Employee_Development- 360 Degree Feedback Survey Sample #5

360-Degree Assessment Survey

Dear Employee:

Thank you for providing feedback for the recipient above. As you respond, please draw on your first-hand experience with this individual in the past 12 months. Rate each item using the scale shown. If you don't feel you have enough first-hand information to rate a certain item, please choose the Not Applicable option. Comments can be very helpful; at a minimum where you give a particularly high or low rating, please share your reasons in the Closing Comments section. Your responses will be compiled with feedback from others and presented to the recipient to help guide their ongoing development.

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Thank you for your participation in the survey.

Management Team

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Employee Development	Role Model	Capable and Effective	Somewhat Effective	Needs Development
Observes employees and how they are working to determine where training may be needed.
Allocates adequate resources to employee training and development.
Aligns training offered by the department with the overall business goals.
Conducts an assessment to determine what skills and knowledge need to be acquired by the employees.
Supports employees in exploring roles outside their primary function to expand their career horizons.
Supports Employees in pursuing certifications, degrees, or external training to prepare for advancement.
Develops training plans based on both current job needs and future organizational goals.
Partnering/Networking	Role Model	Capable and Effective	Somewhat Effective	Needs Development
Develops important industry contacts to facilitate business goals.
Engages in collaborative problem-solving to address shared challenges.
Utilizes contacts to build and strengthen internal support bases.
Develops alliances with colleagues at other companies.
Shares resources, technology, facilities, or intellectual property to benefit both partners.
Hosts forums, colloquiums, and seminars to share information and ideas.
Maintains infrastructure to support partnerships and networks.
Punctuality	Role Model	Capable and Effective	Somewhat Effective	Needs Development
Starts meetings on time.
Arrives to meetings on time.
Invoices clients on a timely basis.
Conducts appointments at scheduled start time.
Maintains an efficient schedule of activities.
Avoids making personal phone calls during working hours.
Responds to requests for information in a timely manner.
Analytical	Role Model	Capable and Effective	Somewhat Effective	Needs Development
Seeks to understand where potential problems may occur.
Ensures financial transactions are recorded accurately and completely.
Analyzes various legal and business situations to find patterns and draw conclusions that others might miss.
Calculates and interprets financial ratios (such as liquidity ratios, profitability ratios, and leverage ratios) to assess the financial health of the company.
Makes decisions based on solid, credible evidence rather than personal biases or preconceived notions.
Creates presentations that are straight forward to understand.
Understands complex issues and problems.
Results Oriented	Role Model	Capable and Effective	Somewhat Effective	Needs Development
Reviews historical performance data to inform future planning decisions.
Encourages a high-energy, fun work environment and coaches others on how to do the same
Promotes a solution-focused mindset when problems arise.
Determines the proper order for completion of the tasks.
Recognizes the problem that needs to be solved.
Maintains focus on end goals while adapting the path to get there.
Always willing to help coworkers to keep productions levels high.
Strategic Focus	Role Model	Capable and Effective	Somewhat Effective	Needs Development
Aligns projects to the strategic goals of the company.
Strategically focuses efforts to improve operational efficiencies.
Aligns cross-functional teams to the strategic plan.
Sustains or achieves a competitive advantage for the organization by analyzing the best practices and lessons learned from other organizations.
Able to formulate strategy at the corporate level.
Pursues strategic alliances with valued partners.
Scans both the internal and external environment to identify strategic opportunities to improve the organization.

43. Overall, please rate the effectiveness of [Participant Name Here].
    

    5- Very Effective 4- Effective 3- Neither 2- Ineffective 1- Very Ineffective

    
    
44. Strengths
    
    
    
45. Areas for Development
    
    
    
46. Please give any final comments or suggestions for [Participant Name Here]'s assessment.