Envisia Learning

1. Envisia Learning 360° Feedback Tools and Interpretation Guide

2. Who we are… Envisia Learning is a leader in providing innovative assessment products, services, and other Internet based resources that are responsive to the unique needs of consultants and coaches and the individuals they serve throughout the world. We are committed to building strong, mutually beneficial, and enduring relationships with a focus on providing superior customer service, high-quality products, and excellent price value to our Customers.

3. Our Approach… Envisia Learning has developed an approach to customer assignments, which is characterized by: • A thorough understanding of the current needs of our customers before proceeding at each stage of the assignment • A mutual understanding between the customer and the consultants of the objectives, work processes, timing and results • Providing appropriate opportunities for participation by those affected by the project • A thorough review of project plans with the customer • A commitment to customer satisfaction that the mutually agreed upon desired results have been met

4. About Customer Support… • Toll-free customer support line to talk to our customer service support staff or Industrial/Organizational Psychologist at (800) 335-0779 • Coach/Consultant online administration of their own 360 feedback projects • Branding our tools with your logo - regardless of how much or how often you buy for online administration and reporting • Free trials to your potential clients to support your marketing efforts! • No requirement of certification programs or fees as a requirement to purchase any product in the ViewSuite360 • Free resources to help you utilize our tools using the best practices • Ability to monitor rater activity and generate progress reports for all ViewSuite360 projects

5. Proven Range of Products based upon… Long-term research, knowledge and experience of published specialists 360° Feedback Personality, Career & Stress Assessment Survey Solutions Web-Based Performance Learning Solutions

6. Multi-Rater Feedback Definition A systematic process of data collection and feedback from relevant observers (e.g., Supervisors, Direct Reports, Peers, Team Members, Customers) targeting job-relevant competencies required for effective performance on the job. MULTI-RATER / 360° FEEDBACK IS DEFINED AS:

7. Integrated 360° Feedback Systems Performance Management Succession Planning 360° Feedback Interventions Executive Coaching Leadership Development

8. Introducing ViewSuite360 ViewSuite360 Comprises: • ExecutiveView360 • LeaderView360 • ManagerView360 • PerformanceView360 • TeamView360 • Emotional IntelligenceView360

9. ExecutiveView360 • Purpose Assessment of 22 senior executive competencies in the areas of Performance Leadership, Change Leadership, Interpersonal Leadership and Personal Leadership based on succession planning executive profiling • Outcome Development of senior executives Enhanced awarness of board members, peers and direct reports Improve communication and relationships with others • Audience Senior executives and senior management

10. Performance Leadership Visionary Leadership Drive for Results Technological Leadership Financial Leadership Cross Functional Versatility Depth of Industry Knowledge Political Leadership Strategic Problem Analysis Decision Making Change Leadership Entrepreneurial Leadership Driving Strategic Direction Driving Change ExecutiveView360 Interpersonal Leadership • Build Strategic Relationships • Empowering Others • Team Building • Interpersonal Effectiveness • Oral Communication/Presentation • Influence/Negotiation • Coaching/Talent Development Personal Leadership • Self-Development • Adaptability/Flexibility • Engenders Trust Respondents: Self, Board, Peers, Reports, Team Members

11. ManagerView360 • Purpose Analysis of managerial strengths and developmental needs measuring 20 Leadership, Interpersonal, Communication and Problem Solving competency areas based on job analyses of managers in diverse industries • Outcome Improved communication & performance Enhanced supervisory and management skills Increased productivity • Audience Supervisors up to senior managers

12. Communication Listening Written Communication Vision/Goal Setting Two-Way Feedback Oral Presentation Oral Communication Task Management Planning/Organizing Follow-Up Performance Management Delegation Performance Review Recognizing Performance ManagerView360 Interpersonal • Team Development • Interpersonal Sensitivity • Negotiation/Conflict Management • Coaching/Employee Development • Leadership/Influence • Employee Involvement Problem Solving • Strategic Problem Analysis • Decisiveness/Judgment Respondents: Self, Boss, Reports, Peers

