Individual Report for Maria Sample

360

Table of Contents
3

Section 1: The New HR Competency Model

Section 2: Understanding Your Report

Section 3: Demographic Information

Section 4: Summary of Domains

11

Section 5: Factor Scores

Section 6: Individual Item Scores

Section 7: Most Positive Items

Section 8: Least Positive Items

Section 9: Written Comments

The New HR Competency Model

2012 HR Competency Model

The HR competencies assessed in
this survey were developed based on
analysis of more than 20,000
respondents from all regions of the
world. Statistical analysis produced
six domains and 20 factors. In
addition to the domains themselves,
the organization of the model is
significant. This subsection addresses
the organization and provides
explanations for each of the six major
competency domains.

Acknowledgements
Thank you for participating in the HR competency assessment. This assessment is the most comprehensive of its kind and
provides comparison data from over 20,000 respondents who participated in the sixth round of the Human Resource Competency
Study (HRCS), conducted jointly by The RBL Group and The Ross School of Business at the University of Michigan, with support
from our regional partners:

2012 The RBL Group | Individual Report for Maria Sample

Six Domains of the HR Competency Model

STRATEGIC POSITIONER

CREDIBLE ACTIVIST

CAPABILITY BUILDER

HR professionals think and act from the

Business leaders build personal

An effective HR professional creates an

outside-in. They are aware of and able to relationships with HR professionals.

effective and strong organization.

translate external business trends into

Effective HR professionals are credible

Organization is not structure or process; it

internal organization actions. They

activist. Credibility comes when HR

is a distinct set of capabilities. Capability

understand the general business

professionals do what they promise, build represents what the organization is good

conditions (e.g., social, technological,

personal relationships of trust, and can be at and known for.

economic, political, environmental, and

relied on. Being a trusted advisor helps

demographic trends) that affect their

HR professionals have positive personal

HR professionals should be able to audit

industry and geography.

relationships.

and invest in the creation of

They target and serve key customers of

As an activist, HR professionals have a

capabilities outlast the behavior or

their organization by segmenting

point-of-view not only about HR

performance of any individual manager or

customers, knowing customer

activities, but about business demands.

system. Capabilities have been referred to

expectations, and aligning organization

As activists, HR professionals learn how

as a companys culture, process, or

actions to meet customer needs.

to influence others in a positive way.

identity.

organizational capabilities. These

Some have called this HR with an

They also cocreate their organizations

attitude.

strategic response to business conditions

HR Professionals should make sure that

line managers recognize the importance

and customer expectations by helping

HR professionals who are credible but not of an organizations capabilities in

frame and make strategic and

activists are admired, but do not have

organization choices.

much impact. Those who are activists but

sustaining an organizations success.

not credible may have good ideas, but not HR professionals should facilitate

Interpreting global business

context
Decoding customer expectations
Co-crafting a strategic agenda

much attention will be given to them. To capability audits to determine the identity
be credible activists, HR professionals

of the organizations. One of the emerging

need to be self aware and committed to

capabilities of successful organizations is

building their profession.

to create an organization where

employees find meaning and purpose at

Earning trust through results
work. HR professionals can help line
Influencing and relating to others managers create meaning so that the
Improving through self-awareness
capability of the organization reflects the
Shaping the HR profession
deeper values of the employees.

Capitalizing organizational
capability

Aligning strategy, culture,

practices, and behavior

Creating a meaningful work

environment

2012 The RBL Group | Individual Report for Maria Sample

Six Domains of the HR Competency Model

CHANGE CHAMPION

TECHNOLOGY PROPONENT

HR professionals need to make an

HR INNOVATOR AND
INTEGRATOR

organizations internal capacity for

Effective HR professionals integrate

the way in which HR people think and do

change match the external pace of

innovative HR practices into unified

In recent years, technology has changed

professionals help make change happen

their work. At a basic level, HR

solutions to business problems. To do so, professionals need to use technology to
they must know latest insights on key HR more efficiently deliver HR administrative

at institutional (changing patterns),

practice areas related to talent sourcing,

systems like benefits, payroll processing,

initiative (making things happen), and

talent development, performance

healthcare costs, and other administrative

individual (enabling personal change)

management, work and organization

services.

