PM360 Coaching sample by Psychological Consultancy Limited

PROFILE:MATCH®

360° P:M360™ Coaching Report Coaching Supplement

by Psychological Psychological Consultancy by Consultancy Ltd Ltd Psychological Consultancy Ltd

Sophie Sample 616-308

To be used alongside Sophie Sample's P:M360TM Feedback Report.

PROFILE:MATCH®

Introduction

P:M360TM Coaching Supplement This P:M360™ Coaching Supplement provides an additional resource for the personal development of the examinee, offering deeper insights into the extensive pool of information generated by the P:M360™ system. It should be used by the coach or manager alongside the corresponding P:M360™ Feedback Report. Although the conceptual framework for P:M360™ is broadly similar to other 360° instruments, it has unique features derived from the nature of the PROFILE:MATCH® system. This uses competency-metric principles to translate personality data into competency ratings; so, although everything is framed in the everyday language of competencies, the measurement is rigorous. The estimate of ‘potential’ for each competency derives directly from high quality Five Factor Model (FFM) personality assessment. Both the potential and the performance ratings provide standardised, norm-referenced comparisons. This adds strength and objectivity to the ratings and scores reported and to their distribution and comparability. Personality and performance The relationship between personality and job performance is fundamental to the rationale of PROFILE:MATCH®. Personality influences career success because different roles make different personality-based demands on their incumbents. While some jobs emphasise sociability, in others success relies on being able to work in isolation; some emphasise detail and accuracy while others require a ‘big picture’ approach; and so on. Over time, the pervasive influence of any deeply rooted aspects of an individual’s temperament will influence their enthusiasm, commitment and consistency of performance; their effectiveness and their continuing success. Within P:M360™, the examinee’s PROFILE:MATCH® results provide a measure of potential for each competence being examined. This reflects the extent to which their personality will either contribute to performance or interfere with it. These personality-based estimates of potential provide the backdrop for the 360° ratings of performance completed by the various groups of assessors: the managers, peers, clients and direct reports, and by the examinees themselves. Personality and competence Personality assessments have been demonstrated by extensive research to reflect five key underlying factors; the Five Factor Model (FFM). These provide a simplified structure that underpins personality as we actually experience it in our daily lives. Analogous to the primary colours that underpin all the tones and hues that enhance our visual world, the ‘primary colours’ of personality can be grouped in an infinite number of combinations to recreate the actual diversity and complexity of personality. Within PROFILE:MATCH®, mathematical algorithms are used to reconstruct the complexities of personality from the primary factors. Personality scale scores are transformed according to the requirements for each competency, and re-combined in proportion to their importance. The personality profile For the coach, the starting point will be the complete personality profile that will provide a comprehensive overview of the examinee’s pattern of characteristics. Then, at a more detailed level throughout this Coaching Supplement, clear illustrations describe the particular contribution of personality scale to that competency rating. This offers a coach or manager a clear insight into the relationship between personality and competence, facilitating their effective exploration with the examinee.

PROFILE:MATCH®

Introduction

How To Use This Supplement This supplement is used alongside the corresponding P:M360™ Feedback Report and the sequence is the same for both documents. Part numbers used in both sections below all relate to those in the examinee’s Feedback Report. PLEASE BE AWARE THAT COACHING SUPPLEMENT CONTENT IS PROVIDED IN CONFIDENCE TO PROTECT THE ANONIMITY OF RATERS AND THE CONFIDENTIAL NATURE OF THE COACHING PROCESS. FEEDBACK REPORT CONTENT Part 1 – Comparing assessor ratings Performance ratings from each group of assessors are graphically presented along with an aggregate of all assessor ratings. Any significant differences are highlighted. Part 2 – Performance vs potential This section considers differences between the various ratings of performance and the potential for each competency as estimated by self-report assessment. Part 3 – Competency profiles This is the heart of the report; for each competency in turn, it shows the examinee’s results from the PROFILE:MATCH® assessment and the P:M360™ rating process. Details of the most and least endorsed items for each rater group are provided. Part 4 – Planning development This section guides decisions about personal development and giving advice about setting realistic and practical development objectives.

COACHING SUPPLEMENT CONTENT Personality profile (additional) An overview of the examinee’s personality (not included in the Feedback Report). Part 2 – Performance vs potential This page summarises all the assessor performance ratings against the backdrop of potential. Part 3 – Competency profile explanations (additional) This page summarises all the assessor performance ratings against the backdrop of potential. Item level responses (additional) Individual rater responses are provided for each performance rating item. Responses to open-ended questions (optional and additonal) If completed, verbatim responses from each rater are presented in full in this document only. Part 4 – Planning development An extended version of the Development Resources Checklist is provided for the coach.

