360 degree ASHISH GHILDIYAL

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Name ASHISH GHILDIYAL
Date 25th September, 2012
360 Degree Feedback Report
12th Floor, Vandana Building, Tolstoy Marg, New Delhi – 110 001. Tel.: 011-23739529 / 32994183, Fax: 011-23739528
Email: tvpsdelhi@vsnl.net

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Contents
Section 1: Introduction to the process
This section reflects how is this report generated and how to interpret the graphs and ratings on each
competency.
Section 2: Definition of Competencies
This section provides you the definition of various competencies on which you have been assessed. Every
competency is further broken down into various observable behaviors and a feedback has been solicited from
people who have closely worked with you.
Section 3: Summary of Results
This section reflects how you have been rated on each of the competencies covered in this report. The ratings
are categorized into self rating and others rating. Others rating category includes ratings received by
Reporting Manager, Peers and Direct Reportees. Respondents were asked as to how they perceive you
display a particular behavior on the following scale:
Never Occasionally Above half
the time
Usually Almost
1 2 3 4 5
A. Strengths & Developmental Needs
This section provides:
A. The Top 5 and Bottom 5 items on which you have received highest and lowest scores.
B. Top two competencies marked as strength areas which can be leveraged by the candidates
C. Bottom two competencies to be taken as starting point in your development
Section 4: Detailed Results
This section provides detailed feedback of the ratings you have received for each of the competencies and
items.
Section 5: Summary Data Chart
This section provides a graphic representation of the Summary of Results; it compares your perspective about
yourself to that of others. This summary also provides a graphical comparison of your scores with the group
average scores.
Section 6: Summary of Level of Importance of Each Competency for Job Role
This Section summarizes how you rate the importance of the competency for your job role.
Section 7: Qualitative Comments
This section provides open feedback comments given by your raters.
1. Behaviors the incumbent should continue doing
2. Behaviors the incumbent should stop doing
3. Behaviors the incumbent should start doing

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Section 1 - Introduction
What is 360 Degree Feedback?
360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback
from the people who work around them. This typically includes the employee's manager, peers, direct reports
and customers. The respondents fill out an anonymous online feedback form that asks questions covering a
broad range of workplace competencies. The feedback forms include statements that are measured on a
rating scale and also ask raters to provide written comments. The person receiving feedback also fills out a
self-rating survey that includes the same survey questions that others receive in their forms. The Thomas 360
Degree Feedback process provides both quantitative and qualitative data for participants.
How it is done?
Thomas 360 Degree Feedback is a competency based feedback process. Based on the understanding of
Competency Framework of Viom Networks, Thomas has designed a competency based questionnaire were
each competency is measure by 3 different statements. Thomas has received a comprehensive list of
respondents (which comprises of Managers, Peers & Direct Reports) for each participant in 360 Degree
Feedback Survey Process.
Subsequently Thomas has set up links for each participant and respondent which was then monitored on daily
basis. After receiving the responses, Thomas has collated all the scores and created a report which gives an
understanding on Self Vs Others Perception.
How does it help?
Managers and leaders within organizations use 360 feedback surveys to get a better understanding of their
strengths and weaknesses. The 360 feedback system automatically tabulates the results and presents those in
a format that helps the feedback recipient create a development plan. Individual responses are always
combined with responses from other people in the same rater category (e.g. peer, direct report) in order to
preserve anonymity and to give the employee a clear picture of his/her greatest overall strengths and
weaknesses.
360 Feedback can also be a useful development tool for people who are not in a management role. It is useful
to help people be more effective in their current roles, and also to help them understand what areas they
should focus on if they want to move into a management role.
Why it is done?
It is highly effective as a development tool. The feedback process gives people an opportunity to provide
anonymous feedback to a coworker that they might otherwise be uncomfortable giving. Feedback recipients
gain insight into how others perceive them and have an opportunity to adjust behaviors and develop skills that
will enable them to excel at their jobs.

