Feedback Results

Your CompanyName Here

2025

Sample Employee

Results Generated by HR-Survey

October 2025
Results for: 2

Introduction
What you will find in this report
This report contains the results of the feedback collected for you. These results are presented to help you identify your
strengths, areas for development, and areas where your ratings may diverge with individuals providing you feedback.

We hope that you remember from your own experience how difficult it can be to provide others with this type of feedback,
be open to considering their opinions, and be willing to use their feedback in your development.

Goals of the 360 Degree Feedback

Multi-Source Feedback presents a more complete picture of an individual's behavior and performance by drawing
information from different perspectives within the work environment. It gives recipients a resource to guide their
development, and reviewers' additional input.

Feedback from multiple sources helps you in several ways, including increasing awareness of your strengths, how you are
perceived by others in different roles, and providing input for your professional development.

Receiving Feedback
Receiving feedback is a tremendous opportunity to discover how you are perceived by others which may be similar or
dissimilar to how you perceive yourself. It is important to reflect on your feedback as a tool to help you set specific goals
for professional development. This can be done when you see the feedback as it is, a perspective on where you may
improve your performance and working relationships. It is important to realize that seeking and receiving constructive
feedback is the only way we can see our "blind spots." This feedback may help us to understand the negative impact
our actions may unintentionally have on others.

What to Do with Your Feedback

Use your feedback to help you develop awareness and set goals for developing your effectiveness. This can be done if you
see the feedback as multiple perspectives on where you are already strong or can improve in the defined areas of
effectiveness.

Summary
The questionnaire items used in this feedback process asked respondents to rate specific behaviors and competencies
identified by [Your Company Name] current leaders. These behaviors and competencies fall into 7 major dimensions
of leadership.

The summary scores for each dimension shown below were calculated by averaging all respondents’ scores for all of the
questions within that dimension. These dimension summary scores are sorted from high to low, with the highest shown
at the top. The dimensions toward the bottom may need the most development.

Average Performance Scores

Adaptability 3.40
Cultural Awareness 3.35
Communication Skills 3.31
Integrity 3.28
Administrative Skill 3.27
Results Oriented 3.19
Responsible 3.19

Needs Could Benefit Performs Is a

Improvement from as Role Model
Development Expected for Others

HR-Survey.com 10/29/2025
Results for: 3

Gap Analysis
The following table graphically displays the "Gap," or difference between your average rating on each competency
(labeled "Self") and the average score of all other respondents (labeled "Others") who provided you with feedback. This can
help you identify blind spots, or areas where you were rated more favorably by other respondents than by yourself. The
Gaps for these competencies are colored in shades of green. Conversely, the graph can also help you identify your
opportunities for improvement, or areas where you rated yourself higher than others did. The Gaps for these dimensions
are colored in shades of red. The darker the shade of green or red, the larger the Gap. Finally, if a dimension's Gap is not
shaded with a specific color, it indicates an area of agreement between yourself and others.

Dimension How you see yourself and how others see you. Gap

Self 2.78
Cultural Awareness 0.61
Other 3.39

Self 2.78
Results Oriented 0.44
Other 3.22

Self 2.89
Integrity 0.42
Other 3.30

Self 3.00
Communication 0.33
Skills Other 3.33

Self 3.11
Adaptability 0.31
Other 3.42

Self 3.11
Administrative 0.17
Skill Other 3.28

Self 3.11
Responsible 0.08
Other 3.19

1 2 3 4
Needs Could Benefit Performs Is a
Improvement from as Role Model
Development Expected for Others

HR-Survey.com 10/29/2025
Results for: 4

Level of Skill
Adaptability
The table below shows the responses in a graphic form where the percentage of each kind of response is shown
using a color from red (Needs Improvement) to green (Is a Role Model for Others).