13. PerformanceView360 • Purpose Analysis of individual strengths and developmental needs measuring 14 Task Management, Interpersonal/Team, and Communication competencies • Outcome Improved communication & performance Enhanced interpersonal and task/project management skills Increased productivity • Audience Independent Contributors and Non-Managers

14. Communication Listening Two-Way Feedback Written Communication Oral Communication Oral Presentation Task Management Planning/Organizing Task/Project Management Problem Solving Decisiveness/Judgment PerformanceView360 Interpersonal/Team • Collaboration • Interpersonal Sensitivity • Conflict Management/Negotiation • Team Support • Leadership/Influence Respondents: Self, Supervisor, Peers, Team Members

15. LeaderView360 • Purpose Assessment of 7 critical leadership competencies • Outcome Development of senior staff Enable a self development strategy Refine work processes Improve communication and relationships with others • Audience Middle and senior management

16. Competencies Planning Problem-Solving Controlling Self Management Managing Relationships Communicating Leading LeaderView360 Participants: Managers Respondents: Self, Boss, Reports, Peers

17. TeamView360 • Purpose Measures each individual's scores compared to the team members and the teams' overall average scores within 7 major competencies • Outcome Understanding and enhancing team effectiveness and performance • Audience Teams

18. Participants: Team Members Respondents: Self, Team Members TeamView360 Competencies • Planning • Problem-Solving • Controlling • Self Management • Managing Relationships • Communicating • Leading

19. Emotional IntelligenceView360 • Purpose Assessment of 17 Emotional Intelligence Competencies based on the latest emotional intelligence model • Outcome Increase effectiveness in self management, relationship management and communication competencies • To be used with All Employees

20. Emotional IntelligenceView360 Relationship Intelligence Model Competencies Self Management • Self-Development • Adaptability/Stress Tolerance • Self-Control • Trustworthiness • Strategic Problem Solving • Achievement Orientation/Drive for Results Communication • Listening • Oral Communication • Two-Way Feedback • Oral Presentation • Written Communication Relationship Management • Building Strategic Relationships • Conflict Management • Leadership/Influence • Interpersonal Sensitivity/Empathy • Team/Interpersonal Support • Collaboration • Self-Development • Adaptability/Stress Tolerance • Self-Control • Trustworthiness • Strategic Problem Solving • Achievement Orientation • Empathy • Organizational Awareness • Service Orientation

21. 360° Feedback/Online Process Participants Added E-Mail Invitation Nominate Respondents Questionnaire Invite sent to Respondents Others Questionnaire Completed Self Questionnaire Completed Chasing-up Report Processing Feedback

22. Adding Participants

23. E-Mail Invitation

24. Rater Nomination

25. Rater Nomination

26. Rater Nomination

27. Rater E-Mail Invitation

28. Rater Online Questionnaire: Introduction

29. Rater Online Questionnaire: Instructions

30. Rater Online Questionnaire

31. Rater Online Questionnaire

32. Rater Online Questionnaire: Written Comments

33. Rater Online Questionnaire: Review Responses

34. Rater Online Questionnaire: Edit Responses

35. Rater Online Questionnaire: Completion

36. Rater Online Questionnaire: Thank You

37. Online Administration: Reminder

38. E-Mail Reminder

39. Steps in Feedback Report Interpretation • Introduce the 360 tools to be used in the coaching or development program and their competencies • Briefly describe what will be included in the feedback reports • Briefly review confidentiality in the process and reports • Distribute the reports and discuss each of the sections separately • Review the number and type of raters who provided feedback • The proceed through the different sections of the report emphasising some “key points”

40. ViewSuite360 Report Features • Group (composite) reports to highlight team strengths and development areas • Time series reports to compare and contrast changes when the ViewSuite360 questionnaires are used over time • Company specific norms, ConsultingTools national norms or average scores • Line or bar graphs comparing self to other ratings • Statistical measure of rater agreement to assist in the interpretation • Option of “Johari Window” summary graphs (online reports only) • Option of rater distribution for most/least frequent tables (online reports only) • Options of how free response items (open ended questions) are summarised • Customised narrative for ManagerView360 and PerformanceView360 • Branding of consultant/client logo on the report

