360 Feedback Report For Lucia Aschettino Feb 2009

Feedback Report
Leadership Mirror®
Pitney Bowes

Subject Name:
Lucia Aschettino
2009-02-17 16:05 (GMT)

09 Senior Leader Survey - Contact Center Opers Team

© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino

Interpreting Your Reports
What is Multirater Feedback?
Multirater feedback enables an organization's employees to receive insights from a variety of internal and
external people on their level of perceived effectiveness in a number of performance areas. Specific items
are rated and then rolled up into an overall score in the broader performance area.
What is the Value of Feedback?
Knowing whether others' perceptions of you are similar or different from your own can provide you with
significant insight into your strengths and development needs.

The table below illustrates the significance of the combination of self vs. others' feedback.

Self-Evaluation

Low Medium High

Ratings from Others High Pleasant Surprise Pleasant Surprise Strength

Medium Pleasant Surprise Opportunity Blind Spot

Low Opportunity Blind Spot Blind Spot

- Pleasant Surprise: Others rated you higher than you rated yourself.
- Blind Spot: Others rated you lower than you rated yourself.
- Strength: You and others agree that you are at a moderate or high level in the performance area.
- Opportunity: You and others agree that you are at a lower-than-moderate level in the performance area.
What Reports are Available?
The following reports are available. They are listed in the order they will appear/print if selected:
- Summary Report
- Detail Report
- Top Strengths/Top Opportunities for Development Report
- Open-Ended Comments Report
- Performance Area and Item List Report

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Summary Report
The Summary report provides a rank order of all performance areas, from your strongest area to the area
needing the most development, based on the average score of all respondents. If you completed a self-
evaluation, the average score does not include your self-rating. (If no one else rated you, the performance
areas are ranked based on your self-evaluation.)

The first column in the report presents the performance areas, ranked from the highest rated to the lowest.

The second column emphasizes that these ratings are from all others and self.

The bar chart in the third column provides the average ratings for each performance area. Respondents'
ratings are shown in the quot;All Othersquot; bar. Your self-evaluation is shown in the quot;Selfquot; bar.

Note: Respondents do not specifically rate the broader performance areas in the survey. Instead, they rate
individual items within each performance area. The ratings for these items are then averaged to compile
the overall performance area rating.

If your organization has elected to include the quot;Survey Average,quot; that measure will appear in the column to
the graph's right. Survey averages reflect the average scores for all subjects in your organization who
participated in the survey.

If your organization used multiple rating scales, the measures for the second rating scale will be shown in
the graph as a hash mark. Both the measures for the second rating scale and the difference between the
two measures will be presented in columns to the graph's right.

If your organization has elected to show the quot;Normquot; scores, that measure will appear in the column to the
graph's right. Norms provide average scores for thousands of subjects across many organizations that
have conducted similar surveys.

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Detail Report
The Detail report provides an overall summary for each performance area followed by detailed scores for
each item by relationship group. This report provides detail on how you were rated by the respondents and
the extent to which the ratings differ from item to item and relationship to relationship, as well as how they
compare to your self-evaluation.

The first column, first row of this report presents the performance area (shown in capital letters) that was
evaluated. The remaining rows in the first column list the items under the performance area that were rated.

Note: Use the items to help you understand the meaning of the performance area and to interpret your
overall performance area rating. At the same time, keep in mind that performance area ratings are derived
from responses to multiple survey items, while the ratings for items are based on single responses. For this
reason, when interpreting your results emphasize overall performance area ratings.

The second column lists the relationship groups of your respondents, such as Self, Mgr (manager), Peer,
etc., as well as All respondents. The number in the third column to the right of each relationship represents
the number (n) of respondents for that item.

The bar chart in the fourth column provides the average ratings by group for each performance area and
item. To protect respondents' anonymity, if fewer than the minimum number of respondents per group rated
you, then the scores for that group are left blank, but are rolled into quot;All.quot; These respondents are included
in quot;nquot; for the Anon group, but Anon does not show any ratings.

The quot;Rate Dist%quot; listed beneath the quot;Allquot; bar displays the distribution of responses for each point on the
rating scale (i.e., the percentage of respondents who rated you 3.00, the percentage of respondents who
rated you 4.00, etc.).

The quot;Gap from Selfquot; column to the graph's right represents the difference between your self-ratings and the
average rating by relationship on each performance area and item. For example, if you rated yourself 5.00
and your manager rated you 4.00, the quot;Gap from Selfquot; is -1.00.

