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Questionnaire Items Measuring Performance Management

Managing Performance is a core aspect of being a supervisor or manager. Individuals must:

• Set Goals and Objectives Achieving results requires the setting of a goal.
• Determine Performance Expectations You need to plan the actions that will be required for each step in the process.
• Communicate Expectations Accountability
• Measuring Performance
• Conducting Reviews
• Addressing Performance Issues
• Recognizing and Rewarding

Managing Performance gives managers the ability to align individual efforts with organizational goals by clearly defining expectations, tracking progress through standardized metrics, and fostering accountability through regular feedback and recognition.

360-Degree Feedback Questionnaire Items

Managing Performance enables managers to set clear expectations, guide employee development, and drive accountability by establishing measurable goals and regularly reviewing progress. These skills empower managers to reinforce high performance through recognition, address performance gaps with timely interventions, and create a culture of continuous improvement aligned with organizational success. Ultimately, managing performance effectively fosters transparency, fairness, and motivation.



Goals and Objectives

• Aligns individual and team goals with the organization's goals and objectives.
• Measures performance of goals and objectives.
• Sets long and short term goals.
• Provides employees with necessary resources to accomplish their goals.
• Sets specific and measurable goals for others and follows through to completion.
• Ensures that team goals are met 85 percent of the time.
• Sets clear and ambitious goals to be met.
• Makes sure the team's goals are met.
• Measures job performance of subordinates against defined goals and objectives.
• Ensures team members understand the department goals.
• Sets challenging goals and objectives.
• Adjusts performance goals as needed to meet the demands of the department/organization.

Performance Expectations

• Ensures employees understand their performance expectations.
• Obtains commitment from employees regarding completion of tasks.
• Sets the Objectives and Key Results (OKRs) required for the position.
• Ensures employees understand how work is to be completed.
• Plans and sets work expectations.
• Revises the Objectives and Key Results (OKRs) required for the position on a quarterly basis.
• Aligns individual and team performance expectations with the organization's expectations.
• Ensures employees understand performance standards/requirements.
• Creates clear standards that are understandable and fair.
• Sets performance expectations that are clear, specific and concise.
• Establishes standards for expected performance.
• Sets and maintains high standards for self and others.

Determines Measures

• Establishes standards for expected performance.
• Monitors performance on a regular basis.
• Ensures that OKRs are aligned with company objectives.
• Uses established criteria for measuring job performance.
• Establishes measures of performance.
• Identifies the Key Performance Indicators (KPIs) for the position.
• Determines the Objectives and Key Results (OKRs) needed for the position.
• Creates several measures of success for each goal.
• Links qualitative objectives to quantitative key results.
• Uses existing performance frameworks to define measures of performance.
• Determines the operational standards needed for performance of the job.
• Establishes indicators to measure levels of performance.

Communicating Expectations

• Makes sure commitments are understood and met.
• Ensures employees understand their performance expectations.
• Communicates the roles and responsibilities to the employee.
• Ensures the employee understands the key tasks, goals and KPIs required for the position.
• Conveys expectations for meeting performance metrics.
• Informs the employee of the required sales/production targets.
• Communicates OKRs to employees regularly during monthly meetings.
• Ensures Job Descriptions are up to date and accurate.
• Clearly articulates the performance requirements for the position.
• Is consistent in clearly communicating job requirements.
• Makes sure employees understand what is expected of them.

Accountability

• Assigns tasks and responsibilities and holds employees accountable for actions.
• Holds the team accountable for meeting objectives.
• Assigns responsibility for meeting specific objectives.
• Ensures employees are accountable for meeting OKRs.
• Stresses the importance of meeting production quotas.
• Holds the team leader accountable for the team meeting key performance responsibilities.
• Holds employees accountable for meeting performance expectations.

Measures Performance

• Assesses employee performance against defined standards.
• Reviews job performance shortly after completion of tasks.
• Reviews monthly or weekly reports of quantitative metrics (sales/production) to measure performance level.
• Records production quotas on a daily basis.
• Measures job performance of subordinates against defined goals and objectives.
• Uses pre-established key benchmarks to measure performance.
• Measures performance using standard production quotas.

Monitoring

• Routinely holds audits of performance on a weekly or monthly basis.
• Continuously measures performance and provides feedback to employees regularly.
• Monitors progress to ensure performance goals are being met.
• Uses weekly staff meetings to assess performance of key responsibilities.
• Establishes indicators to measure levels of performance.
• Establishes measures of performance.
• Monitors performance on a regular basis.

