S³ SUPERVISION EFFECTIVENESS FEEDBACK FOR THE INDIVIDUAL LEADER
|
|
|
- Justina Harrison
- 8 years ago
- Views:
Transcription
1 RESPONSIVE MANAGEMENT SYSTEMS LEADERSHIP DEVELOPMENT SURVEY STAFF SATISFACTION SURVEY S³ SUPERVISION EFFECTIVENESS FEEDBACK FOR THE INDIVIDUAL LEADER "WHERE THEORY MEETS THE ROAD" Leader Name: Title: Company: Richard L Baron Integration Manager Division: Unit: Summary Type: Survey Date: Time Period: Organizational Development 5/8/2014 Baseline
2 S³ : Dimension Averages Graph Richard L Baron Integration Manager Organizational Development May 8, 2014 Communication 8 Confidence 5.67 Job Knowledge 0 Helpfulness 5.75 Pleasantness 5.75 Informativeness 5.75 Use of Authority 5.63 Sensitivity 8 Happiness 5.75 Overall = Completely Satisfied 6 = Satisfied (Recommended Benchmark Level) 5 = Slightly Satisfied 4 = Neither Satisfied nor Dissatisfied 3 = Slightly Satisfied 2 = Dissatisfied 1 = Completely Dissatisfied
3 S³ : Dimension Averages Profile Richard L Baron Integration Manager Organizational Development May 8, 2014 The Responsive Management: S³ Dimension Averages Profile provides the leader with feedback on his/her Responsive Management style employees. The leader can assess her/himself across nine Dimensions (22 questions), identified as important to Team Satisfaction, Team Performance, and Team Purpose (Likert, 1967; Baron, 1978; Rackham and Morgan, 1980; Hogan, Curphy, Hogan, 1994; McCormick & Brenna 2001; and Walker, Koroloff & Schutte, 2002). Besides self-assessment, the Profile offers the leader important 180 feedback opportunities on his/her Responsive Management style from the persons he/she supervises (Level One) and the individual who is his/her manager (Level Three S³ provides a beneficial comparsion between a "self-perception" (Level Two) and "others-perception" (Levels One and Three) by plotting a Dimension Profile. DIMENSION DIMENSION AVERAGE Level Level Level One Two Three DIMENSION PROFILE A. Communication 5.9 Level 1 Level 2 Level 3 7 B. Confidence C. Job Knowledge D. Helpfulness E. Pleasantness F. Informativeness G. Use of Authority H. Sensitivity I. Happiness 0 Communication Confidence Job Knowledge Helpfulness Pleasantness Informativeness Use of Authority Sensitivity Happiness
4 S³ Level One: Employee's Assessment Leader being rated: Richard L Baron Survey Date: May 8, 2014 Time Period: Baseline Unit: Organizational Development Division: Company: Summary Type Instructions: To assist the above-named leader with continued development as a leader, please rate each of the 22 satisfaction questions that follow using the rating scale below. Remember, you are rating this person on their leadership style in supervising you regarding these Questions and Dimensions. For each question, in the column to the right of that question mark: "7" if you are Completely Satisfied "6" if you are Satisfied "5" if you are Slightly Satisfied "4" if you are Neither Satisfied or Dissatisfied Please return as requested. "3" if you are Slightly Dissatisfied "2" if you are Dissatisfied "1" if you are Completely Dissatisfied "N" if the Question Does Not Apply HOW SATISFIED ARE YOU...? A. COMMUNICATION DIMENSION 1....That you are free to discuss your job with this leader With the frequency this leader asks you for your ideas and suggestions on solving job problems That you can privately, but candidly, question this leader's suggestions, requirements and communications That you can contact this leader when necessary... Ratings Column B. CONFIDENCE DIMENSION 5....With the frequency this leader uses your ideas and suggestions That this leader has confidence in you and your decisions That this leader supports your decisions... C. JOB KNOWLEDGE DIMENSION 8....That this leader knows or can help develop the solutions to most of your job or task problems... D. HELPFULNESS DIMENSION 9....That this leader provides sufficient assistance, equipment, training, and resources to assure your successfull perfomance That this leader responds to your requests quickly With the frequency this leader offers you assistance or help... E. PLEASANTNESS DIMENSION With the frequency this leader compliments you on your job performance With the pleasantness of this leader That the other staff of this leader are pleasant... F. INFORMATIVENESS DIMENSION That this leader provides the information needed to improve your job performance That the performance information provided by this leader is used to help you rather than used punitively That this leader helps you understand the purpose of your job and work tasks as they relate to the organizations mission... G. USE OF AUTHORITY DIMENSION That this leader allows you sufficient independence in making decisions That after considering other points of view this leader makes firm and lasting decisions... H. SENSITIVITY DIMENSION That this leader is sensitive to diversity and differences among people That this leader is family sensitive... I. HAPPINESS DIMENSION That you are happy working in this leader's unit...