If your organization has elected to include the quot;Range of Scores,quot; that measure will appear in the column to
the graph's right. Range of Scores represents the actual range of scores (from low to high) that were
collected by group for each performance area and item, adding an indication of the amount of agreement
(or lack of) among respondents.


If your organization used multiple rating scales, the measures for the second rating scale will be shown in
the graph as a hash mark. Both the measures for the second rating scale and the difference between the
two measures will be presented in columns to the graph's right.

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Top Strengths/Top Opportunities for Development Report
The Top Strengths / Top Opportunities for Development report lists the individual items that were rated, on
average, as the highest and lowest among all items on the survey.

Note: Some items on your survey might not be shown on this report either because the items have no
score or because the average score fell between the top strengths and development opportunities.

The purpose of this report is to direct you to high-impact areas. Top strengths are those behaviors that are
significant enablers of your success and that you might leverage for even greater challenges and
achievement. Top development opportunities are those behaviors on which you can focus to significantly
improve overall performance.

These two lists also help identify insights that might not otherwise be readily apparent in the data organized
by performance area.

Keep in mind that the ratings in this report are based on single item responses, while performance area
ratings on other reports are derived from responses to multiple survey items. For this reason, when
interpreting your results emphasize the overall performance area ratings provided in other reports.

The first column presents the items, ranked either from the highest rated to the lowest (strengths) or from
the lowest rated to the highest (opportunities).

Note: This column presents a maximum of 10 items. If the survey contains fewer than 20 total items, it's
possible that items will appear on both the top strengths list and the top opportunities list.

The second column emphasizes that these ratings are from all others and self.

The bar chart in the third column provides the average ratings for each item. Respondents' ratings are
shown by the quot;All Othersquot; bar. Your self-rating is shown by the quot;Selfquot; bar.


The quot;Gap from Selfquot; column to the graph's right represents the difference between your self-evaluation and
the average rating on each item. For example, if you rated yourself 5.00 and your respondents' average
rating was 4.00, the quot;Gap from Selfquot; is -1.00.

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Open-Ended Comments Report
The Open-Ended Comments Report lists all the comments you received from respondents (if your survey
invited comments through an open-ended question at the end of the survey and/or additional comments for
each performance area).

The first section shows the open-ended question text. The second section randomly lists the comments
respondents provided to the open-ended question. The third section randomly lists the additional
comments respondents provided for each performance area.
Performance Area and Item List Report
The Performance Area and Item List Report shows the names and definitions of each performance area,
with the name and description of each item associated with that performance area. Performance areas are
listed alphabetically. Items under each performance area are listed in the order they appear during the
survey.

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Rating Scales
The survey used the following rating scale(s):

Rating Scale: Frequency

Label Value Name/Description
1 1 Never or almost never
The behavior is not performed, even when there is an opportunity to do so - (almost) without exception.
2 2 Seldom
The behavior is performed occasionally. It is normally not chosen when there is an opportunity to do so.
3 3 Sometimes
When presented with an opportunity to perform the behavior, half the time it is done, half the time it is not done.
4 4 Often
The behavior is performed on most occasions when there is an opportunity to do so. It is a preferred behavior.
5 5 Always
The behavior is performed every time there is an opportunity to do so - (almost) without exception.
N -- Not Observed
No opportunity to observe.

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Summary Report
This report provides a rank order for all performance areas, from your strongest area to your area needing the most
development, based on the average rating from all respondents. If you completed a self-evaluation, the average rating does not
include your self-rating. (If others did not rate you, the performance areas are ranked based on your self-evaluation.) For a more
detailed description of this report and the information it displays, refer to Interpreting Your Reports.

Report Based on 16 of 25 Respondents

Performance Areas Relation 1 2 3 4 5

All Others 4.41
Continuous Learner
Self 5.00

All Others 4.37
Uses Innovation to Solve Problems
Self 5.00

All Others 4.35
Builds Relationships
Self 4.00

All Others 4.32
Leads Change
Self 4.00

All Others 4.30
Ethical Leader
Self 4.00

All Others 4.24
Inclusive Leader
Self 4.00

All Others 4.23
Acts with One-Company Perspective
Self 3.80

All Others 4.21
Creates Successful Customers
Self 4.60

All Others 4.17
Talent Development
Self 4.00

All Others 4.14
Leads Diverse Teams
Self 4.00

All Others 4.10
Courageous Leader
Self 4.00

All Others 4.05
Empathetic Leader
Self 2.50

All Others 4.00
Attracts Talent
Self 4.00

All Others 3.97
Executes on Business Plans
Self 3.83

All Others 3.95
Thinks and Acts Strategically
Self 4.20

All Others 3.95
Takes Intelligent Risks for Growth
Self 3.67

All Others 3.79
Makes Decisions with Agility
Self 4.00
1 2 3 4 5

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Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.

Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores

Self 2 5-5
5.00
CONTINUOUS LEARNER
(Overall performance area combines scores from MGR1 2 0.00 5-5
5.00
all items below) Peer 10 -0.60 3-5
4.40
DR 8 -0.50 4-5
4.50
IC 10 -0.80 3-5
4.20
MGR2 2 -0.50 4-5
4.50
Anon 0
All 32 -0.59 3-5
4.41
Rate Dist% 6 47 47

Is a quick learner, rapidly grasping new ideas Self 1 5-5
5.00
and concepts using all resources. MGR1 1 0.00 5-5
5.00
Peer 5 -0.40 4-5
4.60
DR 4 -0.25 4-5
4.75
IC 5 -0.80 4-5
4.20
MGR2 1 0.00 5-5
5.00
Anon 0
All 16 -0.44 4-5
4.56
Rate Dist% 44 56

Applies and adapts learning’s from own and Self 1 5-5
5.00
other’s experiences to new situations; gains MGR1 1 0.00 5-5
5.00
and applies learning’s from mistakes and
Peer 5 -0.80 3-5
4.20
failures.
DR 4 -0.75 4-5
4.25
IC 5 -0.80 3-5
4.20
MGR2 1 -1.00 4-4
4.00
Anon 0
All 16 -0.75 3-5
4.25
Rate Dist% 13 50 38
1 2 3 4 5

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Detail Report

Gap Range
from of

Self 2 5-5
5.00
USES INNOVATION TO SOLVE
PROBLEMS MGR1 3 -1.00 3-5
4.00
(Overall performance area combines scores from Peer 11 -0.46 4-5
4.54
all items below) DR 9 -0.45 3-5
4.55
IC 15 -0.80 2-5
4.20
MGR2 3 -0.67 4-5
4.33
Anon 0
All 41 -0.64 2-5
4.37
Rate Dist% 2 10 37 51

Inspires continuous learning from multiple Self 1 5-5
5.00
internal and external sources; applies MGR1 1 0.00 5-5
5.00
knowledge to generate innovative problem
Peer 4 -0.50 4-5
4.50
solving.
DR 3 -0.33 4-5
4.67
IC 5 -0.40 4-5
4.60
MGR2 1 0.00 5-5
5.00
Anon 0
All 14 -0.36 4-5
4.64
Rate Dist% 36 64

Encourages experiments and pilots; Self 1 5-5
5.00
champions new ideas and initiatives; and MGR1 1 -2.00 3-3
3.00
helps overcome organizational resistance.
Peer 5 -0.40 4-5
4.60
DR 4 -0.25 4-5
4.75
IC 5 -0.40 4-5
4.60
MGR2 1 -1.00 4-4
4.00
Anon 0
All 16 -0.50 3-5
4.50
Rate Dist% 6 38 56

Identifies organizational barriers to Self
innovation; provides time and money for MGR1 1 - 4-4
4.00
pursuit of innovative ideas.
Peer 2 - 4-5
4.50
DR 2 - 3-5
4.00
IC 5 - 2-5
3.40
MGR2 1 - 4-4
4.00
Anon 0
All 11 - 2-5
3.82
Rate Dist% 9 27 36 27
1 2 3 4 5

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Detail Report

Gap Range
from of

Self 3 4-4
4.00
BUILDS RELATIONSHIPS
4.00
all items below) Peer 14 0.50 3-5
4.50
DR 9 0.33 3-5
4.33
IC 15 0.20 4-5
4.20
MGR2 2 1.00 5-5
5.00
Anon 0
All 43 0.35 3-5
4.35
Rate Dist% 5 56 40

Makes connections to and communicates Self 1 4-4
4.00
with multiple constituencies to understand MGR1 1 0.00 4-4
4.00
their needs and capabilities.
Peer 5 0.80 4-5
4.80
DR 4 0.50 4-5
4.50
IC 5 0.00 4-4
4.00
MGR2 1 1.00 5-5
5.00
Anon 0
All 16 0.44 4-5
4.44
Rate Dist% 56 44