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This confidential Full Circle Feedback report has been designed to provide you with a detailed analysis of the
information received from various individuals and collated by Thomas Assessments Pvt. Ltd.
This report provides you with a summary of the scores received from your respondents who have responded to
the online Full Circle Feedback questionnaire. These scores are summarized for each of the following 14
competency categories:
 Customer Focus  Leading and Developing people
 Business Results Orientation  Effective Team Work
 Process Adherence & Excellence  Social Responsibility
 Managing Change  Corporate Governance
 Innovative Thinking  Organization Capability
 Drive for Learning  Respect for People
 Strategic and Analytical Thinking  Integrity
The analysis of the 42 statements linked to the above identifies the average rating for each competency
category (including self and excluding self) and shows the range of scores that were given to you. The report
also provides average ratings on each competency (Self and Others). The report also provides a group mean
with regard to each competency.
Group Mean
Excluding Self
3.50
Illustration
Including Self 4.25
Excluding Self 4.20
1.00 2.00 3.00 4.00 5.00
Self
Others
Above calculations is average of the ratings given by you as well as others

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Section 2 – Definition of Competencies
Customer Focus
(CF)
Innovative Thinking
(IT)
Strategic and
Analytical Thinking
(S&AT)
Business Results
Orientation
(BRO)
Process Adherence
& Excellence
(PA&E)
Drive for Learning
(DFL)
Proactively understand and analyzes current and future customer needs to be
able to respond to their needs. Respond with appropriate solutions to create
customer delight
Displays the ability to generate solutions and solve problems by taking effective
and practical decisions though out of the box thinking
Displays comfort with analysis of information to arrive at necessary conclusions
and judgment
Displays the ability to aggressively and passionately pursue ambitious targets,
continuously looking for improvement with consistent determination &
discipline, and takes initiatives for the fulfillment of goals in the face of
challenges and obstacles”
Delivers high quality work through systematic planning, resource utilization and
process efficiency ensuring speed and accuracy
Willing to learn from multiple sources and experimenting different ways of
performing the work and encouraging the same
Effective Team Work
(ETW)
Implies the intention to work cooperatively with others, to be part of a team.
Provide direction and leadership when required and collaborate with other
teams to achieve business results

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Section 2 – Definition of Competencies Continues….
Leading & Developing
People (L&DP)
Managing Change
(MC)
Social Responsibility
(SR)
Integrity
(Int)
Respect for
People
(RP)
Drives performance by providing direction and necessary support; provides
regular feedback and coaching for development
Creates a compelling business case for organizational change and identifies
critical success factors and potential obstacles to change
We will be responsible towards the society and environment where we operate
in, in all our action and we will have Inclusive approach of people, planet and
profit. We will foster a healthy balance between our professional endeavors,
family lives, communities and environment
We will be consistent in our words and actions and honor all our commitments.
We take personal responsibility to do what needs to be done and report the
results in a straightforward manner
People are our competitive advantage, we value and encourage diversity. At
Viom, all will be given equal opportunity to state their point of view, giving due
respect to self and others, maintaining the environment of team work and
growth. This will create an environment of openness and will ensure informed
decisions, understanding and trust
Organizational
Capability
(OC)
Corporate
Governance
(CG)
We will promote an environment where employees are accountable for their job
performance and expected to demonstrate their expertise in making effective,
efficient and sustainable decisions
We will always follow processes, customer, policies and laws to demonstrate
highest level of transparency and objectivity in all our actions

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Section 3 – Summary of Results
The table below reflects ratings, by raters, for each of the competencies. The ratings are categorized into
Self rating and Others (Reporting Manager, Peers and Direct Reportees) ratings and group average rating.
The competency results represent the average of the ratings from the individual questions which make up the
different competency scales. The last column of this table displays the average rating of all raters including
your own ratings.
Competency Self
Average
Excluding Self
Group
Mean
Overall
Rating
Manager Score Card
(Subordinate)
Customer Focus 4.67 4.33 3.93 4.36 4.53
Business Results Orientation 5.00 4.52 4.01 4.56 4.73
Process Adherence & Excellence 4.33 4.24 4.04 4.25 4.47
Managing Change 5.00 4.39 4.02 4.44 4.87
Innovative Thinking 4.67 4.21 3.85 4.25 4.47
Drive for Learning 4.00 4.30 4.01 4.28 4.40
Strategic and Analytical Thinking 4.67 4.45 4.00 4.47 4.73
Leading and Developing people 5.00 4.30 3.98 4.36 4.60
Effective Team Work 5.00 4.24 4.00 4.31 4.40
Social Responsibility 4.33 4.21 3.96 4.22 4.60
Corporate Governance 5.00 4.48 4.28 4.53 4.60
Organization Capability 4.67 4.06 3.90 4.11 4.13
Respect for People 4.33 4.18 4.03 4.19 4.53
Integrity 4.67 4.42 4.19 4.44 4.60
* Group Mean: It is the mean of scores of all the candidates participating in the 360 Degree Feedback Process
(Band2). The candidates scores in any competency can be then compared against the groups mean score to
assess where does an individual stand in the group.

