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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

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

• Aligns individual and team goals with the organization's goals and objectives.
• Measures performance of goals and objectives.
• Sets long and short term goals.
• Sets specific and measurable goals for others and follows through to completion.
• Provides employees with necessary resources to accomplish their goals.
• Sets clear and ambitious goals to be met.
• Makes sure the team's goals are met.
• Ensures that team goals are met 85 percent of the time.
• 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.
• Sets and maintains high standards for self and others.
• Sets performance expectations that are clear, specific and concise.
• Aligns individual and team performance expectations with the organization's expectations.
• Obtains commitment from employees regarding completion of tasks.
• Plans and sets work expectations.
• Creates clear standards that are understandable and fair.
• Ensures employees understand how work is to be completed.
• Sets the Objectives and Key Results (OKRs) required for the position.
• Revises the Objectives and Key Results (OKRs) required for the position on a quarterly basis.
• Establishes standards for expected performance.

Determines Measures

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

Communicating Expectations

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

Accountability

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

Measures Performance

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

Monitoring

• Continuously measures performance and provides feedback to employees regularly.
• Routinely holds audits of performance on a weekly or monthly basis.
• Monitors progress to ensure performance goals are being met.
• 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.
• Increases responsibilities for high performing individuals.
• Gives additional responsibilities to individuals who exceed standards.
• Provides additional responsibilities for employees that exceed performance standards.

Poor Performance

• Presents performance feedback in a clear and concise manner to address performance issues.
• Addresses performance issues as soon as possible.
• Uses timely and appropriate corrective/disciplinary actions.
• 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.
• 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.
• Initiates probationary actions for employees with sub-par performance.

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

Administers Rewards Program

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

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 I am evaluated
• I understand how my performance is evaluated
• I understand the link between my performance and my pay

My Review

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

My Supervisor

• My Supervisor is honest and fair in my performance review
• My Supervisor helps me to understand how I am doing
• My Manager has set performance objectives for my job
• My Supervisor gives me constructive feedback
• 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
• Pay raises are linked to job performance
• Performance Appraisals are linked to customer satisfaction measures

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

Determines Measures

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

Communicating Expectations

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

Accountability

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

Measures Performance

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

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.
• 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 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 provide employees with training as needed to increase their performance.
• You ensure employees are trained in areas where performance may be lacking.
• 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 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 present performance feedback in a clear and concise manner to address performance issues.
• You use timely and appropriate corrective/disciplinary actions.
• You address performance issues as soon as possible.
• 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.
• Initiates probationary actions for employees with sub-par performance.
• 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.
• I implement remediation plans as needed.

Rewards and Recognition

• 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 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 recognize employees who have courage in persevering against great odds and difficulties.
• You recognize employees with a long and distinguished career of service.
• You reward individuals who show imagination in developing creative solutions to problems.
• I recognize people who provide outstanding leadership in planning, organizing.
• 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 "Results Oriented". These are people who tenacious in getting the job done.



None

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

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