Creates informal internal and external Self 1 4-4
4.00
partnerships to identify complementary areas MGR1 1 0.00 4-4
4.00
of expertise.
Peer 5 0.20 3-5
4.20
DR 3 0.33 3-5
4.33
IC 5 0.40 4-5
4.40
MGR2 1 1.00 5-5
5.00
Anon 0
All 15 0.33 3-5
4.33
Rate Dist% 13 40 47

Cultivates network of relationships in Self 1 4-4
4.00
community, industry, and external MGR1 1 0.00 4-4
4.00
environment.
Peer 4 0.50 4-5
4.50
DR 2 0.00 4-4
4.00
IC 5 0.20 4-5
4.20
MGR2
Anon 0
All 12 0.25 4-5
4.25
Rate Dist% 75 25
1 2 3 4 5

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Detail Report

Gap Range
from of

Self 4 4-4
4.00
LEADS CHANGE
4.00
4.63
DR 16 0.25 3-5
4.25
IC 20 0.10 2-5
4.10
MGR2 4 0.50 4-5
4.50
Anon 0
All 63 0.32 2-5
4.32
Rate Dist% 2 13 38 48

Is passionate and inspiring to others about Self 1 4-4
4.00
the success of the organization. MGR1 1 -1.00 3-3
3.00
Peer 4 0.75 4-5
4.75
DR 4 0.25 3-5
4.25
IC 5 0.80 4-5
4.80
MGR2 1 0.00 4-4
4.00
Anon 0
All 15 0.47 3-5
4.47
Rate Dist% 13 27 60

Acts as champion to drive change and a Self 1 4-4
4.00
sense of urgency into the organization.on a MGR1 1 1.00 5-5
5.00
timely basis.
Peer 5 0.60 3-5
4.60
DR 4 0.25 4-5
4.25
IC 5 0.20 3-5
4.20
MGR2 1 0.00 4-4
4.00
Anon 0
All 16 0.38 3-5
4.38
Rate Dist% 13 38 50

Effectively engages the participation of Self 1 4-4
4.00
others in designing and executing change. MGR1 1 0.00 4-4
4.00
Peer 5 0.80 4-5
4.80
DR 4 0.25 3-5
4.25
IC 5 -0.40 2-5
3.60
MGR2 1 1.00 5-5
5.00
Anon 0
All 16 0.25 2-5
4.25
Rate Dist% 6 13 31 50

Anticipates need for change in the business; Self 1 4-4
4.00
and understands the impact of change on MGR1 1 0.00 4-4
4.00
people.
Peer 5 0.40 4-5
4.40
DR 4 0.25 4-5
4.25
IC 5 -0.20 3-5
3.80
MGR2 1 1.00 5-5
5.00
Anon 0
All 16 0.19 3-5
4.19
Rate Dist% 13 56 31
1 2 3 4 5

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Detail Report

Gap Range
from of

Self 3 4-4
4.00
ETHICAL LEADER
4.00
4.38
DR 11 0.45 4-5
4.45
IC 14 0.07 4-5
4.07
MGR2 2 1.00 5-5
5.00
Anon 0
All 43 0.30 3-5
4.30
Rate Dist% 5 60 35

Demonstrates unquestionable integrity in Self 1 4-4
4.00
business, customer and employee MGR1 1 0.00 4-4
4.00
relationships and communications by
Peer 4 0.50 3-5
4.50
adhering to business practice guidelines and
company values. DR 4 0.50 4-5
4.50
IC 5 0.20 4-5
4.20
MGR2 1 1.00 5-5
5.00
Anon 0
All 15 0.40 3-5
4.40
Rate Dist% 7 47 47

Reinforces ethical behavior by recognizing Self 1 4-4
4.00
appropriate behaviors in others MGR1 1 0.00 4-4
4.00
Peer 4 0.50 4-5
4.50
DR 3 0.33 4-5
4.33
IC 4 0.00 4-4
4.00
MGR2
Anon 0
All 12 0.25 4-5
4.25
Rate Dist% 75 25

Shows consistency and trustworthiness in Self 1 4-4
4.00
ethical behavior - “walks the talk” – even MGR1 1 0.00 4-4
4.00
during difficult times
Peer 5 0.20 3-5
4.20
DR 4 0.50 4-5
4.50
IC 5 0.00 4-4
4.00
MGR2 1 1.00 5-5
5.00
Anon 0
All 16 0.25 3-5
4.25
Rate Dist% 6 63 31
1 2 3 4 5