Could Benefit Performs Is a

Needs from as Role Model
Item n Avg LOA Improvement Development Expected for Others

1. Adjusts the schedule to meet the needs of the 15 3.20 93.3 7% 67% 27%
department.
2. Adjusts priorities to changing business goals. 15 3.87 100.0 13% 87%

3. Makes adjustments as needed to meet the 15 3.33 93.3 7% 53% 40%

demands of a dynamic marketplace.
4. Embraces change and fosters an open-minded 15 3.60 93.3 7% 27% 67%
environment.
5. Learns new ways to perform tasks; adopts new skill 15 3.33 93.3 7% 53% 40%
sets as required.
6. Adjusts plans to meet new situations. 15 3.20 93.3 7% 60% 33%

7. Uses tools in innovative ways to solve problems. 15 3.20 86.7 13% 53% 33%

8. Is open to changes in policies and procedures. 15 3.40 93.3 7% 47% 47%

9. Implements new rules, procedures, or regulations. 15 3.47 93.3 7% 40% 53%

Time Comparisons by Item

Previous administrations of the survey included similar items. For comparison purposes, the table below allows
you to see how your scores this year compared to your scores from the previous survey administration.
The direction of change is indicated by a colored triangle.

Item 2024 2025 Change

1. Adjusts the schedule to meet the needs of the department. 3.29 3.20 -0.09 7

2. Adjusts priorities to changing business goals. 3.65 3.87 +0.22 6

3. Makes adjustments as needed to meet the demands of a dynamic marketplace. 3.18 3.33 +0.16 6

4. Embraces change and fosters an open-minded environment. 3.41 3.60 +0.19 6

5. Learns new ways to perform tasks; adopts new skill sets as required. 3.24 3.33 +0.10 6

6. Adjusts plans to meet new situations. 3.24 3.20 -0.04 7

7. Uses tools in innovative ways to solve problems. 3.41 3.20 -0.21 7

8. Is open to changes in policies and procedures. 3.24 3.40 +0.16 6

9. Implements new rules, procedures, or regulations. 3.18 3.47 +0.29 6

Comments:
• __________'s diverse professional experiences allow him to bring new ideas to programs, as well as share past
successes with others. He is not afraid to tackle change and strives to improve processes for organizational
growth. His engaging communication style is welcomed by customers and the interdisciplinary team members.
• He tends to have self doubt at times, as we all do. But he is working on his confidence, and absolutely growing
as a person.
• __________ is very responsive and provides great support service.

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Results for: 5

• __________ makes a conscious effort to hire for talent while taking into consideration the candidate's educational
preparation to best meet his current and future needs.
• __________ is an outstanding manager.
• He is all the above and more, have never worked with a more engaged leader. His shoes will be difficult to fill.

HR-Survey.com 10/29/2025
Results for: 6

Level of Skill
Integrity
The table below shows the responses in a graphic form where the percentage of each kind of response is shown
using a color from red (Needs Improvement) to green (Is a Role Model for Others).

Could Benefit Performs Is a

Needs from as Role Model
Item n Avg LOA Improvement Development Expected for Others

10. Maintains a commitment to honesty, fairness, 15 3.47 93.3 7% 40% 53%

and transparency in all actions and interactions
regardless of the potential consequences
or temptations to act otherwise.
11. Views integrity as a foundational value for 15 3.53 100.0 47% 53%
managers to build strong interpersonal
relationships.
12. Fosters a commitment to excellence and attention 15 3.27 100.0 73% 27%
to detail.
13. Maintains high standard of excellence when dealing 15 3.33 100.0 67% 33%
with ethical, legal, or regulatory issues.
14. Develops codes of conduct to provide responses 15 3.13 86.7 13% 60% 27%
to ethical dilemmas that employees may faced.
15. Is always truthful and open in interactions 15 3.07 80.0 20% 53% 27%
with others.
16. Fosters a culture of professionalism 15 3.40 93.3 7% 47% 47%
and mutual respect.
17. Is a dedicated and conscientious professional 15 3.27 93.3 7% 60% 33%
striving to achieve high standards of quality and
levels of productivity.
18. Shows a profound commitment to personal 14 3.00 92.9 7% 79% 14%
integrity and performance.

Time Comparisons by Item

Previous administrations of the survey included similar items. For comparison purposes, the table below allows
you to see how your scores this year compared to your scores from the previous survey administration.
The direction of change is indicated by a colored triangle.

