Performance Assessment
Performance Assessment
Assessment Form
| Performance Attribute | Weight (%) |
| Punctuality | 5 |
| Decision Making | 20 |
| Problem Solving Skills | 15 |
| Leadership style | 5 |
| Capacity to motivate employees | 10 |
| Financial Management | 5 |
| Communication Skills | 15 |
| Awareness of Organizational Mission and Vision | 10 |
| Technical Proficiency | 10 |
| Innovativeness | 5 |
| Total | 100 |
Grading Scale
| Rating | Score |
| Over 80% | Outstanding |
| 70-80% | Satisfactory |
| 60-70% | Average |
| 50-60% | Below Average |
| Less than 50% | Poor |
Assessment Form
The assessment form for the supervisors evaluates ten attributes. Each of the ten attributes has its relative weight in connection with the supervisor’s performance. From the form, it is evident that decision making carries the largest weight. For any supervisor, the ability to make productive decisions ranks as one of the most pertinent attributes. In essence, the supervisor’s approach towards decision making can influence other attributes. For instance, it is easy to solve different problems if the supervisor has an excellent approach towards decision making. Another crucial perspective of assessment pertains to communication skills.
All supervisors must have the capacity to communicate effectively with managers as well as employees. In most cases, the absence of adequate communication skills undermines operational efficiency. This justifies the high percentage for the supervisor’s communication skills. The supervisor’s approach towards problem solving is equally essential as communication skills. The attainment of operational efficiency in any department depends on the supervisor’s capacity to solve problems (Scott, 2010). For instance, a supervisor with an excellent record for conflict management would score highly under this criterion.
Technical proficiency serves as another pertinent component of the supervisor assessment form. In essence, technical proficiency reflects the supervisor’s familiarity with all departmental operations. For instance, supervisors should have the ability to monitor the different electronic systems in their respective departments. Consequently, it is paramount to assess the supervisor’s performance based on technical proficiency. It is fundamentally essential to examine whether the supervisors are familiar with the organizational mission and vision.
These perspectives are vital with regard to organizational culture. Although innovativeness is an excellent attribute for supervisors in modern organizations, it has minimal influence on departmental efficiency. This justifies the low weight for the supervisor’s innovativeness in the assessment form. This perspective also applies to financial management, leadership style and punctuality.
Grading Scale
The grading scale is based on the supervisor’s score in the assessment form. The supervisor attains an outstanding rating if he scores more than 80%. In essence, such a rating shows the supervisor is excellently proficient in all the areas of assessment. An outstanding supervisor has exemplary communication skills as well as the capacity to solve problems (Scott, 2010). Although it is difficult to attain this rating, supervisors should work strongly towards achieving high scores.
A score that ranges between 70 and 80 is tantamount to a satisfactory rating. In most cases, supervisors with a satisfactory rating have commendable scores in all the areas of assessment. They are not necessarily brilliant in terms of performance. However, supervisors with a satisfactory rating can easily attain a score of 80 with additional input. The third rating in the grading scale encompasses a score of between 60 and 70%. Such supervisors might perform well in some areas but dismally in others. This undermines their efficiency. The level of reliability for average supervisors is quite low. With an unsatisfactory rating, supervisors are simply not proficient with most tasks. They need additional training as well as constant evaluation. The lowest rating in this rating consists of a score of less than 50%. Such supervisors are more or less a liability to the department.
Reference
Scott, J. & Reynolds, D. (2010). Handbook of workplace assessment. Hoboken, NJ: John Wiley & Sons
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