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Supervisor / Manager
Employee Name: Robert L. Wilson, Jr. Manager Name: Dawn Groters Review Period: Employee Position: Safety Manager/Operations Date: December 8, 2009 Date Review Completed:
Instructions
Step 1: Step 2: Step 3:
Identify the direct reports that will be participating in the Performance Appraisal process. Give a blank copy of the Performance Appraisal & Development Plan instrument to your direct report two weeks before the scheduled meeting. Request that he or she: a. Conduct a self-assessment and complete the entire instrument. b. Submit a completed copy of the instrument to the manager one week before the scheduled meeting. Follow-up with the employee to ensure that he or she understands the appraisal process. Schedule an appraisal meeting the meeting should be scheduled for a mutually convenient time and place. Complete all sections of the Performance Appraisal & Development Plan for each direct report. Together with the employee, conduct the performance appraisal discussion by sharing your appraisal and assessment ratings with the employee offering supportive comments, examples and/or issues that support your rating reviewing the employees self-assessment ratings and determining a final rating the manager determines the final ratings summarizing the employees Overall Performance Rating; and determining Performance and Developmental Goals. In order for the employee to complete the Employee Feedback section, provide the employee with a copy of the completed instrument after the discussion. The employee should be given time to consider the results before returning the completed document to you. Review the Employee Feedback section. Thank the employee for his or her comments and suggestions and offer a response. Complete the Signature box below. and the manager version of the instrument into the employees file and forward copies as appropriate.
Step 7:
Step 8: Step 9:
Step 10: Print and/or make a copy of the completed instrument; insert the originals both the self assessment instrument
Signatures
I have participated in this discussion with my manager.
Employee Signature: I have participated in this discussion with the employee named above. Manager Signature:
Date:
Date:
Self-Assessment
June 2007
Manager
Page 1
Strength frequently exceeds responsibility and performance expectations, thinks outside and ahead of his or her job, anticipates
and prevents problems and exemplifies extraordinary initiative in this competency. Meets Expectations achieves expectations, works under minimal supervision and demonstrates sound judgment. Is qualified, competent and effective in this competency.
Needs Development is not meeting or accomplishing all or some of the responsibilities and performance expectations or is
new to the position. Recommendation for improvement is suggested in this competency.
Not Applicable (N/A) this specific item does not directly relate to his or her position. S ME ND N/A
COMMITMENT ACCOUNTABILITY
Growth
Ability to expand and grow business.
Able to identify possible opportunities for new business (i.e. acquisitions, conversions, management contracts) Able to make formal presentations (i.e. to transit authorities, officials, operators, management) Know the elements within a revenue contract Know the strategies and tactics for effective negotiation Able to develop and negotiate bid proposals for revenue contracts
Compliance
Understands and is consistent and diligent in complying with corporate and client standards. Embraces corporate initiatives. Ensures compliance with all federal, state and local laws.
Able to ensure compliance with labor contracts Able to respond to labor/employee grievances Able to recognize and take action to maintain a workplace free of unlawful harassment and discrimination Able to respond to complaints related to equal employment opportunity, harassment and discrimination legislation Able to ensure safety and file compliance
Self-Management
Possesses personal drive, energy and passion to pursue goals to achieve success. Achievement oriented.
Able to manage conflict Able to balance multiple priorities Able to set personal objectives Able to work independently Able to manage own time effectively Able to assess own strengths and weaknesses
June 2007
Page 2
ME
ND
N/A
Managing Change
Adjusts to new situations, information or unexpected obstacles. Sensitive to the cultural dynamics in the organization. Able to integrate diverse cultures to achieve results and resolve problems.
Able to anticipate the effects of planned changes for individuals, the team and the organization knows the ways that people commonly respond to change Able to manage the change process effectively Able to communicate effectively about changes able to explain changes at Veolia Transportation to others including direct reports and operators Able to help others to deal effectively with their reactions to change Able to minimize the potential negative effects of change on people Able to demonstrate a positive attitude towards change
EMPOWERMENT
Performance Management
Sets appropriate expectations and goals. Regularly provides constructive, objective, performance feedback to employees. Sees great value in employee training and development. Develops strategies to minimize employee turnover.
Able to set performance goals with direct reports Able to provide recognition for good performance Able to confront performance problems of direct reports Able to coach direct reports to improve performance when there are performance problems Know the steps in the progressive discipline process Able to carry out the progressive discipline process
ME
ND
N/A
June 2007
Page 3
Performance Goals
Consider the performance period ahead. Based on the projected business priorities of the Region and/or the property, identify a couple of competency areas where either expectations were not met or a competency could be strengthened, and together with the individual, develop a performance goal. If you require additional space, please use a separate piece of paper.
Performance Goal
Resources Required
Timeline
Developmental Goal
Resources Required
Timeline
Employee Feedback
This section provides the employee with an opportunity to give the manager some direct feedback. The employee should complete this section after the performance discussion has taken place checking the box that best answers each question. Space is provided for openended questions and comments.
Yes
No
What questions do you have that you would like your manager to answer?
Questions:
June 2007
Page 4