Item 2024 2025 Change

10. Maintains a commitment to honesty, fairness, and transparency in all actions and 3.35 3.47 +0.11 6
interactions regardless of the potential consequences or temptations to act
otherwise.
11. Views integrity as a foundational value for managers to build strong interpersonal 3.47 3.53 +0.06 6
relationships.
12. Fosters a commitment to excellence and attention to detail. 3.47 3.27 -0.20 7

13. Maintains high standard of excellence when dealing with ethical, legal, or regulatory 3.35 3.33 -0.02 7
issues.
14. Develops codes of conduct to provide responses to ethical dilemmas that employees 3.18 3.13 -0.04 7
may faced.
15. Is always truthful and open in interactions with others. 3.00 3.07 +0.07 6

16. Fosters a culture of professionalism and mutual respect. 3.65 3.40 -0.25 7

17. Is a dedicated and conscientious professional striving to achieve high standards 3.47 3.27 -0.20 7
of quality and levels of productivity.
18. Shows a profound commitment to personal integrity and performance. 3.12 3.00 -0.12 7

HR-Survey.com
Comments: 10/29/2025
Results for: 7

• He demonstrates organizational skills, leadership skills and clear communication skills that he applies everyday at work
• He was wonderful to work with, and I have a great deal of confidence and trust in his as a professional, a leader, and a
colleague.
• His quality of work is good.
• I admire his ability to see the big picture (both within our walls and outside our walls).
• He sees things that others don't and always have valuable feedback for whomever he is talking/working with.
• In the area of 'Communication skills' I would like to see __________ be more direct in his oral delivery.

HR-Survey.com 10/29/2025
Results for: 8

Level of Skill
Cultural Awareness
The table below shows the responses in a graphic form where the percentage of each kind of response is shown
using a color from red (Needs Improvement) to green (Is a Role Model for Others).

Could Benefit Performs Is a

Needs from as Role Model
Item n Avg LOA Improvement Development Expected for Others

19. Hires individuals with different cultural backgrounds 15 3.47 100.0 53% 47%
for the department.
20. Supports and mentors others that may have 15 3.40 93.3 7% 47% 47%
different cultural backgrounds.
21. Values the opinions of diverse groups and 15 3.53 100.0 47% 53%
individual.
22. Interacts effectively with people from different 15 3.00 80.0 20% 60% 20%
cultural backgrounds.
23. Is sensitive to the similarities and differences 15 2.87 80.0 20% 73% 7%
that exist between cultures.
24. Recognizes and values individual and cultural 15 3.47 100.0 53% 47%
differences.
25. Is open and honest in communications 15 3.67 100.0 33% 67%
with individuals from other cultures.
26. Aware of their own cultural views. 15 3.40 93.3 7% 47% 47%

27. Understands how their own cultural background 15 3.33 93.3 7% 53% 40%
can impact the way they communicate
and interact with others.

Time Comparisons by Item

Previous administrations of the survey included similar items. For comparison purposes, the table below allows
you to see how your scores this year compared to your scores from the previous survey administration.
The direction of change is indicated by a colored triangle.

Item 2024 2025 Change

19. Hires individuals with different cultural backgrounds for the department. 3.59 3.47 -0.12 7

20. Supports and mentors others that may have different cultural backgrounds. 3.29 3.40 +0.11 6

21. Values the opinions of diverse groups and individual. 3.35 3.53 +0.18 6

22. Interacts effectively with people from different cultural backgrounds. 3.00 3.00

23. Is sensitive to the similarities and differences that exist between cultures. 2.88 2.87 -0.02 7

24. Recognizes and values individual and cultural differences. 3.00 3.47 +0.47 6

25. Is open and honest in communications with individuals from other cultures. 3.76 3.67 -0.10 7

26. Aware of their own cultural views. 3.53 3.40 -0.13 7

27. Understands how their own cultural background can impact the way they 3.12 3.33 +0.22 6
communicate and interact with others.

