management competency assessment part -2-

Exit Survey »

Managing Employee Performance
Takes action to ensure that employees fully understand their roles, responsibilities and performance standards/expectations and provides ongoing feedback and support as employees strive to achieve expectations. Engages in two-way conversations throughout the year that ensure an up-to-date understanding of expectations, performance gaps and actions required to close any gaps. This is quite different from failing to adequately communicate expectations, being unaware of (or choosing to ignore) performance gaps,providing little or no support in overcoming barriers and failing to provide regular,ongoing feedback to employees.

Always works closely with employees to ensure that they understand their roles and responsibilities. Maintains an excellent working relationship with employees, and works with them to resolve performance issues

Usually works closely with employees to ensure that they understand their roles and responsibilities. Maintains a very good working relationship with employees,and works with them to resolve performance issues

Meets regularly with employees to ensure that they understand their roles and responsibilities. Maintains a good working relationship with employees, and works with them to resolve performance issues

Does not always maintain regular communication with employees. At times, employees are unclear about their responsibilities and the standards expected of them.

Does not maintain good communication with employees. Employees are unclear about their responsibilities and the standards expected of them.

Recognition and Rewards
Recognizes and rewards team members in a manner that demonstrates appreciation,fairness and a desire to fit the reward to the identified person. When possible, customizes rewards and recognition to fit the needs of the person being recognized. Does not assume that a particular reward or effort to recognize someone will have the same effect on everyone. Uses both public and private (one-on-one) praise and recognition. Uses sound judgment on when to reward employees so that this is neither a rare event nor done so often that it diminishes the meaning and impact.This is in contrast to leaders who underuse or overuse praise and rewards, demonstrate biases and favoritism through inconsistent use or make no effort to fit the reward to the needs of the person involved.

Always gives recognition to deserving employees. Rewards are given when appropriate. Regularly communicates with employees to ensure that the rewards motivate them

Usually gives recognition to deserving employees. Rewards are given when appropriate. Communicates with employees to ensure that the rewards motivate them

Often gives recognition to deserving employees. Rewards are often given,where appropriate. Considers the employees needs to determine rewards that will motivate them

Seldom gives recognition to deserving employees. Rewards are not always given when appropriate. Rarely takes time to consider employee needs to determine rewards that will motivate them

Does not give recognition to deserving employees. Rewards are not given when appropriate. Does not take time to think of rewards that will motivate employees

Building Organizational Commitment
Demonstrates commitment, loyalty and appreciation for the organization. Conveys a high level of concern for the well-being of all employees, helping to ensure that both their needs and those of the organization are met. Consistently speaks highly of the organization, its employees and its mission. This is in distinct contrast to individuals who communicate a lack of pride or confidence in the organization, a lack of concern for the work/life balance of any of its employees, or a lack of loyalty or commitment to the continued success of the organization.

Sets a strong example of organizational commitment, and inspires feelings of loyalty and commitment in others. Demonstrates a very high level of concern for the organization, and for other employees. Displays a strong sense of pride in the organization

Sets a good example of organizational commitment, and inspires feelings of loyalty and commitment in others. Demonstrates a high level of concern for the organization, and for other employees. Displays a sense of pride in the organization

Sets an example of organizational commitment, and inspires feelings of loyalty and commitment in others. Demonstrates concern for the organization, and for other employees. Displays a sense of pride in the organization

Occasionally displays loyalty and commitment to the organization. Rarely inspires feelings of loyalty and commitment in others. Seldom demonstrates concern for the organization or for other employees. Does not display a great sense of pride in the organization

Does not display loyalty and commitment to the organization. Has a negative impact on the feelings of commitment in others. Does not demonstrate concern for the organization or for other employees. Does not appear to be proud to be part of the organization

Building Trust
Builds and maintains trust with members of his or her team, as well as with
stakeholders outside the team. Accomplishes this through open and honest communications and by following through on all commitments made. Has earned the respect of team members and other stakeholders. This contrasts with individuals who have not gained respect from team members and stakeholders because of their track record of not being reliable in fulfilling commitments and/or not communicating openly and/or honestly.

Has built an excellent reputation for trustworthiness, through honest communication and following through on all commitments

Has built a very good reputation for trustworthiness, through honest communication and following through on commitments

Is building a good reputation for trustworthiness. Strives to communicate honestly and follow through on commitments

Needs to take steps to communicate and meet commitments, in order to build a reputation for trustworthiness. Must put a priority on communicating honestly and following through on commitments

Has developed a poor reputation by failing to communicate or follow through on commitments. Must improve reliability

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