Performance Reviews

• Informs team members how their performance compares to stated goals.
• Effectively uses the current performance review process.
• Regularly conducts performance reviews of all employees.
• Conducts objectives and key results (OKR) assessments on a quarterly basis.
• Uses the established performance review forms to maintain consistency in reviews.
• Performs thorough and timely employee performance reviews.
• Performs thorough and timely employee performance appraisals.

Training and Development

• Ensures employees are trained in areas where performance may be lacking.
• Provides employees with training as needed to increase their performance.
• Encourages employees to take additional training in areas where they had low performance scores.
• Participates in training as needed to improve job performance.
• Requires employees to participate in additional job training as part of a remediation program.
• Trains and develops employees to realize their maximum potential.
• Provides support and resources employees need to do their best to accomplish goals.

Increasing Responsibilities

• Assigns additional responsibilities to facilitate internal employee promotions.
• Awards new assignments to those who are most capable.
• Provides additional responsibilities for employees that exceed performance standards.
• Increases responsibilities for high performing individuals.
• Rewards exceptional individuals with additional responsibilities.
• Gives additional responsibilities to individuals who exceed standards.

Poor Performance

• Presents performance feedback in a clear and concise manner to address performance issues.
• Uses timely and appropriate corrective/disciplinary actions.
• Addresses performance issues as soon as possible.
• Places employees on probation if they fail to meet minimum performance standards.
• Is consistent in disciplinary/corrective actions.
• Addresses poor performance sooner rather than later.
• Is consistent in corrective actions.

Remediation Plans

• Implements remediation plans with follow up after 3 months.
• Implements remediation plans as needed.
• Initiates a performance improvement plan for underperforming subordinates.
• Initiates probationary actions for employees with sub-par performance.
• Implements remediation plans that include specific performance goals in areas most in need of improvement.
• Identifies specific actions to be addressed through the remediation plan.

Rewards and Recognition

• Acknowledges employee contributions that support the bottom line.
• Ensures team members receive rewards for positive performance accomplishments.
• Recognizes and values good performance.
• Acknowledges employee contributions that support the bottom line.
• Recognizes team members when they contribute significantly to the team.
• Recommends employees for distinguished service awards if warranted.
• Rewards employees for exceeding goals.

Rewards Good Performance

• Ensures team members receive rewards for positive performance accomplishments.
• Rewards individuals who show imagination in developing creative solutions to problems.
• Rewards employees for exceeding goals.
• Recognizes people who provide outstanding leadership in planning, organizing.
• Recognizes employees with a long and distinguished career of service.
• Recognizes employees who have courage in persevering against great odds and difficulties.

Administers Rewards Program

• Administers the performance rewards program in a fair and equitable manner.
• Ensures the eligibility of the proposed award recipient.
• Is proactive in administering the rewards program.

Employee Opinion Survey Items

Employees with high Managing Performance skills help organizations and departments by driving accountability, elevating team effectiveness, and fostering a results-oriented culture that aligns daily efforts with strategic goals. These employees clearly define performance expectations, monitor progress using consistent metrics, and support peers through constructive feedback and timely recognition. By identifying areas for growth and celebrating achievements, they contribute to a motivated workforce, more efficient workflows, and enhanced organizational agility -- all while building trust and maintaining transparency across teams.



Expectations

• Expectations are clearly communicated to me
• I am clear about what is expected of me in my position as a result of the Performance Process
• I understand how my performance is evaluated
• I understand how I am evaluated
• I understand the link between my performance and my pay
• I have clear expectations about my work performance and my goals.

My Review

• I trust the feedback I receive from my Supervisor
• I feel good about how I was recently evaluated
• I feel good about my performance appraisal
• My annual review is effective in identifying specific goals for performance improvement.
• It is important for me to get an overall evaluation of my job performance at least once a year.
• I have important feedback I can give to my Supervisor
• I receive regular performance reviews

My Supervisor

• My Supervisor is honest and fair in my performance review
• My Supervisor gives me constructive feedback
• My Supervisor helps me to understand how I am doing
• My Manager has set performance objectives for my job
• My Supervisor helps me to stay focused on the job

Performance Benchmarks

• The Performance Appraisal system has specific standards
• Pay raises are linked to performance evaluations
• Performance Appraisals are linked to customer satisfaction measures
• Pay raises are linked to job performance

Upward Feedback

• I can give my supervisor honest feedback.
• I can give my supervisor feedback.
• I can give my supervisor candid feedback.