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A. Graphs of Top 5 and Bottom 5 Statements averages
This section highlights 5 statements on which you have received your highest responses and 5 statements
on which you have received your lowest responses.
1.00 2.00 3.00 4.00 5.00
Creates opportunities for self and teams learning's
Displays high standards of ethical conductand coaches
others on the same
Keeps business challenges and goals in mind and drives
team to achieve the target
Communicates the importance of change to the team
members and supports them in the process
Maintains transparency and objectivity in all business
decisions
Top Five Scores
1 2 3 4 5
Encourages and supports people to experiment,for learning
and growth to occur
Identifies opportunities to benefitcommunity thatextend
beyond own area of responsibility
Mentors,trains, inspires,delegates and counsels team
members for building their career and knowledge
Acknowledges legitimate differences of opinion,and accept
decisions reached
Creates solutions through unconventional /non - standard
solutions
Bottom Five Scores

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B. Top two competencies as Strength
The table below represents the top 2 competencies with the highest average (excluding self) rating identified
as your Strength Area.
Competency Name Average Excluding Self
Corporate Governance 4.48
Business Results Orientation 4.52
Corporate Governance: It suggests that the candidate displays high standards of ethical
conduct and coaches others on the same. He/She maintains transparency and objectivity in
all business decisions. It also suggests that the candidate follows organizational policies and
ensures others too work in the same work
Business Results Orientation: It suggests that the candidate identifies business challenges
and cascades these in the form of performance goals/ opportunities for differentiated
performance. He/She is able to set targets and high performance standards and constantly
compares self and function’s performance with the standards. He/She actively scouts for
opportunities where contribution / expertise could help & offers support. He/She continuously
communicates the business goals to the team in simple terms and drives for results. He/She
is able to drive to maximize revenue and profit; ensures resource planning and allocation as
per goals

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C. Bottom two competencies for development
The table below represents the bottom 2 competencies with the lowest average (excluding self) rating
identified as your Area of Development.
Competency Name Average Excluding Self
Organization Capability 4.06
Respect for People 4.18
Organization Capability: It suggests that the candidate lacks encouragement to team
members for self development. Candidate needs to develop adoption of new practices, citing
operational difficulties
Respect for People: It suggests that the candidate should respect the idea shared by others.
He/She needs to develop a habit of not interrupting others consistently