Comments:
• __________ has been involved in many interviews and offers great input and insight. Involves the team in decisions,
which gives those involved a sense of ownership.
•

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Results for: 9

His recent coaching helped me work through something that had been challenging and disappointing me for months,
and I was able to make the breakthrough I believe he was looking for.
• He is a joy to work for.
• __________ is an extremely effective leader.
• It makes my job that much more enjoyable knowing that I have a boss that has my back and would go to bat for me at
anytime.
• He is always willing to learn, but could benefit from a plan on how to achieve it - filling knowledge gaps, more hands
on learning, etc.

HR-Survey.com 10/29/2025
Results for: 10

Level of Skill
Communication Skills
The table below shows the responses in a graphic form where the percentage of each kind of response is shown
using a color from red (Needs Improvement) to green (Is a Role Model for Others).

Could Benefit Performs Is a

Needs from as Role Model
Item n Avg LOA Improvement Development Expected for Others

28. Delivers information in a straightforward 15 3.53 100.0 47% 53%

and comprehensible manner.
29. Delivers effective public presentations. 15 3.67 100.0 33% 67%

30. Notifies others about developments in plans and 15 3.33 100.0 67% 33%
goals.
31. Visible and approachable; is there when you need 15 3.20 86.7 13% 53% 33%
them.
32. Faces the person when speaking or listening 15 3.40 100.0 60% 40%
to engage in direct communication.
33. Uses software, graphics, or other aids to clarify 15 3.20 86.7 13% 53% 33%
complex or technical reports.
34. Understands the preferences of the intended 15 3.27 93.3 7% 60% 33%
audience.
35. Delivers messages with energy, enthusiasm, 15 3.00 80.0 20% 60% 20%
and conviction.
36. Uses polite language and shows respect for others' 15 3.20 93.3 7% 67% 27%
opinions and time.

Time Comparisons by Item

Previous administrations of the survey included similar items. For comparison purposes, the table below allows
you to see how your scores this year compared to your scores from the previous survey administration.
The direction of change is indicated by a colored triangle.

Item 2024 2025 Change

28. Delivers information in a straightforward and comprehensible manner. 3.41 3.53 +0.12 6

29. Delivers effective public presentations. 3.59 3.67 +0.08 6

30. Notifies others about developments in plans and goals. 3.41 3.33 -0.08 7

31. Visible and approachable; is there when you need them. 3.18 3.20 +0.02 6

32. Faces the person when speaking or listening to engage in direct communication. 3.35 3.40 +0.05 6

33. Uses software, graphics, or other aids to clarify complex or technical reports. 3.18 3.20 +0.02 6

34. Understands the preferences of the intended audience. 2.88 3.27 +0.38 6

35. Delivers messages with energy, enthusiasm, and conviction. 3.18 3.00 -0.18 7

36. Uses polite language and shows respect for others' opinions and time. 3.18 3.20 +0.02 6

Comments:
• He will always be able to state that he did everything he could, he gives this job his all!
• Thoroughness, accuracy, professionalism.
• Do not hesitate to lean into the hard conversations and give hard feedback. The hard often produces growth.
•

HR-Survey.com 10/29/2025
Results for: 11

He is a firm believer that all decisions and important discussion is filtered through his direct report and committees
with front line staff representation and solicits input and involves front line staff in his everyday work.
• There are two items above that will be part of my goals for the coming year.
• __________ has been a strong leader at [CompanyName] for many years, and he will be missed.

HR-Survey.com 10/29/2025
Results for: 12

Level of Skill
Administrative Skill
The table below shows the responses in a graphic form where the percentage of each kind of response is shown
using a color from red (Needs Improvement) to green (Is a Role Model for Others).