levels. To make change happen at these

design, and leadership brand.

change. As change champions, HR

three levels, HR professionals play two

critical roles in the change process.
Initiating change means that HR

In addition, HR professionals need to use

They must also be able to turn these

technology to help people stay connected

unique HR practice areas into integrated

with each other. This means that

solutions that match business

technology can be used to improve

professionals build a case for why change requirements.

communications, to do administrative

matters, overcome resistance to change,

work more efficiently, and to connect

engage key stakeholders in the process of Building leadership brand

Optimizing human capital through
change, and articulate the decisions to
workforce planning and analytics
start change.
Developing talent
Shaping organization and
By sustaining change, HR professionals
communication practices

Driving performance
institutionalize change through the
organizational resources, organization

inside employees to outside customers.

An emerging technology trend is using
technology as a relationship building tool
through social media. Leveraging social
media enables the business to position
itself for future growth.

structure, communication, and continual

learning.

HR professionals who understand

technology will create improved

As change champions, HR professionals

organizational identity outside the

partner to create organizations that are

company and improve social relationships

agile, flexible, responsive, and able to

inside the company. As technology

make transformation happen.

exponents, HR professionals have to

access, advocate, analyze and align

Initiating change
Sustaining change

technology for information, efficiency, and

relationships.

Improving utility of HR operations

Connecting people through
technology

Leveraging social media tools

2012 The RBL Group | Individual Report for Maria Sample

Understanding Your Report

To help you better understand your report, we have provided the following definitions for terms used throughout the report.

DEFINITIONS OF SCORES

Self

Supervisor

HR Associates

Non-HR Associates

Represents the average of all your personal answers for items in the domain or factor being shown.

Represents the average of all your supervisors' answers for items in the domain or factor being
shown. Does not include your self-score.
Represents the average of all answers given by your HR associate raters for items in the domain or
factor being shown. Does not include your self-score.
Represents the average of all answers given by your non-HR associate raters for items in the domain
or factor being shown. Does not include your self-score.
Represents the average of all answers given by all raters (supervisors and associates) within your

Company/Group

company or group for items in the domain or factor being shown. Does not include participants'
answers (no self-scores).
Represents the average of all answers given by all raters (supervisors and associates) within your

Region

region for items in the domain or factor being shown. Does not include participants' answers (no selfscores).
Global norms, indicated on charts by a number and a red circle, represent respondents from the

Global Norm

entire database that fall within a given respondent group. For example, the associate global norm is
an average comprised of all associates contained within the entire database.

DEFINITIONS OF TERMS
Refers to the six major categories of competencies determined by factor analysis of the round six HR
Domain

Competency Study data. The six domains are: Strategic Positioner, Credible Activist, Capability
Builder, Change Champion, HR Innovator & Integrator, and Technology Proponent.

Factor

Item

Refers to the individual competency categories within each domain. A complete list and organization
of these factors can be found in Section 1: New HR Competency Model.

The individual survey questions used to compile factor and domain scores.

Scale
Each respondent was asked to rate their perception of your performance using the following five-point scale:

Very poorly

Poorly

Neutral

2012 The RBL Group | Individual Report for Maria Sample

Well

Very well

Demographics

2012 The RBL Group | Individual Report for Maria Sample

How to read the graphs

Global Norms
This section offers information about the people whose responses make up the information upon which this survey is based.
Understanding the demographics included in a survey will help you better understand your results.