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Detail Report

Gap Range
from of

Self 4 4-4
4.00
INCLUSIVE LEADER
4.00
4.53
DR 10 0.40 3-5
4.40
IC 20 -0.05 3-5
3.95
MGR2
Anon 0
All 50 0.24 3-5
4.24
Rate Dist% 8 60 32

Creates an environment that reflects fairness Self 1 4-4
4.00
and respect for everyone’s contributions, and MGR1 1 0.00 4-4
4.00
enables people from all backgrounds to work
Peer 5 0.60 4-5
4.60
together effectively
DR 3 0.33 3-5
4.33
IC 5 0.20 4-5
4.20
MGR2
Anon 0
All 14 0.36 3-5
4.36
Rate Dist% 7 50 43

Advocates the importance of diversity and Self 1 4-4
4.00
inclusion at all levels; encourages its MGR1 1 0.00 4-4
4.00
development as a company value with
Peer 5 0.60 4-5
4.60
benefits to our overall business.
DR 3 0.67 4-5
4.67
IC 5 0.00 3-5
4.00
MGR2
Anon 0
All 14 0.36 3-5
4.36
Rate Dist% 7 50 43

Values the uniqueness of each person and Self 1 4-4
4.00
the power that cultural differences bring to an MGR1 1 0.00 4-4
4.00
organization’s ability to innovate, to compete
Peer 4 0.50 4-5
4.50
and to meet customer needs.
DR 3 0.33 4-5
4.33
IC 5 0.00 4-4
4.00
MGR2
Anon 0
All 13 0.23 4-5
4.23
Rate Dist% 77 23

Leverages diversity and inclusion externally: Self 1 4-4
4.00
in the labor market, marketplace and with MGR1
customers.
Peer 3 0.33 4-5
4.33
DR
IC 5 -0.40 3-4
3.60
MGR2
Anon 1
All 9 -0.11 3-5
3.89
Rate Dist% 22 67 11
1 2 3 4 5

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Detail Report

Gap Range
from of

Self 5 3-4
3.80
ACTS WITH ONE-COMPANY
PERSPECTIVE MGR1 5 0.00 3-4
3.80
(Overall performance area combines scores from Peer 21 0.58 3-5
4.38
all items below) DR 20 0.65 3-5
4.45
IC 24 0.16 3-5
3.96
MGR2 3 0.87 4-5
4.67
Anon 0
All 73 0.43 3-5
4.23
Rate Dist% 11 55 34

Advocates cross-business actions and Self 1 4-4
4.00
investments needed to respond to customer MGR1 1 0.00 4-4
4.00
needs.
Peer 4 0.50 3-5
4.50
DR 4 0.75 4-5
4.75
IC 5 0.20 3-5
4.20
MGR2 1 0.00 4-4
4.00
Anon 0
All 15 0.40 3-5
4.40
Rate Dist% 13 33 53

Considers balance between business and Self 1 4-4
4.00
one-company objectives when assessing MGR1 1 0.00 4-4
4.00
performance.
Peer 3 0.67 4-5
4.67
DR 4 0.25 4-5
4.25
IC 4 0.00 4-4
4.00
MGR2
Anon 0
All 12 0.25 4-5
4.25
Rate Dist% 75 25

Educates other leaders about own business Self 1 4-4
4.00
model, and reaches out to understand other MGR1 1 0.00 4-4
4.00
parts of the business.
Peer 5 0.20 4-5
4.20
DR 4 0.75 4-5
4.75
IC 5 -0.20 3-5
3.80
MGR2 1 1.00 5-5
5.00
Anon 0
All 16 0.25 3-5
4.25
Rate Dist% 13 50 38

Partners and networks effectively, both Self 1 4-4
4.00
formally and informally, with others inside MGR1 1 0.00 4-4
4.00
and outside of Pitney Bowes to help PBI and
Peer 5 0.20 4-5
4.20
individual businesses succeed.
DR 4 0.25 4-5
4.25
IC 5 0.00 4-4
4.00
MGR2 1 1.00 5-5
5.00
Anon 0
All 16 0.19 4-5
4.19
Rate Dist% 81 19
1 2 3 4 5

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Detail Report

Gap Range
from of

Develops joint objectives and business plans Self 1 3-3
3.00
with other business unit leaders. MGR1 1 0.00 3-3
3.00
Peer 4 1.50 4-5
4.50
DR 4 1.25 3-5
4.25
IC 5 0.80 3-5
3.80
MGR2
Anon 0
All 14 1.07 3-5
4.07
Rate Dist% 29 36 36
1 2 3 4 5