PROFILE:MATCH速

Contents

Contents Introduction .......................................................................................................................................................................................................................................................................................... i P:M360TM Coaching Supplement .......................................................................................................................................................................................................................................................................................... How To Use This Supplement

Personality Summary Report .......................................................................................................................................................................................................................................................................................... Personality Profile

Performance vs Potential .......................................................................................................................................................................................................................................................................................... Performance vs Potential

Accounting for performance/potential differences

Competency Analysis .......................................................................................................................................................................................................................................................................................... Commitment

Decision Making

Planning And Organising

Project Management

Team Orientation

.......................................................................................................................................................................................................................................................................................... .......................................................................................................................................................................................................................................................................................... .......................................................................................................................................................................................................................................................................................... .......................................................................................................................................................................................................................................................................................... ..........................................................................................................................................................................................................................................................................................

Responses to open-ended questions .......................................................................................................................................................................................................................................................................................... Responses to open-ended questions

Development Resources Checklist .......................................................................................................................................................................................................................................................................................... Development Resources Checklist

Contents

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FFM

PROFILE:MATCH®

SCALE

T LOW MEANING SCORE

Apprehensive Self-doubting Self-conscious Mistrustful Worrying Anxious

Intense Irritable Moody Passionate Emotional Turbulent

Inhibited Reserved Reticent Solitary Socially anxious Uncommunicative

Reserved Leisurely Uncompetitive Not goal focused Relaxed about status Unassuming

Exacting Aloof Task focused Tough minded Unsentimental Critical

Independent Self-sufficient Forthright Uncompromising Impartial Individualistic

Unpredictable Challenging Impulsive Capricious Spontaneous Risk taking

Casual Unsystematic Impatient with detail Flexible Proportionate Undisciplined

Realistic Practical Unquestioning Down-to-earth Not easily bored Pragmatic

Experiential Resists being taught Learns by doing Approximate Learns the necessities Faith in experience

ADJUSTMENT

Self-esteem

Equilibrium

EXTRAVERSION

Sociability

Assertiveness

CONSCIENTIOUSNESS

AGREEABILITY

Sensitivity

Autonomy

Compliance

Perfectionism

OPENNESS

Imagination

Page 2

Personality Profile

Studiousness

STENS 1

HIGH MEANING Confident Self-assured Upbeat Trusting Optimistic Bold

✦

Composed Serene Stress-tolerant Steady Unemotional Imperturbable

✦

Demonstrative Outgoing Talkative Gregarious Socially confident Seeks the limelight

✦

Determined Driven Eager to take charge Keen to impress Energetic Ambitious

✦

Caring Convivial People focused Sympathetic Warm Friendly Communal Needy Averse to conflict Eager to fit in Uncritical Inter-dependent

✦

Conforming Rule abiding Dutiful Tractable Cooperative Risk-averse

✦

Systematic Organised Detail conscious Inflexible Fussy Compulsive

✦

Conceptual Curious Innovative Big picture orientated Analytical Distractible

✦

Factual Learning for pleasure Knowledgeable Widely informed Well prepared Faith in information

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Performance vs Potential

Self

Manager (4) Peer (4)

Direct Report (5) Client (3)

Potential

1 Commitment

Decision Making

Planning And Organising

Project Management

Team Orientation

Examinees make two contributions to this assessment. Firstly, they completed the self-report PROFILE:MATCH速 questionnaire which produced estimates of potential for each competency. These show the extent to which personality is likely to facilitate or interfere with that competency and are represented by the background 'blocks' in the diagram. Secondly, they completed the questions rating their own performance on each competency. A lot of information is packed into the graphic above. All the ratings and responses of the various participants are summarised here, giving the coach a graphic overview of the examinee's position with regard to each competency; their personality characteristics and their significance in terms of potential benefit or detrimental effect on performance. The average performance rating for each competency by each group of assessors, and the extent to which these various metrics agree or disagree with each other and with self-ratings of performance are also provided. How to use this information This graphic allows the coach to formulate their initial ideas about the way that the examinee is viewed by colleagues, managers and by themselves. To what extent do these views reflect the examinee's personality and the benefits and challenges suggested by the estimates of potential? Compare the estimates of potential (background blocks) with the various ratings of performance for each competency (graph lines). To what extent are the variations in potential paralleled by the patterns of performance ratings? Identify under-performance and unexpectedly high performance. The framework on the next page is designed to support constructive evaluation of any performance vs potential discrepancies? Consider the different assessor group ratings. Where are there discrepancies? Where is there consensus and convergence of view? Are there some discrepancies that particularly stand out? Page 3