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Section 4 – Detailed Report
A. Customer Focus
4.36 4.67 4.33
3.93 1.00 10.00
Excluding Self 4.18
Group Mean
Excluding Self
3.91
Ensures high quality delivery and looks forward to provide "Wow - Effect" to customer
Including Self
Keeps track of market dynamics and uses the market trend to understand customer
needs
Including Self
Excluding Self
Group Mean
Excluding Self
4.50
4.55
3.96
Tracks industry trends in order to identify potential customers
Including Self 4.25
4.33
Excluding Self 4.27
Group Mean
Excluding Self
3.93
Consolidated Competency Rating
Overall Rating Self Others
Range Distribution
Group Mean Rated <=3 Rated > 3
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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B. Business Results Orientation
4.56 5.00 4.52
4.01 0.00 11.00
Range Distribution
Takes numerous sustained actions over time in the face of obstacles to achieve
extremely challenging goals
Including Self 4.58
Including Self 4.67
Excluding Self
Group Mean
Excluding Self
3.89
Group Mean
Excluding Self
4.13
Excluding Self 4.55
Sets high performance targets for team and urges them to take initiative and become
proactive towards achieving results
Including Self 4.42
Excluding Self 4.36
4.64
Group Mean
Excluding Self
4.02
Keeps business challenges and goals in mind and drives team to achieve the target
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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C. Process Adherence & Excellence
4.25 4.33 4.24
4.04 0.00 11.00
Excluding Self 4.18
4.01
Ensures constant review of existing procedures and looks forward to upgrade the
same
Including Self
Group Mean
Excluding Self
3.98
Focuses on quality of the deliverables
Including Self 4.25
Excluding Self 4.27
Group Mean
Excluding Self
4.25
Including Self 4.25
Excluding Self 4.27
Group Mean
Excluding Self
4.12
Establishes efficient processes and ensures team follows the same with diligence
Range Distribution
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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D. Managing Change
4.44 5.00 4.39
4.02 0.00 11.00
Group Mean
Excluding Self
3.97
Communicates the importance of change to the team members and supports them in
the process
Including Self
Is open / flexible to changing market / business environment
Including Self 4.42
Excluding Self 4.36
4.67
Excluding Self 4.64
Group Mean
Excluding Self
4.08
Changes an approach to the situation or a task, to keep pace with changing demands
or requirements or to respond to new developments
Including Self 4.25
Excluding Self 4.18
Range Distribution
Group Mean
Excluding Self
4.02
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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E. Innovative Thinking
4.25 4.67 4.21
3.85 1.00 10.00
Range Distribution
3.67
Recognizes and weighs risks associated with innovative ideas
Including Self 4.25
Excluding Self 4.27
Group Mean
Excluding Self
4.00
Creates solutions through unconventional / non - standard solutions
Including Self 4.17
Excluding Self 4.09
Group Mean
Excluding Self
3.88
Challenges old and traditional methods and proposes fresh and unique ideas to solve
a problem
Including Self 4.33
Excluding Self 4.27
Group Mean
Excluding Self
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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F. Drive for Learning
4.28 4.00 4.30
4.01 0.00 11.00
Takes feedback in positive sense and acts positively to develop the limitations
Including Self 4.42
Excluding Self 4.45
Group Mean
Excluding Self
4.06
Encourages and supports people to experiment, for learning and growth to occur
Including Self 3.92
Excluding Self 3.91
Group Mean
Excluding Self
3.98
Creates opportunities for self and teams learning's
Including Self 4.50
Excluding Self 4.55
Group Mean
Excluding Self
3.98
Range Distribution
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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G. Strategic and Analytical Thinking
4.47 4.67 4.45
4.00 0.00 11.00
Group Mean
Excluding Self
4.02
Range Distribution
Excluding Self 4.36
Group Mean
Excluding Self
4.00
Takes decision only after doing a thorough root - cause analysis
Including Self 4.50
Excluding Self 4.45
Understands the current business environment and prepares alternative future
scenarios
Including Self 4.58
Excluding Self 4.55
Group Mean
Excluding Self
4.00
Assesses current state and develops in-depth plans and resources to facilitate
implementation of best practices
Including Self 4.33
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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H. Leading and Developing people
4.36 5.00 4.30
3.98 0.00 11.00
Provides others with a clear direction
Including Self 4.42
Excluding Self 4.36
Group Mean
Excluding Self
4.02
Consistently measures performances on set benchmarks and recognizes good
performance
Including Self 4.25
Excluding Self 4.18
Group Mean
Excluding Self
3.97
Provides others with development opportunities and coaching
Including Self 4.42
Excluding Self 4.36
Group Mean
Excluding Self
3.95
Range Distribution
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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I. Effective Team Work
4.31 5.00 4.24
4.00 0.00 11.00
Encourages and empowers others, making them feel important
Including Self 4.25
Excluding Self 4.18
Group Mean
Excluding Self
3.96
Encourages crosss functional / cross departmental cooperation within the
organization
Including Self 4.33
Excluding Self 4.27
Range Distribution
Group Mean
Excluding Self
4.02
Creates an environment conducive to teamwork for generation and sharing of ideas
Including Self 4.33
Excluding Self 4.27
Group Mean
Excluding Self
4.02
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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J. Social Responsibility
4.22 4.33 4.21
3.96 0.00 11.00
Identifies opportunities to benefit community that extend beyond own area of
responsibility
Including Self 3.92
Excluding Self 3.91
Group Mean
Excluding Self
3.77
Identifies opportunities to improve environment that extend beyond own area of
responsibility
Including Self 4.25
Excluding Self 4.27
Group Mean
Excluding Self
3.86
Maintains cleanliness at work area and ensures that others in the team also maintain
hygiene
Including Self 4.50
Excluding Self 4.45
Group Mean
Excluding Self
4.27
Range Distribution
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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K. Corporate Governance
4.53 5.00 4.48
4.28 0.00 11.00
Displays high standards of ethical conduct and coaches others on the same
Including Self 4.58
Excluding Self 4.55
Group Mean
Excluding Self
4.37
Maintains transparency and objectivity in all business decisions
Including Self 4.67
Excluding Self 4.64
Group Mean
Excluding Self
4.13
Follows organizational policies and ensures others too work in the same work
Including Self 4.33
Excluding Self 4.27
Group Mean
Excluding Self
4.33
Range Distribution
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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L. Organization Capability
4.11 4.67 4.06
3.90 0.00 11.00
Creates, nurtures and maintains a culture of empowerment
Including Self 4.17
Excluding Self 4.09
Group Mean
Excluding Self
3.95
Mentors, trains, inspires, delegates and counsels team members for building their
career and knowledge
Including Self 4.00
Excluding Self 4.00
Group Mean
Excluding Self
3.90
Takes initiatives to improve total company talent pool
Including Self 4.17
Excluding Self 4.09
Group Mean
Excluding Self
3.86
Range Distribution
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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M. Respect for People
4.19 4.33 4.18
4.03 0.00 11.00
Is sensitive to the body language of the speakers and adapts his communication style
accordingly
Including Self 4.25
Excluding Self 4.27
Group Mean
Excluding Self
3.97
Builds mutual trust and respect with various stakeholders (not due to positional status
but innate human qualities)
Including Self 4.33
Excluding Self 4.27
Group Mean
Excluding Self
4.14
Acknowledges legitimate differences of opinion, and accept decisions reached
Including Self 4.00
Excluding Self 4.00
Group Mean
Excluding Self
3.99
Range Distribution
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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N. Integrity
4.44 4.67 4.42
4.19 0.00 11.00
Has irreproachable reputation for honesty and trustworthiness
Including Self 4.50
Excluding Self 4.45
Group Mean
Excluding Self
4.33
Is true owner of any work he/she takes on
Including Self 4.42
Excluding Self 4.36
Group Mean
Excluding Self
4.15
Establishes priorities that champion VIOM interests in all business decisions
Including Self 4.42
Excluding Self 4.45
Group Mean
Excluding Self
4.10
Range Distribution
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others
1.00 2.00 3.00 4.00 5.00
Self
Others