Your Data

Global Database

Supervisor

HR participants

2,628

HR Associates

Supervisors

2,336

Non-HR Associates

HR Associates (non-supervisor)

7,909

Respondents in Company/Group

15

Non-HR Associates (non-supervisor)

7,140

2012 The RBL Group | Individual Report for Maria Sample

Summary of Domains

Global Norm

STRATEGIC
POSITIONER

YOUR SCORE

GLOBAL NORM

3.8

3.9

Self

4.3

3.7

Supervisor

4.4

3.7

HR Associates

3.6

3.9

Non-HR Associates

3.9

3.9

Comp./Group

3.9

Region

3.8

CREDIBLE
ACTIVIST

YOUR SCORE

GLOBAL NORM

3.9

4.3

Self

4.7

4.2

Supervisor

4.8

4.2

HR Associates

3.6

4.2

Non-HR Associates

3.9

4.3

Comp./Group

4.2

Region

4.2

CAPABILITY
BUILDER

YOUR SCORE

GLOBAL NORM

3.6

4.0

Self

3.9

3.9

Supervisor

4.4

3.9

HR Associates

3.1

4.0

Non-HR Associates

3.8

4.0

Comp./Group

4.0

Region

3.9

2012 The RBL Group | Individual Report for Maria Sample

Summary of Domains (continued)

10

Global Norm

CHANGE
CHAMPION

YOUR SCORE

GLOBAL NORM

3.7

3.9

Self

4.0

3.8

Supervisor

3.9

3.8

HR Associates

3.4

3.9

Non-HR Associates

4.0

4.0

Comp./Group

4.0

Region

3.8

HR INNOVATOR
AND
INTEGRATOR

YOUR SCORE

GLOBAL NORM

3.8

3.9

Self

3.9

3.8

Supervisor

3.9

3.8

HR Associates

3.6

3.9

Non-HR Associates

3.9

3.9

Comp./Group

4.0

Region

3.8

TECHNOLOGY
PROPONENT

YOUR SCORE

GLOBAL NORM

3.8

3.7

Self

4.2

3.5

Supervisor

3.9

3.6

HR Associates

3.2

3.7

Non-HR Associates

4.2

3.7

Comp./Group

3.7

Region

3.5

2012 The RBL Group | Individual Report for Maria Sample

Factor Scores

11

STRATEGIC POSITIONER
MEAN

GLOBAL
NORM

Self

4.0

3.7

Supervisor

4.8

3.6

HR Associates

3.7

3.9

Non-HR Associates

4.2

3.8

Comp./Group

3.9

0.0

Region

3.8

0.0

Self

5.0

3.7

Supervisor

4.8

3.7

HR Associates

3.4

3.9

Non-HR Associates

3.8

3.9

Comp./Group

3.9

0.0

Region

3.7

0.0

Self

3.8

3.8

Supervisor

3.8

3.8

HR Associates

3.6

4.0

Non-HR Associates

3.7

4.0

Comp./Group

3.9

0.0

Region

3.9

0.0

1A. Interpreting global business context

GLOBAL NORM

1B. Decoding customer expectations

1C. Co-crafting a strategic agenda

2012 The RBL Group | Individual Report for Maria Sample

Factor Scores (continued)

12

CREDIBLE ACTIVIST
MEAN

GLOBAL
NORM

Self

5.0

4.4

Supervisor

5.0

4.4

HR Associates

3.8

4.4

Non-HR Associates

3.9

4.4

Comp./Group

4.3

0.0

Region

4.3

0.0

Self

4.5

4.1

Supervisor

4.8

4.1

HR Associates

3.1

4.2

Non-HR Associates

3.7

4.3

Comp./Group

4.2

0.0

Region

4.2

0.0

Self

4.3

4.1

Supervisor

4.3

4.0

HR Associates

3.6

4.1

Non-HR Associates

4.6

4.1

Comp./Group

4.1

0.0

Region

4.0

0.0

Self

5.0

3.9

Supervisor

5.0

4.0

HR Associates

4.2

4.1

Non-HR Associates

3.7

4.3

Comp./Group

4.2

0.0

Region

4.1

0.0

2A. Earning trust through results

GLOBAL NORM

2B. Influencing and relating to others

2C. Improving through self-awareness

2D. Shaping the HR profession

2012 The RBL Group | Individual Report for Maria Sample

Factor Scores (continued)