My Recent Assessment

• I have participated in a Performance Process in the last twelve months
• The evaluation process should be more often than once a year
• In the last 6 months my Manager has talked to me about my progress outside of the formal Performance Process

Effectiveness

• The Performance Appraisal system is effective in promoting quality work

Fair and Unbiased

• The Performance Management process is effective.
• The Performance Management Process is fair.
• Performance Appraisals are fair and unbiased

Self-Assessment Items

Goals and Objectives

• You align individual and team goals with the organization's goals and objectives.
• You set long and short term goals.
• You measure performance of goals and objectives.
• I provide employees with necessary resources to accomplish your goals.
• You set specific and measurable goals for others and follows through to completion.
• I make sure the team's goals are met.
• You ensure that team goals are met 85 percent of the time.
• You set clear and ambitious goals to be met.
• You measure job performance of subordinates against defined goals and objectives.
• I ensure team members understand the department goals.
• You set challenging goals and objectives.
• I adjust performance goals as needed to meet the demands of the department/organization.

Performance Expectations

• You ensure employees understand their performance expectations.
• I plan and set work expectations.
• I ensure employees understand performance standards/requirements.
• I create clear standards that are understandable and fair.
• I ensure employees understand how work is to be completed.
• You align individual and team performance expectations with the organization's expectations.
• I set and maintain high standards for myself and others.
• You revise the OKRs required for the position on a quarterly basis.
• You establish standards for expected performance.
• I set the Objectives and Key Results (OKRs) required for the position.
• You obtain commitment from employees regarding completion of tasks.
• I set performance expectations that are clear, specific and concise.

Determines Measures

• You establish standards for expected performance.
• You establish measures of performance.
• You create several measures of success for each goal.
• I link qualitative objectives to quantitative key results.
• I use existing performance frameworks to define measures of performance.
• You identify the Key Performance Indicators (KPIs) for the position.
• I monitor performance on a regular basis.
• I determine the operational standards needed for performance of the job.
• I ensure that OKRs are aligned with company objectives.
• I determine the Objectives and Key Results (OKRs) needed for the position.
• I use established criteria for measuring job performance.
• I establish indicators to measure levels of performance.

Communicating Expectations

• You make sure commitments are understood and met.
• I communicate the roles and responsibilities to the employee.
• You ensure employees understand their performance expectations.
• I make sure employees understand what is expected of them.
• I communicate OKRs to employees regularly during monthly meetings.
• You inform the employee of the required sales/production targets.
• I ensure Job Descriptions are up to date and accurate.
• I convey expectations for meeting performance metrics.
• I clearly articulate the performance requirements for the position.
• I am consistent in clearly communicating job requirements.
• I ensure the employee understands the key tasks, goals and KPIs required for the position.

Accountability

• You hold employees accountable for meeting performance expectations.
• You assign tasks and responsibilities and holds employees accountable for actions.
• I stress the importance of meeting production quotas.
• I hold the team leader accountable for the team meeting key performance responsibilities.
• I hold the team accountable for meeting objectives.
• You assign responsibility for meeting specific objectives.
• You ensure employees are accountable for meeting OKRs.

Measures Performance

• You assess employee performance against defined standards.
• You review job performance shortly after completion of tasks.
• I measure job performance of subordinates against defined goals and objectives.
• I measure performance using standard production quotas.
• I record production quotas on a daily basis.
• I use pre-established key benchmarks to measure performance.
• I review monthly or weekly reports of quantitative metrics (sales/production) to measure performance level.

Monitoring

• I monitor progress to ensure performance goals are being met.
• You routinely hold audits of performance on a weekly or monthly basis.
• You continuously measures performance and provides feedback to employees regularly.
• You establish indicators to measure levels of performance.
• I use weekly staff meetings to assess performance of key responsibilities.
• You establish measures of performance.
• You monitor performance on a regular basis.

Performance Reviews

• You inform team members how their performance compares to stated goals.
• You effectively use the current performance review process.
• You regularly conduct performance reviews of all employees.
• I conduct objectives and key results (OKR) assessments on a quarterly basis.
• You use the established performance review forms to maintain consistency in reviews.
• You perform thorough and timely employee performance reviews.
• You perform thorough and timely employee performance appraisals.

