Change Manager 360 Feedback Questionnaire

Change Manager 360 Feedback Questionnaire

Some specific roles require more specific competencies.

Change is the only certainty in life! In a rapidly changing business environment no organisation can afford to stand still. Organisations are constantly changing to meet the demands of their customers, competitive pressures and the need to grow. The greatest challenge for organisations is to achieve the cultural or behavioural change that is often required to achieve successful change, even when it is widely recognised that it is needed.

Managing change can be a risky business and organisations don’t just change because of new systems, processes or structures. They change because the people within the organisation adapt and change too. This can only be achieved by careful planning, skilfully managed communication and by developing and living a strategy that will drive, achieve and sustain real change.

The competencies assessed

The world of work has changed. There are many competency frameworks which have been developed over the years.

The Progress International Competency Framework has been developed from our years of experience in designing and working with competencies – and knowing what works and shaping what doesn’t.

Managed 360 Degree Review Service - 360 Instant
Change and People
Planning Change
Implementing Change
Evaluating Change

In addition to the 4 specialist competences above, 8 further competences from the Progress International Competence Framework, complete this assessment.

They are:

Resource Focus

Results Focus

Leadership Focus

Creativity Focus

Analytical Thinking

Personal Management

Professional Development

Communication Focus

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Explore our Change Manager 360 Feedback Questionnaire

In addition to the 4 specialist competencies above, 8 further competencies from the Progress International Competence Framework, complete this assessment.

They are:

Change and People

The cultural dimensions of change, understanding behaviours adopted by individuals and groups during change, working with and managing negative behaviours, preparing for the positive and negative impacts of change. Working with others to ensure buy in and support at all levels.

Scored questions

  1. Shows that they understands the cultural dimensions of change and how to manage them
  2. Identifies aspects of culture which will assist the change process and those which will hinder it
  3. Anticipates the behaviours adopted by individuals and groups during change
  4. Develops strategies for working with and managing negative behaviours
  5. Prepares stakeholders for the positive and negative impacts of change.
  6. Works closely with stakeholders to ensure buy in and support for change initiatives at all levels.

Free text question

  1. Can you provide examples of their behaviour, actions or performance that would support your responses in this area?

Planning Change

Much intended change fails to be successfully implemented simply because planning is inadequate or even non-existent. The planning stage of managing change is often the single most significant factor in determining the eventual success or failure of change.

Scored questions

  1. Ensures that the rationale for change is clearly articulated and communicated to stakeholders
  2. Agrees clear goal and objectives with stakeholders
  3. Engages key stakeholders in the planning process
  4. Identifies and communicates risk
  5. Uses a structured process to plan change
  6. Communicates the plan to key stakeholders

Free text question

  1. Can you provide examples of their behaviour, actions or performance that would support your responses in this area?

Implementing Change

Once a change initiative is underway monitoring progress and the evaluation of results need to be communicated to stakeholders in a timely manner. Results will also need to be considered when adjusting the change plan and the management of risk is a significant element of this stage.

Scored questions

  1. Ensures that timelines, objectives and success criteria are widely known and understood by stakeholders
  2. Monitors progress and communicates results to stakeholders in a timely manner
  3. Sets high standards of performance for themself and others
  4. Is open and responsive to challenge
  5. Adjusts plans when circumstances change
  6. Takes personal responsibility for delivering the change objectives

Free text question

  1. Can you provide examples of their behaviour, actions or performance that would support your responses in this area?

Evaluating Change

Evaluating how the change was achieved and analysing performance ensures that learning from each change initiative is shared within the organisation and contributes to the development of best practice guidance

Scored questions

  1. Ensures that evaluation of change is designed alongside the initial planning process
  2. Uses a range of data and information sources to determine if change goals and objectives have been delivered
  3. Evaluates how the change was achieved and identifies the key factors of success or failure
  4. Analyses the impact of the change on the organisation and its stakeholders
  5. Shares learning from each change initiative with appropriate parties within the organisation who will benefit from this knowledge
  6. Assesses own performance in delivering change and actively seeks feedback from stakeholders and colleagues

Free text question

  1. Can you provide examples of their behaviour, actions or performance that would support your responses in this area?

The 8 additional competence themes are:

Results Focus

Understands what results are important, and focuses resources to achieve them. Delivers financial targets and achieves agreed performance indicators, contributes to success of the business. Actively seeks ways to improve results.

Scored questions

  1. Sets challenging and achievable performance targets for self and team
  2. Inspires a ‘can do culture’ in others providing regular feedback and support
  3. Focuses on improving performance
  4. Takes corrective action when performance is slipping
  5. Recognises good performance and offers praise and recognition
  6. Holds people to account for what they have agreed to deliver

Free text question

  1. Can you provide examples of their behaviour, actions or performance that would support your responses in this area?

Leadership Focus

Sets clear goals and objectives linked to the business’s vision.  Encourages, supports and inspires others to develop confidence, capability and to realise their full potential. Makes timely decisions that deliver the desired outcomes. Demonstrates positive characteristics and behaviours such as resilience, ethics and integrity, creativity and innovation.