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Detail Report

Gap Range
from of

Self 5 4-5
4.60
CREATES SUCCESSFUL
CUSTOMERS MGR1 5 -0.80 3-5
3.80
(Overall performance area combines scores from Peer 20 -0.15 4-5
4.45
all items below) DR 20 -0.30 2-5
4.30
IC 24 -0.64 3-5
3.96
MGR2 3 0.07 4-5
4.67
Anon 0
All 72 -0.39 2-5
4.21
Rate Dist% 1 8 58 32

Motivates and recognizes people for taking Self 1 4-4
4.00
the customer perspective and satisfying MGR1 1 1.00 5-5
5.00
comprehensive customer needs, not just
Peer 4 0.50 4-5
4.50
achieving targets relating to a single product
or service. DR 4 0.50 4-5
4.50
IC 4 0.00 4-4
4.00
MGR2
Anon 0
All 13 0.38 4-5
4.38
Rate Dist% 62 38

Identifies and enables business solutions Self 1 5-5
5.00
developed for one customer to be replicated MGR1 1 -1.00 4-4
4.00
for multiple customers.
Peer 3 -0.33 4-5
4.67
DR 4 -0.50 4-5
4.50
IC 5 -1.20 3-4
3.80
MGR2 1 0.00 5-5
5.00
Anon 0
All 14 -0.71 3-5
4.29
Rate Dist% 7 57 36

Creates strategies and structures that are Self 1 5-5
5.00
aligned and highly responsive to changing MGR1 1 -2.00 3-3
3.00
customer needs.
Peer 4 -0.50 4-5
4.50
DR 4 -0.50 4-5
4.50
IC 5 -1.00 3-5
4.00
MGR2 1 -1.00 4-4
4.00
Anon 0
All 15 -0.80 3-5
4.20
Rate Dist% 13 53 33

Implements organizational systems and Self 1 5-5
5.00
procedures that make it easy for customers MGR1 1 -2.00 3-3
3.00
to do business with Pitney Bowes.
Peer 4 -0.75 4-5
4.25
DR 4 -0.75 4-5
4.25
IC 5 -1.00 3-5
4.00
MGR2 1 0.00 5-5
5.00
Anon 0
All 15 -0.87 3-5
4.13
Rate Dist% 13 60 27
1 2 3 4 5

Page 17
Run Date: 2009-02-17 16:05 (GMT)


Detail Report

Gap Range
from of

Spends time with customers and takes Self 1 4-4
4.00
accountability for building and maintaining MGR1 1 0.00 4-4
4.00
deep understanding of customer needs.
Peer 5 0.40 4-5
4.40
DR 4 -0.25 2-5
3.75
IC 5 0.00 3-5
4.00
MGR2
Anon 0
All 15 0.07 2-5
4.07
Rate Dist% 7 7 60 27
1 2 3 4 5

Page 18
Run Date: 2009-02-17 16:05 (GMT)


Detail Report

Gap Range
from of

Self 1 4-4
4.00
TALENT DEVELOPMENT
(Overall performance area combines scores from MGR1
4.38
DR 5 0.40 4-5
4.40
IC 5 -0.40 3-4
3.60
MGR2
Anon 0
All 18 0.17 3-5
4.17
Rate Dist% 11 61 28

Sparks development by providing clear, Self
motivational, and constructive feedback. MGR1
Peer 3 - 4-5
4.33
DR 2 - 4-5
4.50
IC 2 - 4-4
4.00
MGR2
Anon 0
All 7 - 4-5
4.29
Rate Dist% 71 29

Spends time actively coaching high-potential Self
internal talent and nurturing relationships MGR1
with external talent.
Peer 2 - 4-5
4.50
DR
IC 2 - 3-4
3.50
MGR2
Anon 1
All 5 - 3-5
4.20
Rate Dist% 20 40 40

Establishes challenging yet achievable Self 1 4-4
4.00
objectives and empowers people to MGR1
accomplish them.
Peer 3 0.33 4-5
4.33
DR 2 0.00 4-4
4.00
IC
MGR2
Anon 1
All 6 0.00 3-5
4.00
Rate Dist% 17 67 17
1 2 3 4 5

Page 19
Run Date: 2009-02-17 16:05 (GMT)

360 Feedback Report For Lucia Aschettino Feb 2009

360 Feedback Report For Lucia Aschettino Feb 2009

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