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HR-Survey > Competency Model

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

Results oriented individuals are leaders having impact on the organization setting the standard by which others are measured. Achieving results is a critical function of organizations. Individuals with a results orientation help focus the direction of other employees toward a common goal, create innovative solutions to problems, increase production through efficiencies and improve the department and organization.

360-Degree Feedback Questionnaire Items

The Results Oriented (Orientation) competency in a 360-Degree Feedback assessment includes items measuring the ability to: set and prioritize goals; create plans of action and stay focused; to be flexible and responsive; strong work ethic by being highly motivated and having a bias for action.

Goals and Objectives

• Sets long and short term goals.
• Aligns individual and team goals with the organization's goals and objectives.
• Measures performance of goals and objectives.
• 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.
• Creates clear standards that are understandable and fair.
• Aligns individual and team performance expectations with the organization's expectations.
• Sets the Objectives and Key Results (OKRs) required for the position.
• Sets performance expectations that are clear, specific and concise.
• Revises the OKRs required for the position on a quarterly basis.
• Sets and maintains high standards for self and others.
• Establishes standards for expected performance.
• Plans and sets work expectations.
• Ensures employees understand how work is to be completed.

Determines Measures

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

Communicating Expectations

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

Accountability

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

Measures Performance

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

Monitoring

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

Performance Reviews

• Effectively uses the current performance review process.
• Informs team members how their performance compares to stated goals.
• 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.
• Rewards exceptional individuals with additional responsibilities.
• Provides additional responsibilities for employees that exceed performance standards.
• Increases responsibilities for high performing individuals.
• Gives additional responsibilities to individuals who exceed standards.

Poor Performance

• Uses timely and appropriate corrective/disciplinary actions.
• Addresses performance issues as soon as possible.
• Presents performance feedback in a clear and concise manner to address performance issues.
• 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.
• 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.
• Implements remediation plans as needed.
• Identifies specific actions to be addressed through the remediation plan.

Rewards and Recognition

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

Rewards Good Performance

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

Administers Rewards Program

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

Employee Opinion Survey Items

Employees that have a strong Results Orientation are invaluable assets to any organization, driving performance, achieving results and getting the job done.

Expectations

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

My Review

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

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 Supervisor helps me to stay focused on the job
• My Manager has set performance objectives for my job

Performance Benchmarks

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

Upward Feedback

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

My Recent Assessment

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

Effectiveness

• The Performance Appraisal system is effective in promoting quality work

Fair and Unbiased

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

Self-Assessment Items

Goals and Objectives

• You measure performance of goals and objectives.
• You set long and short term goals.
• You align individual and team goals with the organization's goals and objectives.
• You set specific and measurable goals for others and follows through to completion.
• I provide employees with necessary resources to accomplish your goals.
• You set clear and ambitious goals to be met.
• You ensure that team goals are met 85 percent of the time.
• I make sure the team's goals are 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.
• You align individual and team performance expectations with the organization's expectations.
• I set and maintain high standards for myself and others.
• I set performance expectations that are clear, specific and concise.
• You revise the OKRs required for the position on a quarterly basis.
• I set the Objectives and Key Results (OKRs) required for the position.
• You establishe standards for expected performance.
• I ensure employees understand how work is to be completed.
• You obtain commitment from employees regarding completion of tasks.
• I plan and set work expectations.
• I create clear standards that are understandable and fair.

Determines Measures

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

Communicating Expectations

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

Accountability

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

Measures Performance

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

Monitoring

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

Performance Reviews

• You effectively use the current performance review process.
• You inform team members how their performance compares to stated goals.
• 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.
• You require employees to participate in additional job training as part of a remediation program.
• I encourage employees to take additional training in areas where they had low performance scores.
• I participate in training as needed to improve job performance.
• 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 increase responsibilities for high performing individuals.
• You give additional responsibilities to individuals who exceed standards.
• I reward exceptional individuals with additional responsibilities.
• I provide additional responsibilities for employees that exceed performance standards.

Poor Performance

• You use timely and appropriate corrective/disciplinary actions.
• You address performance issues as soon as possible.
• You present performance feedback in a clear and concise manner to address performance issues.
• You are consistent in disciplinary/corrective actions.
• You place employees on probation if they fail to meet minimum performance standards.
• 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.
• You initiate a performance improvement plan for underperforming subordinates.
• I implement remediation plans that include specific performance goals in areas most in need of improvement.
• Initiates probationary actions for employees with sub-par performance.
• I implement remediation plans as needed.

Rewards and Recognition

• You acknowledge employee contributions that support the bottom line.
• You recognize and value good performance.
• 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

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

Administers Rewards Program

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

Job Interview Questions

These questions will help you in the interview to identify candidates that are "Results Oriented". These are people who tenacious in getting the job done.

None

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

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