Scored questions

  1. Communicates clearly defined vision and objectives to their team
  2. Is a credible and visible leader, accessible to those they lead
  3. Works with the whole organisation in mind and not just their own department
  4. Resolves challenging or difficult issues early
  5. Gives credit where credit is due
  6. Creates an environment that encourages people to state their honest opinions

Free text question

  1. Can you provide examples of their behaviour, actions or performance that would support your responses in this area?

Communication Focus

Demonstrates the ability to communicate clearly and effectively with a diverse range of people and takes account of their views. Uses well reasoned arguments to convince and persuade where necessary to achieve desired outcome

Scored questions

  1. Communicates clear objectives and expectations to team members and others
  2. Creates opportunities for regular performance feedback and two way dialogue
  3. Produces clear, persuasive and logical arguments to support decision making
  4. Adapts own communication style to suit the needs of others
  5. Engages regularly with individuals and groups across the whole organisation
  6. State your own position and views clearly and confidently in conflict situations

Free text question

  1. Can you provide examples of their behaviour, actions or performance that would support your responses in this area?

Professional Development Focus

Evidences a high level of technical and professional skills/knowledge in job-related areas; keeping abreast of current developments and trends in area of expertise. Demonstrates commitment to personal and professional development.

Scored questions

  1. Demonstrates commitment to own personal and professional development
  2. Ensures that development needs of partners are identified and delivered in line with strategic and operational objectives
  3. Demonstrates high levels of professional expertise
  4. Shares learning and good practice with colleagues and partners
  5. Identify appropriate development opportunities for individuals and team members
  6. Uses the appraisal system as a key tool in reviewing performance and identifying development needs and follows through on agreed actions

Free text question

  1. Can you provide examples of their behaviour, actions or performance that would support your responses in this area?

Resource Focus

Manages resource to deliver organisational objectives. Evidences value for money through resource procurement and utilisation. Plans resource development considering environmental impact and green issues.

Scored questions

  1. Uses the agreed budget to actively monitor and control performance for their team or department
  2. Ensures that systems are in place for effective monitoring, measuring and reporting of health and safety performance in their area of responsibility
  3. Identifies and communicates trends and developments that may affect future demand for resources in their area of responsibility
  4. Encourages their team to identify opportunities for, and contribute to, improving environmental performance
  5. Assesses and manages risk
  6. Delegates some resource responsibility to direct reports where appropriate

Free text question

  1. Can you provide examples of their behaviour, actions or performance that would support your responses in this area?

Personal Management Focus

The reflective leader, emotionally aware, displays resilience in a range of situations, is open and honest, develops relationships and networks, uses own time effectively

Scored questions

  1. Confronts challenging or difficult issues early
  2. Works with the whole organisation in mind and not just their own area
  3. Manages their own time effectively
  4. Clarifies their own and other’s expectations of relationships
  5. Develops a wide network of productive relationships around the business
  6. Remains measured and controlled in highly stressful and pressured situations

Free text question

  1. Can you provide examples of their behaviour, actions or performance that would support your responses in this area?

Creativity Focus

Is able to consider new approaches, challenge existing practice, encourage others to explore future vision. Creative thinking involves re-examining traditional strategies and practices, and proactively looking for new ideas and ways to improve products, services, and work processes.

Scored questions

  1. Is able to come up with new ways of doing things that get people thinking
  2. Challenges current thinking to foster innovation
  3. Finds creative solutions to problems
  4. Is able to make progress by looking at things in a new light
  5. Thinks outside existing ways of working to come up with new ideas
  6. Tries things out to seek new and better ways of doing things

Free text question

  1. Can you provide examples of their behaviour, actions or performance that would support your responses in this area?

Analytical Thinking Focus

Challenges established practice and process in order to achieve better results. Analyses data and information to determine root cause of problems and makes recommendations for solutions. Communicates the implications and risks associated with  problems and opportunities to make them accessible to others.

Scored questions

  1. Challenges established thinking, processes, or protocols with company success in mind.
  2. Quickly and systematically analyses the root cause of work-related problems before taking corrective action
  3. Recognises and communicates the implications of data/information.
  4. Is able to clearly frame a problem, identify and collect the necessary data, and make recommendations for solving the problem.
  5. Takes complex issues or problems and breaks them down into manageable components.
  6. Understands how data and recommendations may impact other functions and departments

Free text question

  1. Can you provide examples of their behaviour, actions or performance that would support your responses in this area?

Qualitative Questions

Free text question

  1. In your view what are this persons key strengths?
  2. In your view what would this person need to stop doing to be a more effective in their role?
  3. What do you believe are this persons 3 key development needs?
  4. What other constructive feedback would you like to provide to this individual?