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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

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

Determines Measures

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

Communicating Expectations

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

Accountability

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

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

• Monitors progress to ensure performance goals are being met.
• Routinely holds audits of performance on a weekly or monthly basis.
• Continuously measures performance and provides feedback to employees regularly.
• 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

• 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

• Provides employees with training as needed to increase their performance.
• Ensures employees are trained in areas where performance may be lacking.
• Encourages employees to take additional training in areas where they had low performance scores.
• Requires employees to participate in additional job training as part of a remediation program.
• Participates in training as needed to improve job performance.
• 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.
• Gives additional responsibilities to individuals who exceed standards.
• Provides additional responsibilities for employees that exceed performance standards.
• Rewards exceptional individuals with additional responsibilities.
• Increases responsibilities for high performing individuals.

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.
• Identifies specific actions to be addressed through the remediation plan.
• 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.
• Initiates probationary actions for employees with sub-par performance.

Rewards and Recognition

• 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.
• Acknowledges employee contributions that support the bottom line.
• Recommends employees for distinguished service awards if warranted.
• Rewards employees for exceeding goals.

Rewards Good Performance

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

Administers Rewards Program

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

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

• 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 the link between my performance and my pay
• I understand how I am evaluated
• I have clear expectations about my work performance and my goals.
• I understand how my performance is evaluated

My Review

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

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

Determines Measures

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

Communicating Expectations

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

Accountability

• You assign responsibility for meeting specific objectives.
• I stress the importance of meeting production quotas.
• 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 ensure employees are accountable for meeting OKRs.
• You hold employees accountable for meeting performance expectations.
• 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 review monthly or weekly reports of quantitative metrics (sales/production) to measure performance level.
• I use pre-established key benchmarks to measure performance.
• 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.

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.
• I participate in training as needed to improve job 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 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 reward exceptional individuals with additional responsibilities.
• I increase responsibilities for high performing individuals.
• I provide additional responsibilities for employees that exceed performance standards.
• You give additional responsibilities to individuals who exceed standards.

Poor Performance

• You use timely and appropriate corrective/disciplinary actions.
• You present performance feedback in a clear and concise manner to address performance issues.
• 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.
• 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.
• You initiate a performance improvement plan for underperforming subordinates.
• You identify specific actions to be addressed through the remediation plan.

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

Administers Rewards Program

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

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

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