Could Benefit Performs Is a

Needs from as Role Model
Item n Avg LOA Improvement Development Expected for Others

37. Drafts letters, memos, invoices, reports, and other 15 3.27 93.3 7% 60% 33%
business documents.
38. Effectively conveys information verbally to others. 15 3.27 86.7 13% 47% 40%

39. Operates various telecommunications 15 3.13 86.7 13% 60% 27%

devices.
40. Analyzes financial transactions and their impacts 15 3.40 93.3 7% 47% 47%
in various reports.
41. Prepares and organizes presentations. 15 3.33 93.3 7% 53% 40%

42. Handles difficult calls with courtesy and respect. 15 3.33 93.3 7% 53% 40%

43. Provides assistance to others in obtaining 15 3.13 86.7 13% 60% 27%
passports, visas, and other international
travel documents.
44. Manages and maintains executives' schedules. 15 3.00 86.7 13% 73% 13%

45. Plans and prioritizes facets/aspects of project 15 3.53 100.0 47% 53%
workloads to keep on schedule.

Time Comparisons by Item

Previous administrations of the survey included similar items. For comparison purposes, the table below allows
you to see how your scores this year compared to your scores from the previous survey administration.
The direction of change is indicated by a colored triangle.

Item 2024 2025 Change

37. Drafts letters, memos, invoices, reports, and other business documents. 3.35 3.27 -0.09 7

38. Effectively conveys information verbally to others. 3.24 3.27 +0.03 6

39. Operates various telecommunications devices. 3.59 3.13 -0.45 7

40. Analyzes financial transactions and their impacts in various reports. 3.29 3.40 +0.11 6

41. Prepares and organizes presentations. 3.29 3.33 +0.04 6

42. Handles difficult calls with courtesy and respect. 3.41 3.33 -0.08 7

43. Provides assistance to others in obtaining passports, visas, and other international 3.35 3.13 -0.22 7
travel documents.
44. Manages and maintains executives' schedules. 3.18 3.00 -0.18 7

45. Plans and prioritizes facets/aspects of project workloads to keep on schedule. 3.35 3.53 +0.18 6

Comments:
• Professionalism is an area where I feel __________ could continue to develop is making sure that his non-verbal
cues are kept to a minimum. He tends to show more of his frustration and does not communicate them verbally.
Earning and keeping the respect of the team will require open and constructive collaboration; once the team feels this
it will foster more open communication and develop trust within the team, and with him.
•

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Results for: 13

he is perceived, at times, as taking over in areas that aren't his responsibility and this can cause tension within the team.
Working more collaboratively with his collegues can help avoid this as his intentions are always good, but may not
always be perceived that way. A greater presence (i.e. less travel to conferences) would be appreciated by others
as well.
• He can ask a question and truly listen to the answer before giving feedback.
• __________ is thoughtful and organized in his decision making, by gathering information from available resources,
then making a solid decision.
• Provides team members with frequent informal feedback.
• For reliability, I think __________ has so much on his plate that he is sometimes seen by staff as unreliable.

HR-Survey.com 10/29/2025
Results for: 14

Level of Skill
Results Oriented
The table below shows the responses in a graphic form where the percentage of each kind of response is shown
using a color from red (Needs Improvement) to green (Is a Role Model for Others).

Could Benefit Performs Is a

Needs from as Role Model
Item n Avg LOA Improvement Development Expected for Others

46. Quickly integrates feedback to refine execution 15 3.00 86.7 13% 73% 13%
plans without losing momentum.
47. Highly motivated to complete tasks despite 15 3.20 93.3 7% 60% 33%
obstacles that may arise.
48. Is a high achiever. 15 3.20 93.3 7% 67% 27%

49. Promptly and efficiently completes assigned 15 3.40 93.3 7% 47% 47%
tasks.
50. Views obstacles as opportunities to improve 15 3.13 80.0 7% 13% 40% 40%
self.
51. Reinforces a "can-do" attitude that helps overcome 14 3.14 92.9 7% 71% 21%
inertia or resistance.
52. Coordinates cross-functional efforts to ensure 14 3.21 85.7 14% 50% 36%
dependencies are addressed proactively.
53. Works toward achievement of goals even when 15 3.27 86.7 13% 47% 40%
confronted with obstacles.
54. Holds self and others accountable for achieving 15 3.13 86.7 13% 60% 27%
results.

Time Comparisons by Item

Previous administrations of the survey included similar items. For comparison purposes, the table below allows
you to see how your scores this year compared to your scores from the previous survey administration.
The direction of change is indicated by a colored triangle.