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Performance vs Potential

Accounting for performance/potential differences Significant differences between performance and potential will often be fruitful areas for personal development, whether you get higher rankings for potential or higher rankings for performance. Performance rated lower than potential Where estimates of potential are higher than ratings for performance it seems that the examinee's personality characteristics are not providing the advantage expected in relation to that competence. There are many possible explanations for this and only the examinee is in a position to consider why this may be happening. The following questions can be used to explore four different scenarios as a springboard for discussions. (a) Is it situational? Are opportunities to shine in this area blocked by other more pressing priorities (yours or the company's), or by others who control that territory due to talent or seniority? [ YES ] [ NO ] [ MAYBE ] (b) Is it motivational? Are there other factors operating to suppress your motivation or desire to succeed in these areas (low employee engagement, lack of ambition, work tensions or other worries)? [ YES ] [ NO ] [ MAYBE ] (c) Although your temperament may be ideal, do your skills and knowledge compare unfavourably with other colleagues or with the norm for the organisation? Could it be that you need to put in some work to make yourself a viable player in this area? [ YES ] [ NO ] [ MAYBE ] (d) Are you simply unaware of your talents and their potential to enhance your career? Perhaps, like many other people, you are taking your exceptional qualities for granted, viewing them as uninteresting because they are so familiar? [ YES ] [ NO ] [ MAYBE ] Performance rated higher than potential In this scenario, it may appear that the examinee is out-performing their abilities and, while this may seem paradoxical it is perfectly possible. Within a coaching or feedback situation, the following questions can be used to explore four possible explanations for this. (a) Have you had the opportunity to build your effectiveness bit by bit over time? Might you be delivering on that competency, but only as it applies in that specific situation? Are you in a situation that is particularly supportive in some way? [ YES ] [ NO ] [ MAYBE ] (b) Are you very self-aware, alert to your shortcomings and able to manage them? Does your self-knowledge help you to restrain less productive behaviours or alert you to the need to find alternative strategies in order to be effective? [ YES ] [ NO ] [ MAYBE ] (c) Is your performance flattered by the relatively poor performance of others? In 360Â° assessments, you are viewed in the context of local culture and expectations. Ratings will reflect this and, to this extent, they are more relative than absolute. [ YES ] [ NO ] [ MAYBE ] (d) Are you highly ambitious and determined to make the best of every opportunity? Are you so competitive that you work hard to raise your game? Do you think that your performance ratings may be influenced by the fact that you are energetic or high profile? [ YES ] [ NO ] [ MAYBE ] Page 4

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Competency Analysis

Commitment - personality components This competency is concerned with the readiness to identify with the objectives and values of an organisation, to be an energetic and ambitious employee who works to high standards and does things 'by the book'. High ratings distinguish those looking for deeper involvement in their job than those who view it as a simple 'work for hire' arrangement. Such people like to feel that they belong and are ready to make a commitment. Implicit in this will be an expectation that, in their turn, they will be valued and respected by the employing organisation.

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POTENTIAL 1

COMPETENCY METRICS - UNPACKING THE COMPETENCY STEN SCORE Personality assessments focus on the underlying structure; the 'primary colours' of personality. These are the factors that underpin personality as we actually experience it in our daily lives. These 'primary colours' can be recombined in an infinite number of combinations to recreate the diversity and complexity of personality as we know it. PROFILE:MATCHTM uses mathematical algorithms to transform personality scale scores according to the requirements for each competency. It then combines each of these contributions in proportion to their importance. The table below explains how PROFILE:MATCHTM has transformed the candidate's scores on each personality scale (T1) into a rating for this specific competency (T2). The final column shows the weighting then given to each of these personality scales in calculating the final sten score for this competency.

Contributing Scale

The Impact

Weight

Compliance

Being committed to the values, objectives and culture of the organisation.

50%

Perfectionistic

Having a preference for doing things 'by the book', being organised and following procedures.

25%

Assertiveness

Having the desire to make a difference and being purposeful and ambitious for the organisation.

25%

WEIGHTED T2 - STEN

Notes:

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Competency Analysis

Commitment - item responses The table below provides a breakdown of Sophie Sample's PM360TM rater responses for each question on the survey. Within each competency performance statements have been rank-ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the candidate than a lower score.

