360 Performance Assessment & Employability Plan

Feedback Report

Yichen Zhang

June 04, 2020

Feedback Report

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Overall Performance

20th Percentile

Your overall performance was 20th percentile. This overall score is based on how accurately you responded to the emails and messages during the exercise. The score is a percentile, which shows your overall performance relative to the CapsimInbox database. A score of 20th percentile means that you performed higher than 20th of the individuals in the database.

Competencies

CapsimInbox presents multiple situations and problems that span four key types of people management practices. The scores show your percentages of correct responses across these practices. You correctly addressed 50% of the situations about Structuring Work (SW), which deal with understanding and designing job requirements and responsibilities. You correctly addressed 25% of the situations about Acquiring Talent (AT), which deal with recruitment and employee selection. You correctly addressed 25% of the situations about Managing Talent (MT), which deal with employee training and development. You correctly addressed 25% of the situations about Rewarding Performance (RP), which deal with compensation and performance management.

Pe rc

en ta

ge (

% )

SW A T MT RP

0

25

50

75

100

Self Awareness

0

1

2 3

4

5

6

2

Your self-awareness index is a 2. This score reflects how accurately your self-assessments match the objective assessments produced by CapsimInbox. Higher scores equate to more accurate self-awareness. Your score indicates that you are currently low in self-awareness accuracy. When you are inaccurate, it is due to over-rating yourself It is important to recognize that an accurate understanding of your skills is the essential first step to improving these skills.

0 10 25 50 75 90 100

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Skill Gap

Legend of bar Self-Assessment Score Inbox Assessment Score

Organizing Planning and prioritizing work through the effective scheduling of people and tasks, as well as managing personal effectiveness through time management and delegation.

Leading Influencing others toward the achievement of goals by directing and empowering people to accomplish tasks while remaining sensitive to their professional needs.

Problem Solving Exhibiting sound judgment by developing an accurate understanding of situations, collecting useful information, and completing precise analysis of data in order to make effective decisions.

Communicating Presenting information to others in order to maximize understanding by defining the appropriate target audience, identifying core ideas, selecting the most important communication medium, and developing supportive arguments.

Initiating Proactively influencing events without others’ direction in order to accomplish a goal or task, or to make a decision.

39

76

12

59

21

53

22

62

25

35

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Appendix - Developmental Tactics

Organizing

Learning how to organize work more effectively requires recognizing that not all work is of equal importance. Some work requires immediate attention, but it is not difficult to execute, while other work might require less urgent action, but requires more thought. Like all skills, learning to prioritize work takes practice. Start by using a sorting system to distinguish high priority work (e.g., assignments from your boss with deadlines) from lower priority work (e.g., urgent requests that are unrelated to your work). Use labels, color codes, or symbols to differentiate work on a daily basis. Complete all high priority work first before moving onto lower priority work. You may need to control your environment to avoid getting distracted (e.g., turning off your phone until you’ve completed the high-priority work).

To learn about organizing skills consider taking a class on time management, keeping an hourly diary of your completed tasks for one week, working with an executive functioning coach, and asking other respected coworkers about their methods for managing their workloads.

To practice organizing skills use your real day-to-day responsibilities to begin experimenting with the methods you’ve learned in order to identify what works best. Volunteer to lead a project that will require you to make schedules, coordinate work, and keep the team on the same page. Experiment at home with different types of calendars and time-management systems that you can ultimately use in the workplace.

Here are some quick tips to help you organize more effectively:

Use a calendar. Record due dates for important tasks on a calendar. Skim your email daily and then sort it by high priority, completing the high priority emails first. Each week before work, make a to-do list of high priority work that must be accomplished. At the end of every day, list the high priority work that needs to get done the next day. Avoid procrastination by using deadlines even if ones have not been assigned. When attending meetings, ask to review any follow-up assignments and responsibilities at the end of the meeting. Always use an agenda with time limits when holding meetings. Seek to reduce time wasters like pop-in visitors and excessive socialization in person or via social media.

Leading

Leading is all about influencing others to accomplish important tasks. To learn this skill, you must first recognize that this is an active process. You must take an active role in providing direction for others and encouraging them to perform in order to effectively lead. Providing direction starts with helping others understand their roles and goals by setting clear expectations for what it means to be a good performer. Once clear expectations are set, effective leading requires strong encouragement and support of others' needs. Seek every opportunity to recognize good performance and effort and find ways to connect personally to each individual team member.

To learn about leading skills, consider taking courses related to leadership or human capital management (such as organizational behavior or human resources management), participate in feedback intensive programs (e.g., a 360-degree feedback survey) designed to provide insight about how people perceive your leading skills, develop a relationship with a mentor (typically a well-respected senior colleague), and of course read evidence-based books on leadership.

To practice leading, seek out experiences that would require you to provide direction to others in an active way. Volunteer to lead any project, whether it's for your favorite charity, club, or a work-related assignment. Take on novel assignments at work that will involve being part of a team and ask to own a particular piece of that work.

