THE EXECUTIVE PROFILE
360-DEGREE FEEDBACK
QUESTIONNARE
領導能力 360評價問卷
BOSS
上級領導的評價
SELF
自我評價
DIRECT REPORT
下屬的評價
PEER
同事的評價
Please identify your relationship with the person you have just rated. 請標明您與您
所評價的人之間的關係。
（）Yourself 您自己 （）Boss 您的老闆 （）Peer 您的同事 （）Subordinate
您的下屬
INSTRUCTIONS
指導語
Introduction 介紹:
360 Degree survey is an approach and a mechanism by which a person’s leadership
management skills are assessed. The survey involves four categories of people: the person to
be assessed, his/her boss, peers/colleagues and direct reports. The process of survey consists
of four steps:
360 度調查是一種用於評估個人領導和管理技巧的方法和機制。此種調查包括
了四種被調查對象：被評估者，他/她的上司，同級和下屬。調查過程則包括了四步：
1. Questionnaire 問卷調查
2. Analysis 問卷分析
3. Development Plans 對策制定
4. Follow through 行動跟進
The questionnaire has four parts: Management Skills, Leadership, Communication
Skills and Key Company Values. All four categories of people need to fill this part.
問卷內包括四部分：管理技能，領導能力，交流技能，公司價值觀。四個被調
查對象群都需對這四部分做答。
After the questionnaires are collected, analysis will be done and feedback reports
will be produced. The reports will highlight similarities and differences between
self-assessment and the assessment made by others. The reports will also suggest areas where
development is needed. Each participant will receive a feedback report that contains detailed
description of his/her analysis. The bosses concerned are expected to discuss the report with
the assessed and work out a development plan together.
問卷收集起來後，將對問捲進行分析並反饋結果。在反饋報告中將重點分析被
評估者的自我評估與他人評估間的相似點和相異點。報告也將對有待發展的領域提出建
議。每位調查參與者都可得到一份反饋報告，報告包括了對他/她的分析的詳細描繪。
上司關心的是期望同被評估者討論這份報告，並一起制定發展計畫。
Filling the questionnaire is confidential and anonymous so that people who fill the
questionnaires do not need to worry about being identified by their boss if they give lower
rating. All peer input will be combined and displayed as a group in the feedback report. The
same holds true for direct report input. Input from boss, however, will be identifiable and
show separately so that the manager may compare the boss’s ratings with his/her own ratings.
問卷的填寫是保密和匿名的，問卷填寫者即使給出的評估很低也不必擔心上司
會知道，所有同級的填答將被整合成一個部分反映在反饋報告中。下屬的填答結果也將
以同樣的方式來處理。但上司的填答應該是可認明的，並將其單獨列出以便管理者能將
他/她本人的自我評定同上司的評定相比較。
Your assessment will help the assessed gain a clear understanding of his/her
management strengths and development needs. Your feedback will serve as the basis for this
person’s focused career development and assist him/her in becoming a more effective
manager and leader.