Content

Response Frequencies 0

Mean

Takes part in all aspects of organisational life

4.5

Views being dutiful as compromising one's individuality

4.44

Defends and lives by company decisions, even when they are unpopular

4.12

Works hard to deliver on time and to the required specification

Works hard to fulfill company expectations

3.31

Is determined to make a success of things

3.31

Takes a leisurely, unhurried approach to task completion

2.94

Fulfils contractual requirements, but without giving additional time and energy

1.25

Content if work is satisfactory rather than aspiring to perfection

Concerned to do everything to a consistently high standard

0.81

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Competency Analysis

Open-ended competency questions The individual assessor responses to the open-ended questions are given below. This will be a valuable reference point when feeding back to the candidate, particularly when you are searching for evidence to describe why the candidate may have received a particular rating. Commitment Q. Can you relate a typical event that illustrates this person's level of commitment? Answer 1: Recently worked a weekend to ensure that a deadline on a technical manual update could be met. Answer 2: Gave up her own time after work to help a team member with a problematic project. Answer 3: Recently attended an industry event to showcase and promote the company to potential clients. Answer 4: No comments made. Answer 5: No comments made. Answer 6: Sophie is always keen to go the extra mile, illustrated by the fact she recently went on an MS Excel training course on her own accord to help her performance at work. Answer 7: Sophie has not had a day off sick in three years. Answer 8: Stayed loyal to the company despite receiving a job offer from somewhere else for more money. Answer 9: No comments made. Answer 10: Sophie was 15 minutes late for work as her car broke down, but made up the time by staying late. Answer 11: Does not make personal calls on company time. Answer 12: Is a good 'organisational citizen', typified by the fact she cleared snow off the steps leading into the company's headquarters to ensure a clear path for other staff. Answer 13: No comments made. Answer 14: Recently called a number of companies in an attempt to win business, despite this not being part of her official duties. Answer 15: No comments made. Answer 16: No comments made.

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Competency Analysis

Decision Making - personality components This competency is concerned with achieving the right balance between indecisiveness and taking unnecessary risk. Decision makers need to be resourceful and confident in their own abilities so that they are able to deal calmly with problems, choices and uncertainty. They need to ensure that they are adequately informed on all the issues and to be rational in their judgements. In the case of strategic decisions, they will also need the vision and big picture perspective to see the issues in the wider context.

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POTENTIAL 1

Contributing Scale

The Impact

Weight

Imaginative

Creative enough to conceive alternatives and envision consequences without being overwhelmed with ideas and seeming indecisive or inconsistent.

20%

Studious

Desire for as much hard information as possible rather, than just opinions, but nevertheless able to draw the line and make the decision.

20%

Self-esteem

Having the confidence and optimism to make decisions, to express one's viewpoint and not easily be overwhelmed by others.

20%

Compliance

Being guided and influenced by the service values and policies of the organisation without losing all spontaneity and initiative.

20%

Rationality

Being logical and objective rather than relying too much on 'gut feeling' and intuition.

20%

WEIGHTED T2 - STEN

Notes:

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Competency Analysis

Decision Making - item responses The table below provides a breakdown of Sophie Sample's PM360TM rater responses for each question on the survey. Within each competency performance statements have been rank-ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the candidate than a lower score.

Content

Response Frequencies 0

Mean

Always excited by new ideas and different viewpoints

3.44

Is confident, decisive and sure of themself

3.19

Can appear dismissive of other contributions to the decision making process

Their decisions are widely respected and reinforce company values

2.88

Researches issues thoroughly before making decisions

2.69

Can work things through logically and weed out weak arguments

2.5

Relies on own intuition rather than gathering all possible information

1.88

Has so many new ideas that it delays decision making

1.5

Shows little regard for the culture of the company when making decisions

1.44

It can sometimes be difficult to see the logic of their viewpoint

1.38

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Competency Analysis

Open-ended competency questions The individual assessor responses to the open-ended questions are given below. This will be a valuable reference point when feeding back to the candidate, particularly when you are searching for evidence to describe why the candidate may have received a particular rating. Decision Making Q. Briefly describe a typical event illustrating an aspect of this person's decision making. Answer 1: I cannot offer observations that would illustrate either particular strengths or shortcomings. Answer 2: A new approval process - researching the issue, formulating a proposal and ultimately negotiating with / selling the proposal to, the relevant key individuals. Answer 3: Organisation of the team to provide data with undetermined process. Despite inconsistency in requirements, adapted to ensure the team was able to deliver on time. Answer 4: No comments made. Answer 5: Sophie developed the Online Security site for external users and was focused on getting this completed. It included making decisions on what information to included and how the system should operate/look. Answer 6: No comments made. Answer 7: No comments made. Answer 8: Can (understandably) be heavily influenced by senior staff's wishes but does factor-in on-the-ground issues. Answer 9: No comments made. Answer 10: Recently had to choose an organisation to help translate a number of brochures, spent time researching all of the options, considering cost and quality. Answer 11: Generally looks at what has worked in the past when making decisions. Recently choose to use a recruitment agency based on a previously successful relationship. Answer 12: No comments made. Answer 13: No comments made. Answer 14: I haven't seen enough evidence of Sophie's decision making to comment. Answer 15: Sophie takes the practical considerations of any decision into account, sometimes at the expense of testing out new methods. For example, always using a caterer that has worked in the past for events. Answer 16: No comments made.