Training and Development

• You ensure employees are trained in areas where performance may be lacking.
• You provide employees with training as needed to increase their performance.
• I participate in training as needed to improve job performance.
• I encourage employees to take additional training in areas where they had low performance scores.
• You require employees to participate in additional job training as part of a remediation program.
• I train and develop employees to realize their maximum potential.
• You provide support and resources employees need to do your best to accomplish goals.

Increasing Responsibilities

• You assign additional responsibilities to facilitate internal employee promotions.
• I award new assignments to those who are most capable.
• I provide additional responsibilities for employees that exceed performance standards.
• I reward exceptional individuals with additional responsibilities.
• You give additional responsibilities to individuals who exceed standards.
• I increase responsibilities for high performing individuals.

Poor Performance

• You address performance issues as soon as possible.
• You use timely and appropriate corrective/disciplinary actions.
• You present performance feedback in a clear and concise manner to address performance issues.
• You place employees on probation if they fail to meet minimum performance standards.
• You are consistent in disciplinary/corrective actions.
• You address poor performance sooner rather than later.
• You are consistent in corrective actions.

Remediation Plans

• You implement remediation plans with follow up after 3 months.
• You identify specific actions to be addressed through the remediation plan.
• I implement remediation plans that include specific performance goals in areas most in need of improvement.
• You initiate a performance improvement plan for underperforming subordinates.
• Initiates probationary actions for employees with sub-par performance.
• I implement remediation plans as needed.

Rewards and Recognition

• You recognize and value good performance.
• You acknowledge employee contributions that support the bottom line.
• You ensure team members receive rewards for positive performance accomplishments.
• You acknowledge employee contributions that support the bottom line.
• You recognize team members when they contribute significantly to the team.
• You recommend employees for distinguished service awards if warranted.
• You reward employees for exceeding goals.

Rewards Good Performance

• I recognize employees who have courage in persevering against great odds and difficulties.
• I recognize people who provide outstanding leadership in planning, organizing.
• You reward individuals who show imagination in developing creative solutions to problems.
• You recognize employees with a long and distinguished career of service.
• You reward employees for exceeding goals.
• I ensure team members receive rewards for positive performance accomplishments.

Administers Rewards Program

• I am proactive in administering the rewards program.
• You ensure the eligibility of the proposed award recipient.
• I administer the performance rewards program in a fair and equitable manner.

Job Interview Questions

These questions will help you in the interview to identify candidates that are able to "Manage Performance". These are people who get others to do work.