您的評估將有助於被評估者清楚地瞭解自己的管理力度和發展需要。您的反饋
將作為被調查對象核心職業發展的基礎，並幫助他成為一位更富效率的管理者和領導。
Thank you very much for your time and cooperation. 非常感謝您抽出時間與我們
合作。
Part I: General Evaluation
第 1 部分: 總體評價
INSTRUCTIONS 指導語:
All raters (Self, Boss, Peers & Subordinates) are asked to complete this part. 所有參
與評價的員工都被要求根據被評價者的實際情況完成該部分問卷。
Mark one response for each item. 每個問題只選一項；
Mark “Don Not Apply” only if item is not relevant to the job and activities of the
person being rated, or if you have not observed the individual in that activity. 如果問
題未涉及被評估者的工作和行為或者您對該被調查者的此項行為活動不清楚，
則回答“不適用”；
Take your time with each item and be certain you are rating the manager on what is
specially stated. 根據您對所評定的管理者的觀察與瞭解，對下面的每一陳述都要
作出選擇。
NAME 姓名: TITLE 職務:
SCALE 分數等級：
9-10 分：An Exceptional Skill 優秀： This individual consistently exceeds behavior and skills expectation in this
area. 這類員工的工作表現一貫能超越對其的期望值
7-8 分： A Strength 較優秀：The individual meets most and exceeds some of the behavior and skills expectations
in
this area. 這類員工能完成其工作，有時能超越對其的期望值。
5-6 分： Appropriate Skill Level 一般：The individual meets a majority of the behavior and skills expectations
in this
area for this job. There is generally a positive perspective toward responsibilities. 這類員工一般能夠
完成其工作，員工承擔責任的能力得到肯定。
3-4 分： Not a Strength 較差：The individual meets some behavior and skills expectations in this area but
sometimes
falls short. 這類員工能部分完成其工作，經常落後。
1-2 分： Least Skilled 差：The individual consistently fails to reach behavior and skills expectations in this
area. 這類
員工經常不能完成任務。
N： Not Applicable/Not Observed 不適用/未觀察
CORE COMPETANCIES 主要能力 SCALE (CIRCLE ONE) 圈出所選數值
MANAGEMENT SKILLS 管理技能：
- Formulates short- and long-term goals and objectives with
deadlines. 設定短期和長期目標以及完成日期
N 1 2 3 4 5 6 7
8 9 10
- Commits to goals/objectives with subordinate, and follows
them through to completion. 注重承諾並和下屬一同追蹤
實施直至任務完成
N 1 2 3 4 5 6 7
8 9 10
- Focuses on/prioritizes management objectives. 專注於管理
目標/按優先順序將管理目標排序
N 1 2 3 4 5 6 7
8 9 10
- Understands the Company’s products, markets and
customers. 瞭解公司產品，市場和客戶
N 1 2 3 4 5 6 7
8 9 10
- Understands Company financial metrics. 瞭解公司財務報
表
N 1 2 3 4 5 6 7
8 9 10
- Minimizes business unit expenses. 減少部門費用支出 N 1 2 3 4 5 6 7
8 9 10
- Enforces Company policies and procedures. 執行公司政策 N 1 2 3 4 5 6 7
8 9 10
- Provides clear direction and defines priorities for the team. 為自己的
部門指出明確的優先解決的問題
N 1 2 3 4 5 6 7
8 9 10
- Prepares realistic estimate of budget, staff, and other
resources. 能準確地作出預算、人員及其它資源地估計
N 1 2 3 4 5 6 7
8 9 10
- Translates business strategies into clear objectives and
tactics. 把工作的戰略方式轉化成明確的目標和戰略
N 1 2 3 4 5 6 7
8 9 10
LEADERSHIP 領導能力：
- Effectively guides actions/results of subordinates based
upon Management By Objectives (MBOs). 根據管理目標
領導下屬工作
N 1 2 3 4 5 6 7
8 9 10
- Sees the “big picture”; understands how their business unit
affects the entire organization. 縱觀全局；明確其部門在全
局中所起的作用
N 1 2 3 4 5 6 7
8 9 10
- Delegates effectively. 有效分配工作 N 1 2 3 4 5 6 7
8 9 10
- Encourages collective decision-making. 鼓勵集體民主決定 N 1 2 3 4 5 6 7