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Competency Analysis

Planning And Organising - personality components This competency is concerned with the ability to take the objectives of the organisation and its overall strategies, and to devise and implement the processes by which these can be realised. High ratings for this competency will reflect high standards and recognition of the need for procedures, careful planning and co-ordination. Those who meet the criteria for this competency will seem organised, thorough and conscientious and mindful of the details of projects and plans.

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POTENTIAL 1

Contributing Scale

The Impact

Weight

Studious

Having a preference for facts and information and a desire to get to the bottom of things without losing sight of objectives.

40%

Perfectionistic

Setting high standards for conscientiousness and being attentive to detail but also being able to work to more relaxed criteria when appropriate.

30%

Compliance

Respecting existing values, policies and traditions without losing the capacity to innovate and consider fundamental change.

30%

WEIGHTED T2 - STEN

Notes:

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Competency Analysis

Planning And Organising - item responses The table below provides a breakdown of Sophie Sample's PM360TM rater responses for each question on the survey. Within each competency performance statements have been rank-ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the candidate than a lower score.

Content

Response Frequencies 0

Mean

Works hard to clarify any 'grey areas' in policies or procedures

3.69

Readily deals with things 'on the hoof' with little preparation

3.69

Relaxed about deadlines, targets or quality standards

3.62

Considers the organisational culture when planning for the future

3.31

Pays little regard to the established values and policies of the organisation

2.75

Monitors the progress of projects carefully and sees things through to a conclusion

2.25

Carefully researches issues and alternatives before finalising plans

1.94

Tends to plan things on impulse or at the last minute

1.25

Overlooks the latest developments when planning things

0.94

Plans in ways that reinforce the organisation's wider objectives and strategies

0.88

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Competency Analysis

Open-ended competency questions The individual assessor responses to the open-ended questions are given below. This will be a valuable reference point when feeding back to the candidate, particularly when you are searching for evidence to describe why the candidate may have received a particular rating. Planning And Organising Q. Briefly describe an incident that illustrates this person's planning and organising capability. Answer 1: The development, implementation and training of: regular planning meetings, regular briefings; involvement of a range of individuals at every stage; planning the testing phase and managing the test team. Answer 2: Deals with a great number of customer enquiries on a daily basis, noting each one to keep a record of what's been done. Answer 3: No comments made. Answer 4: Sophie knows when/what to prioritise and when things need to be completed. Answer 5: No comments made. Answer 6: Conference packs required for different purposes and with different time frames and requirements. Packs provided on time and well received. Answer 7: No comments made. Answer 8: No comments made. Answer 9: Organises tasks for our programmer effectively, using an excel spreadsheet to indicate tasks and deadlines. Answer 10: No comments made. Answer 11: Successfully plans technical manual developments by recording any edits required and updates made. Answer 12: No comments made. Answer 13: Plans personal objectives for each week in a notebook, using a star system to classify importance of tasks. Answer 14: Organises her team members with regular meetings. Answer 15: No comments made. Answer 16: Lists stationery requirements for the team in a notebook and then orders when required.

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Competency Analysis

Project Management - personality components This competency is concerned with taking responsibility and doing whatever it takes to achieve project objectives; being driven, energetic and keen to test one's skills. People who fit this profile will be calm, reliable and able to work under pressure. They should achieve a balance between being organised and attentive to detail and being flexible enough to cope with snags and complications. Finally they need to be able to complement their focus on task completion with the interpersonal skills required to get the best from a project team.

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POTENTIAL 1

Contributing Scale

The Impact

Weight

Assertiveness

Having the desire to succeed, to take responsibility and to take charge of events.

30%

Perfectionistic

Well organised and concerned about procedures and detail, but realistic in the demands made on others and able to share responsibility and delegate.

25%

Composure

Generally being calm, resilient and able to cope with disappointments and set-backs, but still able to appreciate that others may be more vulnerable to pressure.

25%

Sensitivity

Balancing concerns for employee issues with the need to progress work objectives.

20%

WEIGHTED T2 - STEN

Notes:

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Competency Analysis

Project Management - item responses The table below provides a breakdown of Sophie Sample's PM360TM rater responses for each question on the survey. Within each competency performance statements have been rank-ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the candidate than a lower score.

