Monitoring Performance
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Part 1
Your company has just announced that a new formal performance evaluation system will be used (effective immediately). One of your supervisor's anniversary date is coming up and the human resources (HR) manager has asked you not only to rate this supervisor but to develop a grading form to use for her and other supervisors.
Assess the leadership, interpersonal skills, and earned values on other areas of concentration you deem necessary to rate the overall performance of any supervisor you have worked with, observed, know of, worked for, been supervised by, or supervised. Include your objective reasoning for each assigned grade with an explanation of one or more sentences.
For example, on a scale of 1-9 (superior performance), you rate the supervisor as a 4; your explanation might be as follows:
â?¢Rarely held department meetings
â?¢Poor verbal communication skills
â?¢Uses foul language when counseling employees
Part 2
You are the newly appointed department manager. Your department has not been performing well, and you have been investigating why. You soon realize that the firm has had no formal performance appraisal system. Supervisors that need to do a better job have not been receiving any kind of formal feedback.
To correct this situation, you will begin by creating a performance grading form that will be used to assess the front-line supervisor's performance. Create a form that includes areas the supervisors should be graded on and the relative weight or importance assigned to each category. For example, should 30% of the weight be assigned to communication skills versus 20% for coaching skills?
You want to make sure that the grading form reflects what you feel are the indicators of a good front-line supervisor's performance.
Create the form including the relative weights of each category and the grading scale to use (for example, for grading criteria you could use 1-9; low, mid, or high; or poor, mediocre, average, or excellent). Justify why you chose those criteria and why you assigned particular weights.
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Step 1
Assessing the leadership, interpersonal skills and earned values, for rating the overall performance of any supervisor.
Scale of 1-9 (Communication skills), the supervisor is rated 3. The explanation:
Does not write clear memos:
Never listens to worker's suggestions:
Does not respond when workers ask for help;
Scale of 1-9 (Leadership skills), the supervisor is rated 6. The explanation:
He is honest and controls his emotions well:
He is dedicated to work:
Does not produce new ideas and does not listen to new ideas:
Scale of 1-9 (Interpersonal skills), the supervisor is rated 4. The explanation:
Does not appreciate workers even when they do exceptional work;
He is not attentive when dealing with employees:
Slow in decision making;
Scale of 1-9 ...
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