13

CAPABILITY BUILDER
MEAN

GLOBAL
NORM

Self

4.5

4.0

Supervisor

4.3

3.9

HR Associates

2.7

4.0

Non-HR Associates

4.1

4.0

Comp./Group

4.0

0.0

Region

3.9

0.0

Self

3.8

3.8

Supervisor

4.5

3.8

HR Associates

3.6

3.9

Non-HR Associates

3.9

4.0

Comp./Group

4.0

0.0

Region

3.9

0.0

Self

3.3

3.9

Supervisor

4.3

3.9

HR Associates

2.9

3.9

Non-HR Associates

3.4

4.0

Comp./Group

4.0

0.0

Region

3.9

0.0

3A. Capitalizing organizational capability

GLOBAL NORM

3B. Aligning strategy, culture, practices, and behavior

3C. Creating a meaningful work environment

2012 The RBL Group | Individual Report for Maria Sample

Factor Scores (continued)

14

CHANGE CHAMPION
MEAN

GLOBAL
NORM

Self

4.0

3.9

Supervisor

3.8

3.8

HR Associates

3.0

3.9

Non-HR Associates

4.3

4.0

Comp./Group

4.0

0.0

Region

3.9

0.0

Self

4.0

3.8

Supervisor

4.0

3.8

HR Associates

3.8

3.9

Non-HR Associates

3.7

3.9

Comp./Group

4.0

0.0

Region

3.8

0.0

4A. Initiating change

GLOBAL NORM

4B. Sustaining change

2012 The RBL Group | Individual Report for Maria Sample

Factor Scores (continued)

15

HR INNOVATOR AND INTEGRATOR

MEAN

GLOBAL
NORM

Self

3.0

3.7

Supervisor

3.3

3.8

HR Associates

3.2

3.9

Non-HR Associates

3.8

3.9

Comp./Group

3.9

0.0

Region

3.8

0.0

Self

4.3

3.8

Supervisor

4.5

3.8

HR Associates

4.0

3.9

Non-HR Associates

4.4

4.0

Comp./Group

4.0

0.0

Region

3.8

0.0

Self

4.3

3.7

Supervisor

3.5

3.8

HR Associates

4.3

3.9

Non-HR Associates

3.9

3.8

Comp./Group

4.0

0.0

Region

3.7

0.0

Self

4.3

3.8

Supervisor

3.8

3.8

HR Associates

3.2

4.0

Non-HR Associates

3.3

4.0

Comp./Group

4.0

0.0

Region

3.8

0.0

Self

4.0

3.8

Supervisor

4.5

3.8

HR Associates

3.3

3.9

Non-HR Associates

4.1

3.9

Comp./Group

4.0

0.0

Region

3.8

0.0

5A. Building leadership brand

GLOBAL NORM

5B. Optimizing human capital through workforce planning and analytics

5C. Developing talent

5D. Shaping organization and communication practices

5E. Driving performance

2012 The RBL Group | Individual Report for Maria Sample

Factor Scores (continued)

16

TECHNOLOGY PROPONENT
MEAN

GLOBAL
NORM

Self

3.5

3.5

Supervisor

3.0

3.6

HR Associates

3.2

3.7

Non-HR Associates

3.4

3.8

Comp./Group

3.7

0.0

Region

3.6

0.0

Self

4.5

3.6

Supervisor

4.0

3.6

HR Associates

3.4

3.8

Non-HR Associates

4.3

3.8

Comp./Group

3.8

0.0

Region

3.6

0.0

Self

4.3

3.4

Supervisor

4.5

3.5

HR Associates

3.1

3.7

Non-HR Associates

4.8

3.7

Comp./Group

3.6

0.0

Region

3.5

0.0

6A. Improving utility of HR operations

GLOBAL NORM

6B. Connecting people through technology

6C. Leveraging social media tools

2012 The RBL Group | Individual Report for Maria Sample

Individual Item Scores

17

Self

Supervisor

HR Associates

Non-HR
Associates

Comp./Group

Region

4.0

4.8

3.7

4.2

3.9

3.8

Global business environment (e.g., emerging markets or shifts in traditional markets)

4.0

5.0

3.3

3.7

3.8

3.9

Technology trends that influence your business (e.g., social media, cloud computing, mobile
technology)

4.0

5.0

3.7

4.3

3.7

3.6

Competitor analysis

3.0

4.0

3.3

3.7

3.7

3.6

How your business makes money (e.g., who, where, how)