Content

Response Frequencies 0

Mean

Sets targets that are too modest for the team

3.94

Remains calm and consistent, even when a project hits a crisis

3.44

Micro manages team members and is reluctant to delegate

3.19

Sets high standards for the project team and leads by example

3.12

Is thorough, organised and attentive to detail

2.88

Overcomes obstacles to meet project objectives

2.69

Takes the lead within work groups

2.06

Manages project teams to elicit the best contribution from each member

1.56

Pushes for project outcomes but neglects people issues and team relationships

1.38

Shows tension and anxiety when projects don't proceed according to plan

0.94

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Competency Analysis

Open-ended competency questions The individual assessor responses to the open-ended questions are given below. This will be a valuable reference point when feeding back to the candidate, particularly when you are searching for evidence to describe why the candidate may have received a particular rating. Project Management Q. Briefly describe typical behaviour illustrating this person's project management capability. Answer 1: Sophie is responsible for managing the update of technical manuals with great attention to detail. Answer 2: One of her recent projects suffered a major setback, but Sophie dealt with the crisis well, keeping a cool head. Answer 3: No comments made. Answer 4: Successfully managed the recruitment of a new Administrator, planning the job advertisement, right the way through to the candidate interviews. Answer 5: No comments made. Answer 6: Manages a team of Administrators, organises their work schedules and checks progress. Answer 7: No comments made. Answer 8: Recently had to deal with a poor performing team member, decided to work closely to help the individual improve for the good of the team's current project. Answer 9: No comments made. Answer 10: Provides good feedback on the team's performance, letting them know if they need to change their approach. Answer 11: No comments made. Answer 12: No comments made. Answer 13: Organised a conference showcasing the company's products, involving contacting potential delegates, organising the conference content and setting up the venue. Answer 14: No comments made. Answer 15: Planned the translation of a number of our company's brochures into a variety of different languages. Answer 16: Managed the training and development of a new staff member, holding regular performance meetings.

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Competency Analysis

Team Orientation - personality components In effective team dynamics, interpersonal skills are paramount; getting along with others and enjoying collaboration. Effective team players should be receptive, tolerant and willing to share. In terms of emotionality, people who readily overcome setbacks, change direction easily and do not easily take offence will be net contributors to team resilience, rather than net beneficiaries. Team players also need the self-belief to make their case and to support their point of view, but not to be so competitive that they fail to appreciate other approaches.

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POTENTIAL 1

Contributing Scale

The Impact

Weight

Sensitivity

Being attuned to others and their expectations and seeming appreciative of them but still able to make a purposeful independent contribution.

30%

Sociability

Ability to engage and collaborate with others but ready to listen as well as to contribute.

30%

Dependence

Avoiding both the excesses of outspoken independence and the desire to please everybody.

20%

Self-esteem

Having the confidence to play a part and make a contribution without seeming imperious or domineering.

10%

Composure

Being even-tempered, consistent and able to retain composure when things go wrong without seeming aloof or autocratic.

10%

WEIGHTED T2 - STEN

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Competency Analysis

Team Orientation - item responses The table below provides a breakdown of Sophie Sample's PM360TM rater responses for each question on the survey. Within each competency performance statements have been rank-ordered from the highest to the lowest score. Higher scores in the Mean column suggest that the statement is more descriptive of the candidate than a lower score.

Content

Response Frequencies 0

Mean

Is a tolerant and approachable team player

3.69

Easily discouraged by set-backs

3.62

Doesn't engage in small-talk or seem interested in other people

3.06

Their even-temper is a steadying influence, especially under pressure

2.75

Has an optimistic, 'can do' attitude that energises others

2.19

Seems stubborn and uncompromising in team discussions

Seems unresponsive or insensitive about other people's anxieties

1.81

Contributes to harmonious relationships within the group

1.69

Seems reserved and uncomfortable in group situations

1.62

Spends more time interacting with others than working alone

1.38

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Competency Analysis

Open-ended competency questions The individual assessor responses to the open-ended questions are given below. This will be a valuable reference point when feeding back to the candidate, particularly when you are searching for evidence to describe why the candidate may have received a particular rating. Team Orientation Q. Can you say what is distinctive about this person's approach to team situations? Answer 1: Sophie is a good team member. She was responsible for updating a new product and had to work effectively with the administrative staff, senior directors and programmers. Answer 2: Communicates clearly with other team members. Answer 3: The distinctive aspect of Sophie's team approach is that she is very task focused, rarely engages in small talk with others, but always liases with other members when the job requires. Answer 4: No comments made. Answer 5: Sophie rarely shirks from team responsibility, always willing to help other people out. Answer 6: Never looses her temper with other team members. Answer 7: Is co-operative and good at handling disagreements with other people rationally. Answer 8: Asks other team members for their opinions on key decisions that affect the company as a whole. Answer 9: No comments made. Answer 10: Can sometimes be reluctant to talk to others unless the job requires. Answer 11: Shares ideas with other team members to support their knowledge and development. Answer 12: No comments made. Answer 13: Helps others when they're struggling to meet a deadline. Answer 14: No comments made. Answer 15: No comments made. Answer 16: Very good at informing other team members of the status of her projects.