Item 2024 2025 Change

46. Quickly integrates feedback to refine execution plans without losing momentum. 3.24 3.00 -0.24 7

47. Highly motivated to complete tasks despite obstacles that may arise. 3.00 3.20 +0.20 6

48. Is a high achiever. 3.18 3.20 +0.02 6

49. Promptly and efficiently completes assigned tasks. 3.35 3.40 +0.05 6

50. Views obstacles as opportunities to improve self. 3.29 3.13 -0.16 7

51. Reinforces a "can-do" attitude that helps overcome inertia or resistance. 3.24 3.14 -0.09 7

52. Coordinates cross-functional efforts to ensure dependencies are addressed 3.06 3.21 +0.16 6
proactively.
53. Works toward achievement of goals even when confronted with obstacles. 3.59 3.27 -0.32 7

54. Holds self and others accountable for achieving results. 2.94 3.13 +0.19 6

Comments:
• __________ is a very supportive co-worker who is quick to assist others in need. He's a great teammate.
• __________ is the heart and soul of the pharmacy. He has great vision and he is always thinking of ways to improve
our department and the services we provide to the customers. We have hired some great new managers that will help
us move in a new direction in many areas.

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Results for: 15

• He has really filled the role of interim manager for the department well.
• He makes it very clear what the expectations are and the goals stay consistent. If there is a change in focus, the reason
for the change in focus or priority is clearly explained and is not done on a whim. Changes are thought out and logical.
• Sometimes it seems like __________'s priorities or expectations shift unexpectedly.
• He allows self-starter employees to take ownership of tasks/improvements and doesn't hover , but is available when
you need him. He has monthly meetings with our team to keep everyone current and allow employees to make
suggestions for change and improvement for workflow and cost saving ideas.

HR-Survey.com 10/29/2025
Results for: 16

Level of Skill
Responsible
The table below shows the responses in a graphic form where the percentage of each kind of response is shown
using a color from red (Needs Improvement) to green (Is a Role Model for Others).

Could Benefit Performs Is a

Needs from as Role Model
Item n Avg LOA Improvement Development Expected for Others

55. Holds herself / himself accountable to goals / 15 3.07 86.7 13% 67% 20%
objectives
56. ...takes personal responsibility for results. 15 2.93 73.3 27% 53% 20%

57. Acts as a resource without removing individual 15 3.20 93.3 7% 67% 27%
responsibility.
58. Sets high personal standards of performance. 15 3.20 93.3 7% 67% 27%

59. Sets a good example. 15 3.13 93.3 7% 67% 27%

60. Responsible for setting the vision of the 15 3.20 93.3 7% 67% 27%
department.
61. Sets a good example 15 3.47 100.0 53% 47%

62. Is a person you can trust. 15 3.27 93.3 7% 60% 33%

63. Behavior is ethical and honest. 15 3.20 86.7 13% 53% 33%

Time Comparisons by Item

Previous administrations of the survey included similar items. For comparison purposes, the table below allows
you to see how your scores this year compared to your scores from the previous survey administration.
The direction of change is indicated by a colored triangle.

Item 2024 2025 Change

55. Holds herself / himself accountable to goals / objectives 2.88 3.07 +0.18 6

56. ...takes personal responsibility for results. 2.88 2.93 +0.05 6

57. Acts as a resource without removing individual responsibility. 3.18 3.20 +0.02 6

58. Sets high personal standards of performance. 3.24 3.20 -0.04 7

59. Sets a good example. 3.18 3.13 -0.04 7

60. Responsible for setting the vision of the department. 3.47 3.20 -0.27 7

61. Sets a good example 3.29 3.47 +0.17 6

62. Is a person you can trust. 3.35 3.27 -0.09 7

63. Behavior is ethical and honest. 3.18 3.20 +0.02 6

Comments:
• His communication is precise and at times short when some would prefer a greater detailed account.
• __________ is dedicated to his work and the employees that he manages. I am amazed at the kind of time he puts into
this organization.
• Has a very good attitude which makes it a pleasure working environment. Stays organized and on top of most all issues
that arise.
• I appreciate his ability to deliver a direct message while remaining sensitive to how it may impact others as well as his
sense of humor.