8 9 10
- Provides regular performance feedback to subordinates. 定
期給下屬反饋資訊
N 1 2 3 4 5 6 7
8 9 10
- Acts as a coach in helping subordinates reach their full
potential. 指導並幫助下屬充分發揮其潛能
N 1 2 3 4 5 6 7
8 9 10
- Stimulates creative ideas form others. 善於激發他人的創
意
N 1 2 3 4 5 6 7
8 9 10
- Involves others in shaping and decisions that affect them. 動
員相關人員參與計畫與決定的制定
N 1 2 3 4 5 6 7
8 9 10
- Accurately identifies strengths and development needs in
others. 準確指出他人的長處和有待發展之處
N 1 2 3 4 5 6 7
8 9 10
- Clarifies roles and responsibilities with team members. 使
本部們成員的角色和責任分明
N 1 2 3 4 5 6 7
8 9 10
- Involves other in the change process. 使他人參與變革的過
程
N 1 2 3 4 5 6 7
8 9 10
- Adjusts leadership style effectively to the demands of the
situation. 根據情況的需要有效地調整領導方法
N 1 2 3 4 5 6 7
8 9 10
- Lets people know when they are performing well. 讓工作有
成績的人瞭解自己的成效
N 1 2 3 4 5 6 7
8 9 10
- Creatively integrates the ideas and perspectives of others. 創 N 1 2 3 4 5 6 7
造性地融合別人的想法和觀點 8 9 10
- Viewed as an “example to be followed” by subordinates. 被
視為下屬仿效的榜樣
N 1 2 3 4 5 6 7
8 9 10
COMMUNICATION SKILLS 溝通技能：
- Communicates management objectives to subordinates. 與下屬溝通
其工作目標
N 1 2 3 4 5 6 7
8 9 10
- Responsive to business inquiries of subordinates. 對下屬的工作要求
給予答復
N 1 2 3 4 5 6 7
8 9 10
- Actively listens to ideas of subordinates. 積極傾聽下屬的意見 N 1 2 3 4 5 6 7
8 9 10
- Creates an environment where employees feel free to speak out
company issues. 製造一種使員工能對公司事宜暢所欲言的自由氛
圍 N 1 2 3 4 5 6 7
8 9 10
- Makes the team mission and strategies clear to others outside the
organization. 讓部門外的人瞭解本部門的使命和戰略部署
N 1 2 3 4 5 6 7
8 9 10
- Conveys clear expectations for assignments. 部署任務時明確表達有
和期望
N 1 2 3 4 5 6 7
8 9 10
KEY COMPANY VALUES 公司價值觀：
- Treats subordinates with respect. 尊敬下屬 N 1 2 3 4 5 6 7
8 9 10
- Creates a sense of trust with subordinates. 與下屬建立信任關係 N 1 2 3 4 5 6 7
8 9 10
- Avoids favoritism among subordinates. 避免偏袒某下屬 N 1 2 3 4 5 6 7
8 9 10
- Easy to approach and communicate with. 容易接近和溝通 N 1 2 3 4 5 6 7
8 9 10
- Apologizes to subordinates when appropriate. 有錯時能向下屬道歉 N 1 2 3 4 5 6 7
8 9 10
- Treats people fairly. 公正地對待他人 N 1 2 3 4 5 6 7
8 9 10
- Lives up to commitments. 履行自己的承諾 N 1 2 3 4 5 6 7
8 9 10
- Promotes teamwork among groups; discourages “we vs. they”
thinking. 倡導團隊精神，消除各立門戶的狹隘思想
N 1 2 3 4 5 6 7
8 9 10
- Looks for ways to improve personal performance. 努力提高個人表現 N 1 2 3 4 5 6 7
8 9 10
Part II: Important Factors Identification
第 2 部分: 確定重要領導因素
INSTRUCTIONS 指導語:
Only Self and his/her Boss are asked to complete this part. 只有被評價者本人及其
上級主管被要求完成該部分問卷。
Re-read the questionnaire of Part I. You are asked to consider the demands of this
retee’s job and rate the importance of these leadership and management skills to the
retee’s job, then select 5-10 most essential competencies to the retee’s job. 重新閱讀
第 1 部分問卷。基於被評價者的工作職位要求以及這些領導技能對該工作職位
的重要程度，請您從中選出最重要的 5-10 個能力；
Be sure to rate the importance of these skills to the job rather than the retee’s
performance. 請注意，對這些能力的重要性的判別只能依據該工作職位對能力的
要求，而不能依據被評價者個人的工作績效。