5.0

5.0

4.3

5.0

4.2

4.0

5.0

4.8

3.4

3.8

3.9

3.7

Expectations of external customers

5.0

5.0

3.7

4.0

4.0

3.9

Help articulate a customer value proposition that guides internal organization actions

5.0

5.0

3.7

4.0

3.8

3.7

Focus the culture on meeting the needs of external customers

5.0

5.0

3.0

3.0

3.8

3.7

Ensure that the culture (firm brand) of your business is recognized in the minds of external
stakeholders (e.g., customers, shareholders)

5.0

4.0

3.3

4.3

3.8

3.6

3.8

3.8

3.6

3.7

3.9

3.9

Operations within your business

4.0

4.0

3.0

2.3

4.0

4.0

Spot opportunities for business success

4.0

4.0

4.0

3.7

3.8

3.6

Identify and help solve problems central to business strategy

3.0

3.0

4.3

4.3

4.0

3.8

Translate business strategy into a talent (workforce) or culture (workplace) set of initiatives

4.0

4.0

3.0

4.3

4.0

4.0

STRATEGIC POSITIONER
1A. Interpreting global business context

1B. Decoding customer expectations

1C. Co-crafting a strategic agenda

Highest Scores
(4.5 & above)

2012 The RBL Group | Individual Report for Maria Sample

Lowest Scores
(2.0 & below)

Individual Item Scores (continued)

18

Self

Supervisor

HR Associates

Non-HR
Associates

Comp./Group

Region

5.0

5.0

3.8

3.9

4.3

4.3

Meets commitments

5.0

5.0

3.3

4.3

4.2

4.3

Has track record of results

5.0

5.0

3.7

4.3

4.2

4.2

Demonstrates personal integrity and ethics

5.0

5.0

4.0

3.7

4.5

4.5

Has earned trust with key internal stakeholders

5.0

5.0

4.3

3.3

4.3

4.3

4.5

4.8

3.1

3.7

4.2

4.2

Appropriately influences others

5.0

5.0

4.0

3.3

4.1

4.0

Shows a genuine interest in others

5.0

5.0

3.7

3.7

4.3

4.2

Acts with appropriate balance of confidence and humility

4.0

5.0

2.7

3.7

4.2

4.2

Has an appropriate sense of humor at work

4.0

4.0

2.0

4.0

4.2

4.3

4.3

4.3

3.6

4.6

4.1

4.0

Takes appropriate risks

4.0

4.0

2.7

4.7

3.9

3.8

Seeks to learn from both successes and failures (e.g., is curious)

5.0

5.0

3.7

4.7

4.3

4.2

Is aware of how he or she comes across to others

4.0

4.0

4.3

4.3

4.1

3.9

5.0

5.0

4.2

3.7

4.2

4.1

Plays an active role in professional bodies and works toward strengthening the profession

5.0

5.0

4.3

3.7

4.2

4.0

Invests in developing the HR function

5.0

5.0

4.0

3.7

4.3

4.2

CREDIBLE ACTIVIST
2A. Earning trust through results

2B. Influencing and relating to others

2C. Improving through self-awareness

2D. Shaping the HR profession

Highest Scores
(4.5 & above)

2012 The RBL Group | Individual Report for Maria Sample

Lowest Scores
(2.0 & below)

Individual Item Scores (continued)

19

Self

Supervisor

HR Associates

Non-HR
Associates

Comp./Group

Region

4.5

4.3

2.7

4.1

4.0

3.9

Craft a culture that encourages innovation

4.0

4.0

2.0

3.7

3.8

3.7

Craft a culture that encourages speed of implementation

5.0

5.0

3.0

4.0

3.8

3.8

Craft a culture that insists on high ethical standards

5.0

4.0

2.3

4.0

4.3

4.2

Craft a culture of accountability for performance

4.0

4.0

3.3

4.7

4.1

4.1

3.8

4.5

3.6

3.9

4.0

3.9

Measure the influence of culture on achieving sustained business performance

3.0

5.0

3.0

4.7

3.9

3.7

Have a clear concept of the culture that is required to deliver the strategy of your business

