MAP – CVT Consulting Project
Date: / / 2013
|This form is being completed about: |This form is being turned in to: |This form is being completed by: |
|Employee: | |Supervisor | |Rater: | |
| |Print Name | |Print Name | |Print Name |
| | | | | | |
| |Job Title | |Job Title | |Job Title |
| |
|5 |Excellent: Routinely exceeds expectations, goes above and beyond standards. |
|4 |Very Good: Often exceeds expectations; a job very well done. |
|3 |Good: Meets expectations, a job well done. |
|2 |Needs Improvement: Does not consistently meet expectations; must improve. |
|1 |Unsatisfactory: Meets very few of the expectations; improvement seems unlikely. |
Performance Factors Performance factors measure how well the job is being performed. It considers the way in which the employee has generally worked at his/her job this past year; it is not about rating the actual achievements. Most factors apply to most jobs. Please take the opportunity to comment on observed behaviors specific to the supervisor being reviewed.
Performance Factors
|Performance Factors – Definition of each factor. Rating Comments |
|Setting Objectives & Implementing Strategy: The degree to which objectives in |1 2 3 4 5 | |
|departmental workplans are set as specific outcomes (not the steps to the outcomes) | | |
|and the extent to which these are linked to the MLC strategic plan. Effective | | |
|oversight and management of implementation activities to create successful | | |
|departmental workplan outcomes. | | |
|Contribution to Management Team: Measures the success of the supervisor in |1 2 3 4 5 | |
|contributing information and informed opinions on management decisions that affect the| | |
|larger organization. Provides valuable input while respecting colleagues’ authority in| | |
|making decisions within their own departments and positions. Effectively balances | | |
|efforts at integration with a focus on one’s own objectives. | | |
|Employment Management: Effective, efficient and compassionate management of hiring, |1 2 3 4 5 | |
|transfers, promotions and terminations. Assignment of employees to jobs which best | | |
|match their strengths. Includes the realization of creating a diverse workforce and | | |
|implementation of MLC’s Affirmative Action/Equal Employment Opportunity Plan. Works | | |
|effectively with the HR team to complete employee hiring, transfers, promotion, and | | |
|termination processes. | | |
|Professional Communication: The ability to express ideas, verbally and in written |1 2 3 4 5 | |
|formats, in a clear and precise manner; the ability to listen professionally. The | | |
|degree to which the supervisor’s words and actions demonstrate support for decisions | | |
|that have been made and implemented. Offers thoughtful, reasoned, and strategic | | |
|feedback to leadership when disagreements occur. | | |
|Managing & Leading Others: The degree to which responsibility and authority are |1 2 3 4 5 | |
|appropriately delegated within one’s team. Measures interpersonal management skills | | |
|and the observed success of the supervisor’s team. Creates a high-functioning team | | |
|that is supportive, collaborative, and effectively navigates conflict. | | |
|Planning & Budgeting: How effectively plans and budgets are developed and achieved, |1 2 3 4 5 | |
|and how efficiently resources are allocated. Considers the ability to shift resources | | |
|with changes in priorities. Successfully manages departmental and project budgets | | |
|with little variance. Seeks approval for budget changes from the budget manager, and | | |
|seeks approval for new expenses above budget from the Executive Director. | | |
|Staff Development: Measures how effectively employee strengths and improvement needs |1 2 3 4 5 | |
|are identified and supported. Measures the ability to coach and counsel. Provides | | |
|accurate and timely feedback. Provides Strengths-Based Leadership of self and | | |
|employees. Completes Quarterly Check Ins with each direct report employee and | | |
|supports employee professional development. | | |
|Initiative: How well problems are anticipated, opportunities are seized, and action is|1 2 3 4 5 | |
|taken; the degree to which the supervisor’s actions and oversight achieves results | | |
|that are aligned with the strategic plan and departmental workplan goals. | | |
|Outcomes & Impact: The individual advances the agency mission, goals, and strategic |1 2 3 4 5 | |
|plan both directly and through effective leadership through timely and accurate | | |
|reporting on successes, qualitative and quantitative outcomes, and lessons learned. | | |
|Demonstration of Core Values: The extent to which the leader’s actions and behaviors |1 2 3 4 5 | |
|reflect MLC core values: | | |
|1) promoting the power of learning; 2) maximizing human potential; 3) energizing | | |
|communities; 4) fostering inclusion; 5) advancing equality and justice; 6) leading the| | |
|way. | | |
|Other Comments |
| |
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