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Results for: 17

• He is truly dedicated to doing a good job, by helping us do a good job.

• He has been very thoughtful and taken a deliberative approach when designing and rolling out the IT upgrades.

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Results for: 18

Comments
Those who gave you feedback had the opportunity to provide additional written comments about perceived
strengths and possible development areas. This section provides a consolidated list of these comments.

What would help make you a more effective leader?

• __________ has been able to manage a unit within budget (at least to the best of my knowledge), in difficult financial times.
• He encourages staff skill development and input to improve department processes
• __________ has improved in the area of defining outcomes and expectations. I believe that without the department setting
the example, it will always be hard to clearly define what should be done. Many things are planned behind closed doors and
we are told what to do.
• __________ exemplifies all of the above.
• Overall I think he does a great job and he is very approachable.
• He also has always been thankful for any help that I have given his.

What do you like best about working with this individual?

• He won't settle for less.
• __________ is very good a recognizing the strengths of his staff and allowing each to do his/her assigned duties without trying
to micromanage. I think this leads to the staff feeling that __________ respects their abilities and contrabutions to the
department.
• __________ is dedicated, putting in long days and long hours and is accessible to both staff and his leadership team by phone
or email.
• Confidence, Attitude, Desire to learn.
• He inspires us to remember that as leaders, anything's possible.
• He does not always attend scheduled meetings. I know that he has been busy with other things but a call that he will not be able
to attend would be helpful.

What do you like least about working with this individual?

• Detailed oriented, quick learner, positive attitude, goes the extra mile, willingness to help others.
• Keep striving for excellence. Establishing this mindset along with experience will be powerful.
• He does a great job of ensuring that we keep our home and work life in balance and always offers to help in any way.
• __________ is a very good leader with significant talents. He's open to feedback from others and is continually trying to further
develop his own self.
• __________ seems to have good knowledge and awareness of the strengths and talents of his staff (as well as their
weaknesses).
• __________ has been the best manager by far we have had in this department. He encourages personal growth with making
sure we have time to attend classes offered to us.

What do you see as this person's most important leadership-related strengths?

• His recent coaching helped me work through something that had been challenging and disappointing me for months, and I was
able to make the breakthrough I believe he was looking for.
• I may not know all that is going on behind the scenes, however there are times when he may need to take more action with
some employees to help provide a more positive environment overall for the entire team.
• He is someone that has proven he can be trusted to do what is right.
• __________ is dedicated, putting in long days and long hours and is accessible to both staff and his leadership team by phone
or email.
• He has used his Core Competency learnings this well this year, and is an inspiration for others to adapt to the Organizational
Competency ideals.
• Whenever I go to __________ with a question, problem, or something that isn't working right, he acts on it immediately
- not in a day, a week, or whenever.

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Results for: 19

What do you see as this person's most important leadership-related areas for improvement?
• __________ takes people where they want to go and pushes them to be their own success.
• Professional Growth: __________ constantly strives to improve. He goes to lectures, seminars, and classes and learns from
these.
• __________ is an excellent Director.
• There are two items above that will be part of my goals for the coming year.
• He could help teammates by becoming more proficient in some areas.
• His passion for and for education and his advanced degree is a tremendous asset to the team.

Any final comments?

• I often engage with members of his team and they are confident and knowledgeable of the work that is at hand. __________
and his staff reach out to stakeholders to keep everyone informed and involved in operations that may have organization
impact. They are highly professional and share a common goal to assure safety for customers, visitors, and staff.
• Having had minimal interaction with __________'s team I am unable to respond to some of these questions. The few that I have
had interaction with have been positive and have been good organizational fits.
• Always appreciate __________'s organized approach to coordinating service opportunities between departments
• My only constructive feedback would be better communication on what he's doing and why and how it may impact others would
be appreciated.
• __________ has a Competency mindset. He is always looking for how we as an organization and specifically his department
can improve.
• He has an innate ability to match assigned roles with individual strengths.

HR-Survey.com 10/29/2025