4.0

4.0

3.0

4.0

4.1

3.9

Design and deliver integrated HR practices (e.g., staffing, training, rewards and recognition,
performance management, etc.) that create and sustain the desired culture

4.0

4.0

3.7

3.3

4.2

4.1

Craft a culture that integrates global standards with local conditions

4.0

5.0

4.7

3.7

3.9

3.8

3C. Creating a meaningful work environment

3.3

4.3

2.9

3.4

4.0

3.9

Craft a culture that encourages work/life balance

2.0

4.0

2.7

3.3

4.0

3.9

Craft a culture that helps employees find meaning and purpose in their work

4.0

4.0

3.3

3.3

4.0

3.9

Craft a culture that gives people a positive identity from doing their work

4.0

5.0

2.7

3.7

4.0

3.9

CAPABILITY BUILDER
3A. Capitalizing organizational capability

3B. Aligning strategy, culture, practices, and behavior

Highest Scores
(4.5 & above)

2012 The RBL Group | Individual Report for Maria Sample

Lowest Scores
(2.0 & below)

Individual Item Scores (continued)

20

Self

Supervisor

HR Associates

Non-HR
Associates

Comp./Group

Region

4.0

3.8

3.0

4.3

4.0

3.9

Help people understand why change is important (i.e., create a sense of urgency)

4.0

3.0

3.3

4.7

4.0

4.0

Identify and overcome sources of resistance to change

4.0

4.0

2.7

4.7

4.0

3.8

Help set the direction of change with clear outcomes

3.0

4.0

3.0

4.3

3.9

3.8

Build commitment of key people to support change efforts

5.0

4.0

3.0

3.7

4.0

3.9

CHANGE CHAMPION
4A. Initiating change

4.0

4.0

3.8

3.7

4.0

3.8

Ensure the availability of resources to stick with the change (e.g., money, information,
technology, people)

4B. Sustaining change

3.0

4.0

4.0

3.3

3.9

3.7

Help sustain change

4.0

4.0

4.3

3.7

4.0

3.9

Monitor and communicate progress of change processes

4.0

4.0

3.7

3.7

4.0

3.8

Adapt learnings about change to new settings

5.0

4.0

3.3

4.0

4.0

3.8

Highest Scores
(4.5 & above)

2012 The RBL Group | Individual Report for Maria Sample

Lowest Scores
(2.0 & below)

Individual Item Scores (continued)

21

Self

Supervisor

HR Associates

Non-HR
Associates

Comp./Group

Region

5A. Building leadership brand

3.0

3.3

3.2

3.8

3.9

3.8

Create a business case that leadership matters

4.0

4.0

3.3

3.0

4.0

3.9

Invest in future leaders

3.0

3.0

3.3

4.0

4.0

3.9

Measure or track leadership effectiveness

3.0

3.0

3.0

3.7

3.8

3.7

Integrate leadership development efforts

2.0

3.0

3.0

4.7

3.9

3.8

4.3

4.5

4.0

4.4

4.0

3.8

Establish standards or competencies for required talent

4.0

5.0

4.3

4.3

4.1

3.9

Assess key talent

4.0

5.0

4.3

5.0

4.1

4.0

Manage and optimize workforce diversity

5.0

5.0

3.7

4.7

3.9

3.8

Build a global talent management process

4.0

3.0

3.7

3.7

3.8

3.7

4.3

3.5

4.3

3.9

4.0

3.7

Design and deliver training programs

5.0

3.0

5.0

4.0

4.0

3.8

Design meaningful developmental work experiences

5.0

4.0

4.0

3.7

4.0

3.7

Ensure that line managers spend time developing their staff

3.0

3.0

4.0

4.0

3.9

3.7

Develop local talent for local markets

4.0

4.0

4.0

4.0

3.9

3.7

4.3

3.8

3.2

3.3

4.0

3.8

Help establish reporting relationships

5.0

4.0

2.7

3.7

4.0

3.8

Facilitate the design of organizational structure

3.0

3.0

3.7

4.0

4.0

3.9

Know how to form and leverage teams

5.0

5.0

3.0

2.7

3.9

3.9

3.0

3.3

2.7

3.9

3.8

4.0

4.5

3.3

4.1

4.0

3.8

Facilitate establishment of clear performance standards

4.0

4.0

2.7

3.7

4.0

3.8

Ensure that performance standards adapt to changing strategic demands

4.0

4.0

3.3

4.3

3.9

3.7

Design measurement systems that distinguish high-performing individuals from low-performing