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Section 5 – Summary Data Chart Average of Competencies
The table below summarizes the scores of your Full Circle feedback against each of the 14 competency
Categories. The higher the score, the greater is the perception that you display the behavior. The table
summarizes a comparison of your score (self), average score (excluding self) and the group average (band
average). This data is also represented graphically in the order of the competency with the highest average
score appearing at the top.
1.00 2.00 3.00 4.00 5.00
Organization Capability
Respect for People
Innovative Thinking
Social Responsibility
Process Adherence & Excellence
Effective Team Work
Leading and Developing people
Drive for Learning
Customer Focus
Managing Change
Integrity
Strategic and Analytical Thinking
Corporate Governance
Business Results Orientation
Group Mean Excluding Self Average Including Self Average Excluding Self
Competency
Average
Excluding Self
Average
Including Self
Group Mean
Excluding Self
Organization Capability 4.06 4.11 3.90
Respect for People 4.18 4.19 4.03
Innovative Thinking 4.21 4.25 3.85
Social Responsibility 4.21 4.22 3.96
Process Adherence & Excellence 4.24 4.25 4.04
Effective Team Work 4.24 4.31 4.00
Leading and Developing people 4.30 4.36 3.98
Drive for Learning 4.30 4.28 4.01
Customer Focus 4.33 4.36 3.93
Managing Change 4.39 4.44 4.02
Integrity 4.42 4.44 4.19
Strategic and Analytical Thinking 4.45 4.47 4.00
Corporate Governance 4.48 4.53 4.28
Business Results Orientation 4.52 4.56 4.01

