360° Professional: Forms and Resources

We hope to inspire the development of a 360° Professional program at your organization

and want to give you the tools to implement one! In the following pages, you will find all

of the documents we use to execute our 360° Professional program, as well as some free

and low-cost resources that we have found helpful.

1. For all employees

Career Planning Questionnaire (CPQ)

Career Path Matrix

Core Values Self-Assessment

2. For PackLeaders

Career Path Matrix for PackLeaders

Core Values Assessment for PackLeaders

Individual Development Plan (IDP)

Department Summary for Merit Increases

Individual Review Summary Form

3. Helpful tools and resources

You do not need to print these documents to bring to the presentation. They are simply

for you to have, review, and change to make your own for the 360° Professional program

at your organization.

Have any questions? Email us at hrsupport@sdhumane.org!

Career Planning Questionnaire (CPQ)

Name:

Job Title:

Supervisor:

Time in Current Job:

Department:

Date Completed:

We are shifting from a performance evaluation system to a career development program at San Diego Humane Society. Please understand that it is perfectly fine if you are happy in the job you have and can think of nothing you would want to change. Our purpose is to start a dialogue with you about how you would like your career to proceed at SDHS, or elsewhere, if that is your desire. Please review the questions below, and respond briefly. These will be talking points for discussion, so don’t feel you have to fully explain each response. You will be given up to 2 hours of time at work to answer this questionnaire, if needed. Please let your manager know if you need more time to finish this. Once you have answered the questions, please submit your questionnaire. Employee Engagement will provide a copy to your manager/director and place one in your file. Your supervisor/manager will meet with you to discuss your answers, and to provide any insights or suggestions to help you meet your career goals. If you want a career plan, you and your supervisor or manager will create an Individual Development Plan which will be used to track your opportunities and progress.

Questionnaire

My Current Job

1. What are the 3 to 5 things you consider to be the most essential functions of your job?

i.

ii.

iii.

iv.

v.

2. What do you like most about your current job?

3. What would you like to do more of?

4. What do you like least about your current job?

5. How long have you been in your current job or field?

Career Goals

6. What are some short-range goals that you’d like to focus on in the coming year? Or, how do you plan to

achieve all you can? Please make sure to list at least 1 short-range goal. Multiple goals are welcome!

Those that are interested in growing into a different or higher-level role and want a more robust professional

development plan are required to create mid- and long-range goals. These are the goals that you plan to

focus on in the next 2 to 5 years. If this is something you desire, you will complete a set of questions

addressing career planning and professional development in the following section. If you'd prefer to focus on

short-range goals only, you will be able to skip these questions.

If you’d ever like to revisit the CPQ and create mid- and long-range goals in the future, you can always

contact your supervisor or Employee Engagement and we will open the survey back up for you.

7. Mid-Range Goals: Where would you like to be in your career or work life 2 to 3 years from now?

8. Long-Range Goals: Where would you like to be in your career or work life 4 to 5 years from now?

9. What new responsibilities or challenges could you take on in your current role that would move you closer to

your goals?

10. What are some skills, knowledge, and abilities that you would need to learn or improve upon to achieve your

mid-and long-range goals?

11. The Society wants to support your career goals by providing resources to foster your professional and career

development. Think back to the goals you have set for yourself. What resources do you think would be

application in helping reach your goals? Mark all that apply.

Animal Shelter Academy classes and trainings

Lunch & Learns

NonProfit Management Solutions workshops

Job rotation, cross training

CET certification

CAWA certification

Shadow sessions

“Open House” info sessions for departments

Mentoring and coaching

Internal and external seminars.

If you think of something we didn’t have above, please list it here.

___________________________________________________________________________________

Professional Development Goals

12. What degrees or certifications do you have? Are they in your area of interest?

13. What education, training, certifications, etc. would you like to obtain?

14. What do you think would enable you to pursue your development goals?

15. Are you interested in technical/professional advancement within your current career path or in

management/leadership?