individuals

5.0

3.7

4.7

3.9

3.7

Deal with non-performance in a fair and timely way

5.0

3.7

3.7

4.0

3.8

HR INNOVATOR AND INTEGRATOR

5B. Optimizing human capital through workforce planning and

analytics

5C. Developing talent

5D. Shaping organization and communication practices

Use business metrics to guide HR decisions

5E. Driving performance

Highest Scores
(4.5 & above)

2012 The RBL Group | Individual Report for Maria Sample

Lowest Scores
(2.0 & below)

Individual Item Scores (continued)

22

Self

Supervisor

HR Associates

Non-HR
Associates

Comp./Group

Region

3.5

3.0

3.2

3.4

3.7

3.6

4.0

3.0

2.7

3.3

3.6

3.5

3.0

3.3

3.3

3.8

3.6

3.0

3.0

3.7

3.7

3.7

3.6

4.5

4.0

3.4

4.3

3.8

3.6

Formulate a comprehensive communication strategy

4.0

3.0

3.7

4.3

3.7

3.6

Remove low value-adding or bureaucratic work

4.0

4.0

3.7

4.3

3.8

3.6

Provide alternative/flexible policies to motivate different generations of employees

5.0

4.0

3.3

4.3

3.8

3.6

Align HR practices with external customer criteria

5.0

5.0

3.0

4.0

3.7

3.6

4.3

4.5

3.1

4.8

3.6

3.5

Leverage technology for HR processes (HRIS)

4.0

5.0

2.3

4.7

3.8

3.7

Leverage social media for business purposes

4.0

4.0

2.7

4.7

3.5

3.3

Use technology to facilitate remote and mobile workforce

5.0

5.0

3.3

5.0

3.7

3.6

4.0

4.0

5.0

3.5

3.3

TECHNOLOGY PROPONENT
6A. Improving utility of HR operations
Design non-financial reward/recognition systems
Design appropriate benefits systems
Manage health care costs

6B. Connecting people through technology

6C. Leveraging social media tools

Coordinate social media policy and practices

Highest Scores
(4.5 & above)

2012 The RBL Group | Individual Report for Maria Sample

Lowest Scores
(2.0 & below)

Most Positive Items

23

Self

Supervisor

HR Associates

Non-HR
Associates

Comp./Group

Region

5.0

5.0

4.3

5.0

4.2

4.0

4.0

5.0

4.3

5.0

4.1

4.0

4.0

4.0

5.0

3.5

3.3

4.0

5.0

4.3

4.3

4.1

3.9

5.0

5.0

3.7

4.7

4.3

4.2

4.0

5.0

4.7

3.7

3.9

3.8

5.0

5.0

3.3

5.0

3.7

3.6

5.0

3.7

4.7

3.9

3.7

Developing
talent

5.0

3.0

5.0

4.0

4.0

3.8

Optimizing
human capital
through
workforce
planning and
analytics

5.0

5.0

3.7

4.7

3.9

3.8

Item

Domain

How your business makes money (e.g., who,

where, how)

Strategic
Positioner

Assess key talent

HR Innovator
and Integrator

Coordinate social media policy and practices

Technology
Proponent

Establish standards or competencies for

required talent

HR Innovator
and Integrator

Seeks to learn from both successes and

failures (e.g., is curious)