41. ViewSuite360 Feedback Process Objectives 1 To facilitate the implementation of a professional development action plan To identify skill strengths to enhance and leverage job performance 2 To provide participants with feedback about developmental opportunities 3

42. Feedback Report Components • Graphical Comparisons • Most and Least Frequently Observed Behaviours • Narrative Interpretation with Developmental Recommendations for each competency measured • Summary of Average Scores by Rater Category • Statistical Measure of Rater Agreement • Written Comments • Developmental Action Plan

43. Confidentiality of the Feedback Process Key Points • No raters are identified except for the boss in the feedback report • Online administration uses passwords to protect confidentiality (Internet administration) • No graphs are shown unless at least two raters respond in a rater category (e.g., peers) • The summary feedback report is shared only with the respondent and is intended for development purposes only • The respondent decides how much of the summary feedback report he/she wants to share with others

44. Graph Section Key Points • Graphs (line or bar) will utilise either average scores or ConsultingTools norms (standardised scores) • The first graph is an overview of the major performance factors. The others that follow summarise self and other perceptions on each of the separate competencies • The legend at the bottom of the graph will summarise rater groups and the number of raters • The symbol “AP” is used for anonymity protection and indicates that less than 2 raters have completed the questionnaires in this rater category • The normalised (standardised) scores reported are z-scores with “0” being the average score, or t-scores with “50” being the average score for those in the ConsultingTools database • 68% of all participants will score between a z-score of +1 and -1 (one standard deviation above and below the mean) • Percentile scores are shown on the opposite axis for ease of interpretation • Normative score differences on a competency between raters of .50 or more might be considered as meaningful perceptual differences

45. (99%) (98%) Very High (93%) (84%) High (70%) Mod High (50%) Average (30%) Mod Low (26%) Low (17%) (2%) Very Low (1%) Self-Other Perceptions (Line Graph – z-scores)

46. (99%) (98%) Very High (93%) (84%) High (70%) Mod High (50%) Average (30%) Mod Low (26%) Low (17%) (2%) Very Low (1%) Self-Other Perceptions (Line Graph – t-scores)

47. Self-Other Perceptions (Line Graph – avg-scores)

48. Z Z Z N N N Self Self Self 5.54 4.99 7.48 1 1 1 Building Strategic Relationships Manager Manager Manager 7.48 7.48 4.69 1 1 1 4.42 5.51 2.48 3 3 3 Peer Peer Peer -1.69 -2.83 -3.35 3 3 3 Direct report Direct report Direct report Team Member Team Member Team Member 2.48 -1.25 1.64 2 2 2 Average Average Average 2.48 1.27 0.61 9 9 9 24. Effectively builds relationships and partnerships with others outside the organization 7. Effectively initiates and cultivates strategic internal alliances with key senior managers and others within the organization Self-Other Perceptions (Bar Graph – z-scores)

49. Self Self Self Building Strategic Relationships T N Manager Manager Manager Peer Peer Peer 116.42 1 Direct report Direct report Direct report 80.75 1 Team Member Team Member Team Member 94.19 3 Average Average Average 16.42 3 68.42 2 52.71 9 24. Effectively builds relationships and partnerships with others outside the organization T N 80.75 1 124.75 1 105.05 3 24.75 3 74.75 2 74.75 9 7. Effectively initiates and cultivates strategic internal alliances with key senior managers and others within the organization T N 124.75 1 124.75 1 74.75 3 33.05 3 37.25 2 58.08 9 Self-Other Perceptions (Bar Graph – t-scores)

50. Self Self Self Building Strategic Relationships Avg N Manager Manager Manager Peer Peer Peer 6.57 1 Direct report Direct report Direct report 6.00 1 Team Member Team Member Team Member 5.78 3 Average Average Average 2.57 3 4.67 2 4.52 9 24. Effectively builds relationships and partnerships with others outside the organization Avg N 6.00 1 7.00 1 6.33 3 3.00 3 5.00 2 5.00 9 7. Effectively initiates and cultivates strategic internal alliances with key senior managers and others within the organization Avg N 7.00 1 7.00 1 5.00 3 3.33 3 3.50 2 4.33 9 Self-Other Perceptions (Bar Graph – avg-scores)