16. Are there any positions or departments at SDHS you would be interested in pursuing or learning more about?

Untapped Abilities

16. Is there something you’re not doing in your current job that you could do, and would like to do? If so, please

list it.

Job Satisfaction

17. What can you and the Society do to help increase your job satisfaction?

18. What feedback would be helpful to help you do your job better?

19. In what ways can you supervisor best show appreciation for your contributions?

Core Values Self-Assessment

How we act and our demeanor while working at San Diego Humane Society demonstrates how well we fit the

organization’s core values expectations. The Society wants us all to demonstrate with actions and words our

desire for our department and the Society to succeed; to incorporate the Society’s core values into our

interactions with others; avoid destructive criticism; and to promote the Society’s mission, culture, strategies, and

be helpful to others to enhance teamwork.

Below are descriptions of how well we may demonstrate our core values. Please pick the description which most

closely fits how you act every day, realizing none will be an exact match.

In Sync! - I consistently demonstrate our core values, with an overall sense of willingness. I am willing to help, I

am engaged, and I interact appropriately with other staff, volunteers, and the public. I initiate or suggest

solutions which are resourceful and proactive. I promote department and Society objectives and policies; express

positive optimistic views about changes, the future and other people. I actively promote and encourage teamwork

and ensure that solutions, information, and knowledge are shared with appropriate people. When I have a

concern about how things are going, I always start with my direct supervisor to get more information. I am

enthusiastic and exude the core values of SDHS.

Partially, but need some guidance - I have some of the above attributes but not all. I have reasons why I cannot

help or why something new won’t work. I am usually good with coworkers – and with the guests, not necessarily

equally good. Sometimes I have somewhat pessimistic views about change, the future and other people. I can

work in teams depending upon who is on the team. It makes sense to me to keep most information and

knowledge to myself, as I’m very busy, but will share with certain people. I feel I am aware of the core values, but

sometimes need guidance in knowing exactly what is expected of me.

Not sure about this – I sometimes think I have all of the above attributes, but others have said there is more that I

could do. I’m not convinced that I have a problem. It may not look like I am adhering to the core values, or that I

have a poor or disengaged demeanor. I think it is important for me to express my views on current policies,

change, the future or other people to co-workers. Someone should do something about things. Some people may

say I have trouble working as a team member, or that I seem unwilling to share information or knowledge or to

work out differences to meet a common goal. Sometimes I think the core values are unrealistic, considering how

hard we have to work. If this is really expected, I should be given more help or time for the work I’m assigned.

Core Values Assessment

Please review the Core Values summary descriptions above and select a summary that you believe most closely

reflects your everyday behavior:

In Sync! Partially, but need some guidance Not sure about this…

Is there anything you’d like to add or explain about your response?

_____________________________________________________________________________________________

_____________________________________________________________________________________________

Career Path Matrix

Consider 4 things when reviewing the boxes below:

1) Time in current position 2) Technical skills, abilities, and subject matter knowledge in job related field 3) Integrating the Society's Core Values into everyday work 4) Promotable activities - Taking initiative, problem solving, role modeling for coworkers, ability to develop and maintain working relationships, seeking opportunities for improving oneself and/or the Society.

After reviewing the Career Path Matrix chart, which block in the Career Path Matrix do you feel describes you best

right now, in your current job? (None will be an exact fit)

Box: 1 2 3 4 5 6 7 8 9

Is there anything you’d like to add or explain about your response?

_____________________________________________________________________________________________

_____________________________________________________________________________________________

Core Values Assessment for PackLeaders

How an employee acts and their demeanor while working at San Diego Humane Society demonstrates how

well they fit our core values expectations. The Society wants employees who avoid destructive criticism and

whose actions and words demonstrate a desire for their department and the Society to succeed; who

incorporate the Society’s Core Values into their interactions with others, are aware of and promote the

Society’s mission, culture, strategies, and are helpful to others to enhance teamwork.