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PROFILE:MATCH速

Responses to open-ended questions

The individual assessor responses to the open-ended questions are given below. This will be a valuable reference point when feeding back to the candidate, particularly when you are searching for evidence to describe why the candidate may have received a particular rating. Competency-related points Project Management Q. Briefly describe typical behaviour illustrating this person's project management capability. Answer 1: Sophie is responsible for managing the update of technical manuals with great attention to detail. Answer 2: One of her recent projects suffered a major setback, but Sophie dealt with the crisis well, keeping a cool head. Answer 3: No comments made. Answer 4: Successfully managed the recruitment of a new Administrator, planning the job advertisement, right the way through to the candidate interviews. Answer 5: No comments made. Answer 6: Manages a team of Administrators, organises their work schedules and checks progress. Answer 7: No comments made. Answer 8: Recently had to deal with a poor performing team member, decided to work closely to help the individual improve for the good of the team's current project. Answer 9: No comments made. Answer 10: Provides good feedback on the team's performance, letting them know if they need to change their approach. Answer 11: No comments made. Answer 12: No comments made. Answer 13: Organised a conference showcasing the company's products, involving contacting potential delegates, organising the conference content and setting up the venue. Answer 14: No comments made. Answer 15: Planned the translation of a number of our company's brochures into a variety of different languages. Answer 16: Managed the training and development of a new staff member, holding regular performance meetings. Planning And Organising Q. Briefly describe an incident that illustrates this person's planning and organising capability. Answer 1: The development, implementation and training of: regular planning meetings, regular briefings; involvement of a range of individuals at every stage; planning the testing phase and managing the test team. Answer 2: Deals with a great number of customer enquiries on a daily basis, noting each one to keep a record of what's been done. Answer 3: No comments made.

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Responses to open-ended questions

Responses to open-ended questions continued... ..........................................................................................................................................................................................................................................................................................

Answer 4: Sophie knows when/what to prioritise and when things need to be completed. Answer 5: No comments made. Answer 6: Conference packs required for different purposes and with different time frames and requirements. Packs provided on time and well received. Answer 7: No comments made. Answer 8: No comments made. Answer 9: Organises tasks for our programmer effectively, using an excel spreadsheet to indicate tasks and deadlines. Answer 10: No comments made. Answer 11: Successfully plans technical manual developments by recording any edits required and updates made. Answer 12: No comments made. Answer 13: Plans personal objectives for each week in a notebook, using a star system to classify importance of tasks. Answer 14: Organises her team members with regular meetings. Answer 15: No comments made. Answer 16: Lists stationery requirements for the team in a notebook and then orders when required. Commitment Q. Can you relate a typical event that illustrates this person's level of commitment? Answer 1: Recently worked a weekend to ensure that a deadline on a technical manual update could be met. Answer 2: Gave up her own time after work to help a team member with a problematic project. Answer 3: Recently attended an industry event to showcase and promote the company to potential clients. Answer 4: No comments made. Answer 5: No comments made. Answer 6: Sophie is always keen to go the extra mile, illustrated by the fact she recently went on an MS Excel training course on her own accord to help her performance at work. Answer 7: Sophie has not had a day off sick in three years. Answer 8: Stayed loyal to the company despite receiving a job offer from somewhere else for more money. Answer 9: No comments made. Answer 10: Sophie was 15 minutes late for work as her car broke down, but made up the time by staying late.

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Responses to open-ended questions

Answer 11: Does not make personal calls on company time. Answer 12: Is a good 'organisational citizen', typified by the fact she cleared snow off the steps leading into the company's headquarters to ensure a clear path for other staff. Answer 13: No comments made. Answer 14: Recently called a number of companies in an attempt to win business, despite this not being part of her official duties. Answer 15: No comments made. Answer 16: No comments made. Decision Making Q. Briefly describe a typical event illustrating an aspect of this person's decision making. Answer 1: I cannot offer observations that would illustrate either particular strengths or shortcomings. Answer 2: A new approval process - researching the issue, formulating a proposal and ultimately negotiating with / selling the proposal to, the relevant key individuals. Answer 3: Organisation of the team to provide data with undetermined process. Despite inconsistency in requirements, adapted to ensure the team was able to deliver on time. Answer 4: No comments made. Answer 5: Sophie developed the Online Security site for external users and was focused on getting this completed. It included making decisions on what information to included and how the system should operate/look. Answer 6: No comments made. Answer 7: No comments made. Answer 8: Can (understandably) be heavily influenced by senior staff's wishes but does factor-in on-the-ground issues. Answer 9: No comments made. Answer 10: Recently had to choose an organisation to help translate a number of brochures, spent time researching all of the options, considering cost and quality. Answer 11: Generally looks at what has worked in the past when making decisions. Recently choose to use a recruitment agency based on a previously successful relationship. Answer 12: No comments made. Answer 13: No comments made. Answer 14: I haven't seen enough evidence of Sophie's decision making to comment.