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Section 6 - Summary of Level of Importance of Each
Competency for Job Role
The following table summarizes how you rate the importance of the competency for your job role. You
will also see how your perception compares with your manager’s perception of your job.
Competency categories
Rating
Excluding Self
Self Manager
Customer Focus 1.00 2.00 4.33
Business Results Orientation 2.00 1.00 4.52
Process Adherence & Excellence 3.00 7.00 4.24
Managing Change 6.00 4.00 4.39
Innovative Thinking 11.00 9.00 4.21
Drive for Learning 14.00 11.00 4.30
Strategic and Analytical Thinking 7.00 8.00 4.45
Leading and Developing people 5.00 12.00 4.30
Effective Team Work 8.00 5.00 4.24
Social Responsibility 13.00 14.00 4.21
Corporate Governance 12.00 13.00 4.48
Organization Capability 9.00 6.00 4.06
Respect for People 10.00 10.00 4.18
Integrity 4.00 3.00 4.42
Ranking
Note:
For Ranking:
1=Most important
14=Least Important
For Rating:
5=Almost
1=Never
Self Rating v/s Manager’s Ranking - Comparison
This table has 4 columns – Competency categories. Your ranking of how important each competency
is to your job, Your manager’s ranking of how important each competency is to your job and the
ratings you got on each competency. Your ratings are shown in the far right-hand column.
High ranked competencies (given by manager) alongside high overall rating indicates your key skills
are well matched with the priorities in your current job role. High ranked competencies (given by
manager) alongside low overall rating indicate potentially high priority development areas.

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Ranking Differences
Cells highlighted in yellow indicate competencies with greatest difference in priority ranking between
Self and Manager.
Areas with large differences (a difference of 5 and above) between ranking of competencies between
yourself and manager often indicate a need to discuss the priorities of your role with the manager,
with whom you work alongside. Large differences often indicate potential areas of misunderstanding.

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Section 7 - Qualitative Comments
Comments compiled in this section are recorded exactly as entered by the respondents – they are not edited,
emphasized, ordered or filtered in any way. Where comments appear to be duplicated, it is where the same
comment has been entered by more than one respondent.
A. Behaviors the incumbent should continue doing:
 Team Building
 Taking people along
 Taking new business initiatives
 Support as & when required professionally & personally
 perfection in wrk f seld & team
 Motivating the team.
 Leading and motivating team for achieving high targets
 Leading and developing peoples.
 Leadership
 His comprehensive outlook is great for the organization and mentors peopl across level for the
development of the team and the Circle.
 High customer affection.
 Give correct direction to resolve complex situation to achive the target within the time fame &
company guidline
 Directing and teaching by self example how to be a better performer.
 Business Driven with an eye for operational excellence
 Business analysis
 ASHISH to continue the methodology of running the operation
 analytical thinking
 Analysis and action plan for the specific issues /challenges
 Addressing regulatory issues of the circle he is handling to improve environment for his
business
 • Improves and identifies superior ways of managing business operations • Reviews the
performance of subordinates regularly, motivates, recognizes their contribution.
 • Empowers his / her team members and holds them accountable • Strives to improve
Customer Satisfaction by all means.

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B. Behaviors the incumbent should stop doing:
 Working long hours.
 stop entertaining minut level complains, stop pointing employees infront of others.
 Proposing high cost solutions.
 Process breach
 not to be baised, stop favouritism ,come out of HALO thinking
 Not taking social responsibility.
 Not taking overall responsibility.
 Not maintaining a relation ship with counter parts/colleages
 If any non adherene to the established process
 Getting impatient when things not go as per planning.
 Excessively patient for team
 Depending heavily for tecnical guidance for his area of operations
 • Being a task master only
 • Be of moody / reserved nature

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C. Behaviors the incumbent should start doing:
 Work delegation
 With his bsuiness back ground leading with developing innovative revenue growth plans
 To be a good listener
 Team building
 Take training sessions of career path development and management.
 Plan out for team games.
 Out of box thinking.
 Intellectual input of the team can further be raised with his overall experience
 Initiative and response for challenges.
 Get more in to technical side
 Database integrity
 come out of baised thinking, be judgemental
 Can be more friendly and have in depth realtion with stakeholders/counter parts
 Assessing current status and developing in depth plans and resources to faciliates
implementing the best practices
 appriciate others performance too..
 • Start showing empathy
 • Start personal coordination / mingling with peers and sub ordinates

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Individual Development Plan
Competency Name :
Development Tool Action Steps to be taken by Employee
Target Completion
Date
Progress
Indicators /
Result
Others Involved
Nature of Support
needed from Others
Assignments /
Projects / In place
Activities
Educational /
Training Events
Self – Study /
Readings / Videos

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Competency Name :
Development Tool Action Steps to be taken by Employee
Target Completion
Date
Progress
Indicators / Result
Others Involved
Nature of Support needed
from Others
Assignments /
Projects / In place
Activities
Educational /
Training Events
Self – Study /
Readings / Videos

360 degree ASHISH GHILDIYAL

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