Below are three descriptions of examples of how well employees demonstrate our core values:

In Sync! This employee consistently demonstrates our Core Values, with an overall sense of

willingness. They are willing to help, they are engaged, and they interact appropriately with other staff,

volunteers, and the public. They initiate or suggest solutions which are resourceful and proactive. They

promote department and Society objectives and policies; express positive optimistic views about changes, the

future, other people; actively promote and encourage teamwork; ensure that solutions, information,

knowledge is shared with appropriate people. They are enthusiastic and exude the culture and core values of

SDHS. Score: 4 or 5

Partially, but needs some guidance-This employee has some of the above attributes but not all. They are

not always willing or they make excuses why they cannot help or why it won’t work. May be good with

coworkers – but not with the guests (or vice a versa). They are not always respectful. They tend to have

somewhat pessimistic views about change, the future and other people. They can work in teams depending

upon who is on the team. Tends to keep information and knowledge to themselves but will share with certain

people. They have potential – but need guidance. Score: 2 or 3

Not Sure About This - This employee may think they have all of the above attributes and typically don’t

know they have a problem. They do not adhere to the Core Values and have a poor or disengaged

demeanor. They complain and express negative views on current policies, change, the future or other

people. They are quick to offer excuses as to why they can’t do their job as expected. They have trouble

working as a team member, may be unwilling to share information or knowledge or to work out differences to

meet a common goal. This employee is not a good fit for the culture of San Diego Humane Society.

Score: 0 or 1

Individual Development Plan (IDP)

Name:

Job Title:

Supervisor:

Time in Current Job:

Department:

Date Completed:

Short-Range Goal(s) – Within 1 year Focus on current job and growth in the coming year

Goal(s)

1.

Skills/competencies to be learned or acquired

Possible learning opportunities to try

Timeline, including deadlines, to measure success

Milestone/target dates (Next meeting to follow-up on this goal)

Resources needed/budget requests

Comments:

Optional – Mid-Range Goal(s) – 2 to 3 years Goal(s)

1.

Skills/competencies to be learned or acquired

Possible learning opportunities to try

Timeline, including deadlines, to measure success

Milestone/target dates (Next meeting to follow-up on this goal)

Resources needed/budget requests

Comments:

Optional – Long-Range Goal(s) – 4 to 5 years

Goal(s)

1.

Skills/competencies to be learned or acquired

Possible learning opportunities to try

Timeline, including deadlines, to measure success

Milestone/target dates (Next meeting to follow-up on this goal)

Resources needed/budget requests

Comments:

Employee Signature:_________________________________________ Date:_______________

Direct Supervisor Signature:___________________________________ Date:_______________

Manager/Director Signature:___________________________________ Date:_______________

Senior Staff Signature:__________________________________________ Date:_______________

Employee Engagement Signature:_________________________________ Date:_______________

360° Professional Department Summary

Department: Date:

Supervisor: Supervisor Signature:

Manager: Manager Signature:

Director: Director Signautre:

Senior Staff: Senior Staff Signature:

Career Path Matrix: Assign a number, corresponding to the box describing the person’s performance in current job and readiness for promotional opportunities, to each of your direct reports. Supervisors should consider 3 factors when making these determinations: Time in Position, Overall Performance, and Public Test of Readiness—committees, responsibilty, and leadership skills. Please reference the full Career Path Matrix for further clarification regarding each classification.

Core Values Assessment: Assign a number corresponding to how an employee acts and their demeanor while working at San Diego Humane Society that demonstrates how well they fit our cultural expectations. 5 is the highest, 0 is the lowest. The Supervisor should consider an employee’s actions and words that: demonstrate a desire for their department and the Society to succeed; incorporate the Society’s core values into their interactions with others; are aware of and promote the Society’s mission, culture, strategies; avoid destructive criticism and are helpful to others to enhance teamwork. Please reference the full Core Values Fit Scoring for further clarification regarding each rating.

Name Career Path Matrix

Box Number Core Values

Fit Merit Increase Recommended

Comments

1.

2.

3.

4.

5.

6.

7.

8.

9.

