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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

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

Determines Measures

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

Communicating Expectations

• Makes sure commitments are understood and met.
• Communicates OKRs to employees regularly during monthly meetings.
• Informs the employee of the required sales/production targets.
• Ensures Job Descriptions are up to date and accurate.
• Ensures employees understand their performance expectations.
• Is consistent in clearly communicating job requirements.
• Clearly articulates the performance requirements for the position.
• 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 the roles and responsibilities to the employee.

Accountability

• Ensures employees are accountable for meeting OKRs.
• Stresses the importance of meeting production quotas.
• Holds employees accountable for meeting performance expectations.
• Assigns responsibility for meeting specific objectives.
• Holds the team leader accountable for the team meeting key performance responsibilities.
• Assigns tasks and responsibilities and holds employees accountable for actions.
• Holds the team accountable for meeting 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.
• Reviews monthly or weekly reports of quantitative metrics (sales/production) to measure performance level.
• Records production quotas on a daily basis.
• 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.
• 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.
• Participates in training as needed to improve job performance.
• Requires employees to participate in additional job training as part of a remediation program.
• Encourages employees to take additional training in areas where they had low performance scores.
• 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.
• Gives additional responsibilities to individuals who exceed standards.
• Provides additional responsibilities for employees that exceed performance standards.
• Increases responsibilities for high performing individuals.

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.
• 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.
• Initiates a performance improvement plan for underperforming subordinates.

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.
• 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

• Rewards employees for exceeding goals.
• Recognizes employees who have courage in persevering against great odds and difficulties.
• Rewards individuals who show imagination in developing creative solutions to problems.
• 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.

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

• 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 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
• My annual review is effective in identifying specific goals for performance improvement.
• 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.
• I feel good about my performance appraisal

My Supervisor

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

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

My Recent Assessment

• 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
• I have participated in a Performance Process in the last twelve months

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 measure performance of goals and objectives.
• 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.
• I adjust performance goals as needed to meet the demands of the department/organization.
• You set challenging goals and objectives.

Performance Expectations

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

Determines Measures

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

Communicating Expectations

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

Accountability

• I stress the importance of meeting production quotas.
• You assign tasks and responsibilities and holds employees accountable for actions.
• You ensure employees are accountable for meeting OKRs.
• You hold employees accountable for meeting performance expectations.
• 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 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.
• I measure performance using standard production quotas.
• I use pre-established key benchmarks to measure performance.

Monitoring

• You continuously measures performance and provides feedback to employees regularly.
• I monitor progress to ensure performance goals are being met.
• You routinely hold audits of performance on a weekly or monthly basis.
• 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 provide employees with training as needed to increase their performance.
• You ensure employees are trained in areas where performance may be lacking.
• 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.
• I reward exceptional individuals with additional responsibilities.
• I provide additional responsibilities for employees that exceed performance standards.
• You give additional responsibilities to individuals who exceed standards.

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

Rewards and Recognition

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

Rewards Good Performance

• You reward individuals who show imagination in developing creative solutions to problems.
• 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 employees for exceeding goals.
• I ensure team members receive rewards for positive performance accomplishments.
• I recognize people who provide outstanding leadership in planning, organizing.

Administers Rewards Program

• You ensure the eligibility of the proposed award recipient.
• I am proactive in administering the rewards program.
• 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

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

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