identifies critical tasks and deliverables, and obtains or organizes necessary resources and support to achieveobjectives.

Level 3 (3)4.00 (3)3.33 (3)4.00 (3)3.67

4/ Focuses on the achievement of results and not just the completion of the task.Level 3 (3)4.67 (3)4.00 (3)4.33 (3)4.33










Competency Feedback


Planning Notes:

Self-Management


Competency: Self-Management

Competency Description:Uses the appropriate methods, skills and strategies to effectively directpersonal activities toward the achievement of objectives.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


4.17

3.83

4.25

4.33

4.14



1/ Uses the appropriate methods, skills and strategies to effectively direct personal activities toward theachievement of objectives.

Level 4 (3)4.00 (3)4.00 (3)3.67 (3)4.33

2/ Able to cap one's emotions to avoid negative reactions when provoked or when faced with opposition or hostility.Level 4 (3)4.33 (3)3.67 (3)4.33 (3)4.33

3/ Exemplifies a motivation to grow and develop one's self.Level 3 (3)4.67 (3)4.00 (3)4.67 (3)4.33

4/ Responds calmly to spur-of-the-moment stress.Level 3 (3)3.67 (3)3.67 (3)4.33 (3)4.33










Competency Feedback


Planning Notes:

Supportive Discipline


Competency: Supportive Discipline

Competency Description:Provides positive feedback and critiques in a timely and constructivemanner in order to support others in improving their weaknesses.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


4.17

4.25

4.42

4.17

4.28



1/ Intervenes quickly on performance issues in a fair, unbiased and helpful manner.Level 3 (3)4.33 (3)4.33 (3)4.33 (3)4.00

2/ Provides valid opportunity for performance improvement before engaging in the disciplinary process.Level 3 (3)4.33 (3)4.33 (3)4.67 (3)4.33

3/ Works with individuals to help them discover why performance 'gaps' exist and what can be done to close them.Level 3 (3)3.67 (3)3.67 (3)4.33 (3)4.33

4/ Follows the organization's disciplinary process and makes the tough or difficult decision when all other effortsfail.

Level 3 (3)4.33 (3)4.67 (3)4.33 (3)4.00



Delta: Prime Score - Benchmark/Priority = 3.40 % or 0.17

Delta: Group 1 Score - Benchmark/Priority = 5.00 % or 0.25



Delta: All Group Average - Benchmark = 5.05 % or 0.25



Competency Feedback



There are certain employees that have been given too many chances. Harder consequences for continued poor performance.

Planning Notes:

Teamwork and Collaboration


Competency: Teamwork and Collaboration

Competency Description:Fosters an environment (work culture and ethic) that values commitmentand teamwork.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


3.58

3.50

4.00

3.75

3.75



1/ Supports team decisions even when different from one's own stated point of view.Level 4 (3)3.33 (3)3.00 (3)4.00 (3)3.33

2/ Creates new opportunities for individuals to work together, breaking down barriers that may get in the way ofeffective teamwork.

Level 4 (3)2.33 (3)3.00 (3)3.67 (3)3.00

3/ Assists and supports team members in achieving team objectives while holding the individual team membersaccountable for their performance.

Level 3 (3)4.67 (3)4.33 (3)4.00 (3)4.33

4/ Fosters a positive and helpful team environment that builds team spirit, cohesion and high morale.Level 3 (3)4.00 (3)3.67 (3)4.33 (3)4.33










Competency Feedback



Find ways to ensure that other departments meet their time commitments so that it will not affect our department.

Planning Notes:

Time Management and Prioritization


Competency: Time Management and Prioritization

Competency Description:Manages time to be as effective as possible through prioritizing andscheduling tasks.


3 Prime

3 Group 1

3 Group 2

3 Group 3

9 Combined


4.42

4.17

4.33

4.33

4.28



1/ Evaluates current processes, organizes people and establishes alternative courses of action to achieve resultsmore effectively.

Level 5 (3)4.00 (3)4.00 (3)4.33 (3)4.00

2/ Remains focused on tasks at hand regardless of the people or situational distractions around them.Level 5 (3)4.33 (3)4.00 (3)4.33 (3)4.33

3/ Meets all deadlines and personal commitments.Level 3 (3)4.67 (3)4.33 (3)4.33 (3)4.67

4/ Provides timely responses to staff and all stakeholders.Level 3 (3)4.67 (3)4.33 (3)4.33 (3)4.33










Competency Feedback


Planning Notes:

The following pages provide the details (if and where available) of any written

feedback (provided by the Raters) on strengths, opportunities, and key insights.

Direct Feedback - Strengths


Strengths These are areas where the organization may have demonstrated strength.

Customer focus, Job Knowledge, Ethics

Meeting objectives, putting the customer first.

Meeting commitments, coaching employees

Meeting objectives and meeting customer demands

Meeting objectives, communicating with employees

Personable, friendly

Communication and leadership

Coaching, Problem-solving, motivating

Meets objectives

Coaching and support

Communication, Support, Leadership

Meets objectives

Direct Feedback - Opportunity


Opportunity These are areas where the organization may have an opportunity for improvement.

Delegating, Lack of flexibility

Micro-managing seasoned employees.

Conflict management

Coaching and promoting their people

Not really any significant weakness

Being a leader of our team

Not really any significant weaknesses

Not everyone is trying to develop their people

Being too defensive

Project management

Not always willing to take risks

Leading the team

Direct Feedback - Key Insights


Key Insight These are suggestions where, if an improvement were made, it could be helpful to move the organization forward.

Delegation

Trust between management/employees.

Stiffer consequences laid out for poor behaviour.

Coaching

Identifying the departments that cause disruptions which in turn makes it more difficult for our department to meet our objectives.

Leading by example, Improving communication

Taking risks

Coaching and performance improvement strategies

Openness

Assertiveness

Take risks

Communicate and listen to the team more often

Personal Notes:

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Documents

Organizational Feedback Report - kliic.com · This Organizational Needs Assessment is a competency-based survey instrument that focuses on the specific behaviors required to perform