Credible
Activist

Craft a culture that integrates global

standards with local conditions

Capability
Builder

Use technology to facilitate remote and mobile

workforce

Technology
Proponent

Design measurement systems that distinguish

high-performing individuals from lowperforming individuals

HR Innovator
and Integrator

Driving
performance

Design and deliver training programs

HR Innovator
and Integrator

HR Innovator
and Integrator

Manage and optimize workforce diversity

2012 The RBL Group | Individual Report for Maria Sample

Factor
Interpreting
global business
context
Optimizing
human capital
through
workforce
planning and
analytics
Leveraging
social media
tools
Optimizing
human capital
through
workforce
planning and
analytics
Improving
through selfawareness
Aligning
strategy,
culture,
practices, and
behavior
Leveraging
social media
tools

Least Positive Items

24

Item

Domain

Factor

Self

Supervisor

HR Associates

Non-HR
Associates

Comp./Group

Region

Operations within your business

Strategic
Positioner

Co-crafting a
strategic
agenda

4.0

4.0

3.0

2.3

4.0

4.0

Craft a culture that encourages innovation

Capability
Builder

Capitalizing
organizational
capability

4.0

4.0

2.0

3.7

3.8

3.7

Design non-financial reward/recognition

systems

Technology
Proponent

4.0

3.0

2.7

3.3

3.6

3.5

Use business metrics to guide HR decisions

HR Innovator
and Integrator

3.0

3.3

2.7

3.9

3.8

Has an appropriate sense of humor at work

Credible
Activist

4.0

4.0

2.0

4.0

4.2

4.3

Know how to form and leverage teams

HR Innovator
and Integrator

5.0

5.0

3.0

2.7

3.9

3.9

Craft a culture that encourages work/life

balance

Capability
Builder

2.0

4.0

2.7

3.3

4.0

3.9

Craft a culture that insists on high ethical

standards

Capability
Builder

5.0

4.0

2.3

4.0

4.3

4.2

Facilitate establishment of clear performance

standards

HR Innovator
and Integrator

Driving
performance

4.0

4.0

2.7

3.7

4.0

3.8

Focus the culture on meeting the needs of

external customers

Strategic
Positioner

Decoding
customer
expectations

5.0

5.0

3.0

3.0

3.8

3.7

2012 The RBL Group | Individual Report for Maria Sample

Improving
utility of HR
operations
Shaping
organization
and
communication
practices
Influencing and
relating to
others
Shaping
organization
and
communication
practices
Creating a
meaningful
work
environment
Capitalizing
organizational
capability

Written Comments

25

In this section you will find your raters' responses to the open-ended questions. These comments are shown exactly as your raters
have entered them. They have not been edited in any way.

What are Maria Samples greatest strengths as an HR professional?

SUPERVISOR
1.

Text here is the supervisors comments printed verbatim

OTHER RATERS
1.

verbatim comments

2.

verbatim comments

3.

verbatim comments

4.

verbatim comments

5.

Comment...

6.

Comment

What do you see as Maria Samples most important areas for development as an HR
professional? (Please be specific)
SUPERVISOR
1.

verbatim comments as typed in the survey

OTHER RATERS
1.

verbatim comments

2.

Comments

3.

Comments

4.

Comments

5.

Comments

6.

Comments

2012 The RBL Group | Individual Report for Maria Sample

Written Comments

Is there anything else you would like to tell Maria Sample that would help improve their
effectiveness?
SUPERVISOR
1.

Verbatim comments as typed in the survey

OTHER RATERS
1.

Testing

2.

verbatim comments

3.

verbatim comments

4.

verbatim comments

5.

verbatim comments

6.

verbatim comments

Item-Specific Comments
Operations within your business
1.

verbatim comments

2.

verbatim comments

Align HR practices with external customer criteria

1.

verbatim comments

Leverage technology for HR processes (HRIS)

1.

verbatim comments

Craft a culture that encourages innovation

1.

verbatim comments

Craft a culture that encourages speed of implementation

1.

verbatim comments

Craft a culture that encourages work/life balance

1.

verbatim comments

2012 The RBL Group | Individual Report for Maria Sample

26

Written Comments

Facilitate establishment of clear performance standards

1.

Comments

Know how to form and leverage teams

1.

Comments

Appropriately influences others

1.

Comments

Has an appropriate sense of humor at work

1.

Comments

2.

Comments

Invests in developing the HR function

1.

Comments

2012 The RBL Group | Individual Report for Maria Sample

27