Here are some quick tips to help you lead more effectively:

Clearly communicate your standards for good performance to each and every team member. Set clear priorities for work results. Solicit input from others before deciding on a final course of action. Meet one-on-one with team members to help them understand how their work is connected to the team's work overall. Publicly recognize team members' effort and achievement. Learn what rewards each team member values. Avoid ignoring issues or concerns that are raised by others.

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Provide regular feedback to help others' track their progress toward goals and to improve their effectiveness.

Problem Solving

Problem-solving skills are more than just making a decision – they involve diagnosing problems accurately through gathering and analyzing data and using sound judgment to determine the best course of action among alternatives. Because few problems are solved with perfect information, learning to effectively solve problems is as much about having a consistent process as it is about developing a workable solution to the problem.

To learn about problem-solving, consider formal coursework in the area systems thinking, decision-making, data analysis/business statistics, and applied research methods. Numerous books are available that detail where and why decisions fail that can provide a good grounding in the fundamental problem-solving traps. Find and learn from well-respected colleagues who seem to work through a good process when solving problems rather than those who espouse “going with your gut” as a primary tactic.

To practice problem-solving skills, start using a decision-making process in your day-to-day work for problems that do not have simple or clear answers. Seek to join teams that are charged with making change and generating new ideas, and get involved in work that provides opportunities to make important decisions (e.g., strategy, hiring, and business transformation).

Here are some quick tips to help you problem solve more effectively:

Spend time defining the problem before moving to generating solutions. Collect data from multiple sources in order to better understand the nature of the problem. Double-check data for accuracy and look for any important information that might be missing. Generate as many possible solutions to the problem as possible before narrowing these to a few solutions. Seek to have more than two possible solutions to any given problem. Ask for input from others outside your group who are less familiar with the problem. Determine the criteria or important factors that will form the basis of the solution that you select (e.g., costs, feasibility, effectiveness, etc.). Evaluate each possible solution using the criteria that have been developed to narrow your choices.

Communicating

Effective communication involves the exchange of information and meaning both within a person (describing your thoughts, ideas, etc.) and between people (conveying messages to others).

Of course, effective communication in an organization requires a knowledge base about the subject, situation, or discipline at hand. Beyond this content expertise, the process of effective communication is applicable across a wide variety of situations for oral and written forms of communication. Thus, a focus on the communication process can help you develop your communication skills in general.

To learn about communication skills, consider taking courses related to interpersonal communication, business writing, oral presentation, and data visualization.

To practice communication skills, start with your day-to-day communication situations. These most certainly include email and face-to-face communication. In addition, put yourself in positions to practice formal speaking (e.g., business presentations) and informal speaking (e.g., impromptu speaking when called upon in meetings).

Here are some quick tips to help you communicate more effectively:

Clearly define your audience and think about their specific needs, knowledge and viewpoints. Determine the intended outcome of your communication. Identify the core ideas or major themes you want to communicate. Organize or chart your flow of ideas from beginning to end. Outline the critical “take-aways” that must be clearly conveyed. Think about the possible channels you could use (face-to-face, email, videoconference, phone call, etc.). When choosing the best channel, think about your audience, content, and speed at which you must deliver the message.

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Develop your core ideas with supportive arguments that include data, personal credibility, and subject expertise. Speak with confidence and enthusiasm. Be sure to use proper grammar and tone. When speaking, make eye contact with your audience and avoid “up-talk” (ending sentences with an upward to tone that sounds like a question). Strive for concise statements; avoid rambling.

Initiating

Initiating skill is all about being proactive, which includes starting and completing work without being directed to do so, but also involves going beyond what is expected. Developing initiative requires that you first recognize the importance of beginning work without explicit direction. Organizations can’t possibly dictate all that needs to be done and managers rely on others to spot opportunities or problems and to pursue them with vigor and commitment.

To learn about initiating skill, start by deepening your technical expertise in your area of interest. Being a technical expert allows you to more readily spot areas of concerns or potential opportunities for growth. Find a mentor who can challenge you and inspire you to be proactive in your field. Reexamine your fit with your chosen occupation to ensure that you are excited by the work that you do.

To practice initiating skill, start by looking for opportunities to act without being told to do so. Find problems and offer solutions to those problems to senior management. Take on work that requires you to engage in novel tasks to expand your expertise and broaden your ability to recognize for yourself what needs to be done.

Here are some quick tips to help you initiate more effectively:

Regularly ask yourself, what can I do to go beyond expectations? Seek out opportunities to demonstrate that you are a “self-starter.” Volunteer for work outside your own area or function. Examine your current work processes and ask what could be better or more effective? Seek out information that can help you better understand your work situation in order to figure out ways to improve it. When delegated a task, under promise and over deliver on results. Be persistent – don’t give up at the first sign of failure. Focus on achieving results, not just hours worked. Avoid the temptation to put things aside for another time when it can be done easily in the moment. Take on extra work to help your department or group meet its goals.