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Responses to open-ended questions

Answer 15: Sophie takes the practical considerations of any decision into account, sometimes at the expense of testing out new methods. For example, always using a caterer that has worked in the past for events. Answer 16: No comments made. Team Orientation Q. Can you say what is distinctive about this person's approach to team situations? Answer 1: Sophie is a good team member. She was responsible for updating a new product and had to work effectively with the administrative staff, senior directors and programmers. Answer 2: Communicates clearly with other team members. Answer 3: The distinctive aspect of Sophie's team approach is that she is very task focused, rarely engages in small talk with others, but always liases with other members when the job requires. Answer 4: No comments made. Answer 5: Sophie rarely shirks from team responsibility, always willing to help other people out. Answer 6: Never looses her temper with other team members. Answer 7: Is co-operative and good at handling disagreements with other people rationally. Answer 8: Asks other team members for their opinions on key decisions that affect the company as a whole. Answer 9: No comments made. Answer 10: Can sometimes be reluctant to talk to others unless the job requires. Answer 11: Shares ideas with other team members to support their knowledge and development. Answer 12: No comments made. Answer 13: Helps others when they're struggling to meet a deadline. Answer 14: No comments made. Answer 15: No comments made. Answer 16: Very good at informing other team members of the status of her projects. Extra questions Is there one particular characteristic that contributes most to the candidates success in their present role? Answer 1: Sophie is an archetypal perfectionist. She is very thorough in her approach to work. Answer 2: No comments made.

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Responses to open-ended questions

Answer 3: She is down to earth and practical, always thinking about the task at hand and focused on getting the job done. Answer 4: Detail conscious, very good at spotting flaws in plans and projects. Answer 5: No comments made. Answer 6: Handles stressful situations well, is fairly balanced in this respect. Answer 7: Good at working on her own, without needing to constantly talk to other team members throughout the day. Answer 8: Sophie is always the person to go to when you need something proofed, she's very good at spotting errors. Answer 9: No comments made. Answer 10: No comments made. Answer 11: Sophie has had a lot of success from learning through experience and being 'hands on'. Answer 12: Sophie is committed to the company and performs well by going the extra mile. Answer 13: Is perfectionistic in everything she does, working on things until they are just right. Answer 14: No comments made. Answer 15: She is very organised with planning her own work schedules, as well as her team's. Answer 16: Very rule conscious and always tries to do the best for the company.

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Development Resources Checklist

Development Resources Checklist This Checklist summarises the resource material available from this P:M360TM assessment to inform coaching strategies and thoughts about future personal development. A version of this check-list is included in the examinee's P:M360TM Feedback Report. PART 1 - variability amongst raters Self-ratings of performance and ratings by each rater group - where are the biggest discrepancies between the examinee's ratings of their own performance and the perceptions of others? Remember, these are averaged over the entire group of raters. Discrepancies between performance ratings - do the groups rate the examinee differently? If they do, this is something you will want to explore in feedback or coaching Consistency of performance ratings - do people within the same rater group assess the examinee differently? The more consistent they are, the more likely it is that this represents their typical pattern of behaviour. The range of performance ratings. How extreme are the variations of ratings within each group. Do raters use the full range of response options available? PART 2 - potential vs performance Does the examinee perform best the competencies where they have been assessed as having the greatest potential? Are there competencies on which they perform better than their rating of potential might lead one to expect? Are they exploiting their potential to full effect? PART 3 - each competency in depth Full competency definitions. These remind you exactly what was assessed. Competency ratings. These are indices of potential; to what extent does the examinee's temperament assist or hinder them with this competency Passages of descriptive text. Each passage looks at a different aspect of temperament that contributes to that competency; which are their strongest/weakest points? Points for examinee's to reflect on. These points address issues raised by the examinee's most problematic responses. They will be more relevant to some people than to others, but highlight something that does need to be addressed in feedback or coaching. Discrepancy analyses. These highlight any significant differences between groups of raters. The examinee should consider why they might be viewed differently by different groups. Most and least endorsed items. This analysis shows which items the raters felt were most and least descriptive of this examinee. Do peers and direct reports agree? PART 3+ (additional coaching material) Personality and competency potential. A breakdown of the personality elements contributing to each competency. Performance Rating Responses. The fine detail of all rater responses relating to each competency. Open-ended competency questions (optional). The verbatim responses of all raters relating to each competency. General open-ended questions (optional). The verbatim responses of all raters

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