None

• Tell me about the best boss you've ever had.
• Do you think you would make a good (manager/supervisor)? Why?
• How would you go about terminating an employee?
• How do you feel your supervisor could have done a better job?
• How do you handle leadership?
• What are your team-player attributes?
• How would you organize your staff if you managed this operation?
• What quality should a successful manager possess?
• How do you establish rapport with your subordinates?
• How many employees do you supervise?
• Describe how you would discipline a subordinate for missing work.
• In what respects have you improved as a supervisor in the past few years?
• How did you get along with your last supervisor?
• Describe the toughest (manager/subordinate) you have ever had.
• Tell me more than your resume does about managing our department -- for example, how do you handle acquisitions?
• Do you need direct supervision?
• As a department manager, how would you establish staff rapport?
• What leadership positions have you held?
• Do you require close supervision?
• How would you typify your relationship with your former boss?
• What would you say about a supervisor who was tough to work with?
• Describe how you would discipline a subordinate for missing a deadline.
• Explain how you motivate others to work more efficiently.
• Can you instruct a group of employees without feeling intimidated?
• How would you define your management philosophy?
• Do your subordinates come to you with personal problems?
• Have you ever had to make decisions when your supervisor was unavailable? Explain.
• Do you have the attributes of a good manager?
• Explain how you have supervised others.
• Can you work with direct supervision?
• How many people are you comfortable supervising?
• What did you dislike about your supervisor?
• Have you mentored (anyone/a subordinate)?
• How closely do you supervise others?
• What do your subordinates think of you?
• How would you characterize your leadership and use of authority?
• Describe the relationship that should exist between a supervisor and subordinates.
• Tell me about a time where you had to stand firm and make a tough or unpopular decision in order to maintain the standards you had set.
• Tell me about the worst boss you've ever had.
• How do you get along with superiors?
• Do you have job performance appraisals?
• What would you look for in hiring people? For this job?
• How would you go about creating a plan for your department if you were the boss?
• How do you think your boss or a co-worker would evaluate your current job performance?
• What qualities make the best manager?
• How did the employees you hired work out?
• Do you think you have the personality to be a (manager/supervisor)?
• How would you handle a supervisor challenging one of your decisions?
• What is the title of the person who you report to, and what were his or her responsibilities?
• Explain how you have worked successfully with a team.
• What management positions have you held?
• Describe how you are mentoring an employee.
• How do you think that supervisors and subordinates should act toward one another?
• How good are you at personnel management?
• What do your subordinates consider your strengths?
• Do you have a unique approach to management or supervision?
• How would your subordinates describe you?
• Describe the (best/worst) subordinate you have ever had.
• Do you report to more than one supervisor?
• Do you see yourself as more technically or management oriented?
• What organizational techniques do you use to manage your workload?
• Describe an incident in which you had to give a verbal warning to a subordinate.
• How would you handle reporting to more than one supervisor?
• What kind of boss/supervisor do you prefer?
• Define cooperation.
• Describe how you would discipline a subordinate for inappropriate behavior.
• Can you take instructions/criticisms without feeling upset?
• How do you communicate with your subordinates?
• How would you evaluate your present employer's weaknesses?
• Have you supervised any subordinates? Explain.
• What steps would you take to terminate an employee who is not performing adequately?
• How do you supervise your staff?
• Can you take instructions?
• What is your management philosophy?
• How would you deal with a subordinate who violated a company policy?
• Explain how you have used your skills to resolve a conflict between your boss and a co-worker.
• Describe an incident in which you had to discipline a subordinate.
• How would your supervisor describe your leadership abilities?
• In relation to others, how do you view yourself on taking initiative?
• How did your boss rate your job performance?
• Are you a natural leader or a natural follower?
• Describe how you supervise other employees.
• How do you delegate responsibility?
• How many levels of management did you interact with?
• How have you selected any subordinates you've had in the past two years?
• How do you communicate with your superiors?
• Do you sometimes get flustered when working with supervisors?
• Are you more of a leader or follower?
• How many employees have you mentored?
• Are you a better leader or follower?
• What are the qualities that are most important to a manager?
• Describe your management philosophy. Have your disappointments helped you improve yourself?
• What techniques do you use to motivate people?
• Are you able to lead others?
• How do you establish rapport with your subordinates?
• What is your opinion of your current boss?
• Describe the ideal supervisor-subordinate relationship.
• Can you take instruction without feeling upset?
• Have you had any supervisory experience? Explain.
• Are you a leader? Give some examples.
• Can you lead a group of (__) employees to complete a task? If so, give an example or explain.
• Tell about your leadership skills?
• How closely are you supervised?
• Have any employees you have mentored been promoted?
• What was the worst boss you've ever had?
• Describe the (best/worst) manager you have ever had.
• What would your past supervisors tell me about you?
• What type of supervisor brings out the best performance in you?
• Describe how you would discipline a subordinate for tardiness.
• What are the most important attributes of a good manager?
• Describe your approach to management or supervision.
• What are you looking for in a supervisor?
• What qualities should a successful manager possess?
• How closely would you supervise an employee who was having difficulty?
• What is your opinion of your last boss?
• In what ways do your leadership skills show?
• What was the best boss you've ever had?
• Explain an instance when you used your leadership skills to solve a problem.
• Do you supervise others?
• Have you held any leadership responsibilities? Explain.
• What would you say about a supervisor who was unfair?
• What would your former supervisor say about you?
• Do you consider yourself a leader or a follower? Why?
• What challenges have you faced in a leadership position?
• How closely have your past supervisors managed you?
• How many immediate subordinates have you removed from their jobs recently?
• What qualities do you think a successful manager posses?
• Can you take instructions without feeling upset or hurt?
• How have past managers gotten the best out of you?
• Do you publicly disagree with your supervisor?
• Tell me about an experience where you had to manage people conflicts at work -- could you describe an incident like this?
• What role do you take in a group situation? Give examples.
• How would you decide who to fire?
• What kind of boss do you prefer?
• What factors do you think have contributed to your effectiveness as a supervisor?
• How would you discipline a subordinate?

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