Core Value Fit Score

Score 4 or 5 = This employee consistently demonstrates an overall sense of willingness. They are willing to help,

they are engaged, they interact appropriately with other staff, volunteers, and the public. They promote

department and Society objectives and policies; express positive optimistic views about changes, the future, other

people; actively promote and encourage teamwork; ensure that solutions, information, knowledge is shared with

appropriate people. They are enthusiastic and exude the culture and core values of SDHS.

Score 2 or 3 = This employee has some of the above attributes but not all. They are not always willing or they make excuses why they cannot help or why it won’t work. May be good with coworkers – but not with the guests (or vice a versa). They are not always respectful. They tend to have somewhat pessimistic views about change, the future and other people. They can work in teams depending upon who is on the team. Tends to keep information and knowledge to themselves but will share with certain people. They have potential – but need guidance.

Score 0 or 1 = This employee may think they have all of the above attributes and typically don’t know they have a

problem. They do not adhere to the core values and have a poor or disengaged demeanor. They complain and

express negative views on current policies, change, the future or other people. They have trouble working as a

team member. Unwilling to share information or knowledge or to work out differences to meet a common goal.

This employee is not a good fit for the culture of San Diego Humane Society.

Career Path Matrix

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High Performer/ Low Development Readiness

1

High Performer/ Medium Development Readiness

2

High Performer/ High Development Readiness

3

Medium Performance/ Low Development Readiness

4

Medium Performance/ Medium Development Readiness

5

Medium Performance/ High Development Readiness

6

Low

Low Performance/ Low Development Readiness

7

Low Performance/ Medium Development Readiness

8

Low Performance/ High Development Readiness

9

Low

High

Development Readiness

Demonstration of ability or capacity for growth and development into a higher level position or leadership role which includes resiliency, learning ability/agility

and career motivation.

360° Professional Individual Review

Employee Name:

Job Title:

Supervisor:

Manager/Director:

Department:

Date:

Attach printed copy of employee Career Planning Questionnaire.

Supervisors: Please review rating and feedback with employee.

Core Values Assessment: In Sync! Partially, but need some guidance Falls short

Comments:

Career Path Matrix: #______

Comments:

Meeting Notes/Accomplishments/Action Plan:

Individual Development Plan attached

Employee Signature: Date:

Direct Supervisor: Date:

Manager/Director: Date:

Senior Staff: Date:

Employee Engagement: Date:

Helpful Resources

Helping People Win at Work: A Business Philosophy Called "Don't Mark My Paper, Help Me Get an A" by Ken

Blanchard and Garry Ridge – This book reveals how WD-40 has used Partnering for Performance with every

employee--achieving levels of engagement and commitment that have fortified the bottom line.

Help Them Grow or Watch Them Go: Career Conversations Employees Want by Beverly Kaye and Julie Winkle

Giulioni - Filled with practical tips, guidelines, and templates, this book helps managers identify three broad types

of conversations that will increase employees’ awareness of their strengths, weaknesses, and interests; point out

where their organization and their industry are headed; and help them pull all of that together to design their

own up-to-the-minute, personalized career plans.

SmartBrief on Workforce – Free daily email newsletter that compiles interesting human resources articles from

over 10,000 major media outlets, regional newspapers, trade publications and blogs. Sample.

Radical Candor – Free podcast that hopes to help you build, lead, and inspire teams to do the best work of their lives. Terryberry – Free interactive webinars offer best practices in employee recognition and techniques for maximizing the impact of your recognition programs. Career Contessa – Career site that aims to helps women cultivate successful careers through expert advice, interviews, and videos, one-on-one mentoring, online skills-based courses and resources, and a curated job board. Society for Human Resource Management (SHRM) – The world’s largest professional HR organization with free and paid resources including policies, webinars, sample forms, and best practices. Annual professional membership costs around $200. ASPCApro.org – Up to date research, innovative ideas, online training and webinars, and templates to help you save lives. HumaneSociety.org - Free, innovative webinars, led by experts in the fields of animal policy and advocacy, animal welfare, humane education, leadership, shelter and volunteer management and wildlife issues.