5 S³ Level Two: Self Assessment Leader being rated: Richard L Baron Survey Date: May 8, 2014 Time Period: Baseline Unit: Organizational Development Division: Company: Summary Type Instructions: To assist yourself with continued development as a leader, please rate each of the 22 satisfaction questions that follow using the rating scale below. Remember, you are rating yourself on your leadership style in supervising regarding these Questions and Dimensions. For each question, in the column to the right of that question mark: "7" if you are Completely Satisfied "6" if you are Satisfied "5" if you are Slightly Satisfied "4" if you are Neither Satisfied or Dissatisfied Please return as requested. "3" if you are Slightly Dissatisfied "2" if you are Dissatisfied "1" if you are Completely Dissatisfied "N" if the Question Does Not Apply HOW SATISFIED ARE YOU...? A. COMMUNICATION DIMENSION 1....That your staff are free to discuss their job with you With the frequency you ask your staff for their ideas and suggestions on solving job problems That your staff can privately, but candidly, question your suggestions, requirements and communications That your staff can contact you when necessary... Ratings Column B. CONFIDENCE DIMENSION 5....With the frequency you use your staff's ideas and suggestions That you have confidence in your staff and their decisions That you support your staff's decisions... C. JOB KNOWLEDGE DIMENSION 8....That you know or can help your staff develop the solutions to most of their job or task problems... D. HELPFULNESS DIMENSION 9....That you provide sufficient assistance, equipment, training, and resources to assure your staff's successful perfomance That you respond to your staff's requests quickly With the frequency you offer your staff assistance or help... E. PLEASANTNESS DIMENSION With the frequency you compliment your staff on their job performance That you are pleasant That the other staff in the unit supervised by you are pleasant... F. INFORMATIVENESS DIMENSION That you provide the information your staff needs to improve their job performance That the performance information provided by you is used to help your staff rather than used punitively That you help your staff understand the purpose of their job and work tasks as they relate to the organization's mission... G. USE OF AUTHORITY DIMENSION That you allow your staff sufficient independence in making decisions That after considering other points of view, you make firm and lasting decisions... H. SENSITIVITY DIMENSION That you are sensitive to diversity and difference among people That you are family sensitive... I. HAPPINESS DIMENSION That your staff are happy working in your unit...
6 S³ Level Three: Manager's Assessment Leader being rated: Richard L Baron Survey Date: May 8, 2014 Time Period: Baseline Unit: Organizational Development Division: Company: Summary Type Instructions: To assist the above-named leader with continued development as a leader, please rate each of the 22 satisfaction questions that follow using the rating scale below. Remember, you are rating this person on their leadership style in supervising their team regarding these Questions and Dimensions. For each question, in the column to the right of that question mark: "7" if you are Completely Satisfied "6" if you are Satisfied "5" if you are Slightly Satisfied "4" if you are Neither Satisfied or Dissatisfied Please return as requested. "3" if you are Slightly Dissatisfied "2" if you are Dissatisfied "1" if you are Completely Dissatisfied "N" if the Question Does Not Apply HOW SATISFIED ARE YOU...? A. COMMUNICATION DIMENSION 1....That the staff of this leader are free to discuss their jobs with their leader With the frequency this leader asks his/her staff for their ideas and suggestions on solving job problems That the staff of this leader can privately, but candidly, question their leader's suggestions, requirements, and communications That the staff can contact their leader when necessary... Ratings Column B. CONFIDENCE DIMENSION 5....With the frequency this leader uses staff's ideas and suggestions That this leader has confidence in staff and their decisions That this leader supports staff decisions... C. JOB KNOWLEDGE DIMENSION 8....That this leader knows or can help develop the solutions to most of staff job or task problems... D. HELPFULNESS DIMENSION 9....That this leader provides sufficient assistance, equipment, training, and resources to assure staff successful performance That this leader responds to staff requests quickly With the frequency this leader offers assistance or help to their staff... E. PLEASANTNESS DIMENSION With the frequency this leader compliments their staff on job performance That this leader is pleasant That the staff of this leader are pleasant... F. INFORMATIVENESS DIMENSION That this leader provides the information staff need to improve their job performance That the performance information provided by this leader is used to help staff rather than used punitively That this leader helps staff understand the purpose of their jobs and work tasks as they relate to the organization's mission... G. USE OF AUTHORITY DIMENSION That this leader allows staff sufficient independence in making decisions That after considering other points of view this leader makes firm and lasting decisions... H. SENSITIVITY DIMENSION That this leader is sensitive to diversity and differences among people That this leader is family sensitive... I. HAPPINESS DIMENSION That this leader's staff are happy working in her/his unit...
7 S³ : Summary and Objectives Richard L Baron Integration Manager Organizational Development May 8, Dimensions averaging a "six" rating or higher: Communication Helpfulness Confidence Pleasantness Job Knowledge Informativeness 2. Dimensions averaging below a "six" rating: Communication Helpfulness Confidence Pleasantness Job Knowledge Informativeness 3. Questions averaging below a "six" rating: Question Dimension Rating Question Dimension Rating 6 Confidence 3 Communication 14 Pleasantness 4 Communication 18 Use of Authority 5 Confidence S³ : Improvement Plan 1. Questions I have selected for improvement are: A. Increase my rating on question 6 to a new target rating of B. Increase my rating on question 14 to a new target rating of Actions I will take are: Use of Authority Sensitivity Happiness Use of Authority Sensitivity Happiness A. Meet with my Manager to review the Questions and New Rating Values I have selected; B. Meet privately with individuals who report to me and interview them for clarification and suggestions regarding improving the selected Questions; C. Other Improvement Actions I will be taking to achieve my New Rating Values are: Questions 6 & 14: A. Increase using staff sugestions when risk is minimal and staff learing can be maximized; B. Attend Project meetings to observe Project Manager-Colleague interaction behavior during progress/accountability discussions; C. Increase colleague/co-worker individual instructon regarding Seeking/Accepting Feedback Dick Baron 5/16/2014
8
Running Head: HEARTSHARE S MANAGEMENT TRAINING PROGRAM
HeartShare s Management Training Program 1 Running Head: HEARTSHARE S MANAGEMENT TRAINING PROGRAM HeartShare s Management Training Program COA Innovative Practices Award Case Study Submission HeartShare
How To Readiness Assessment
Psychiatric Rehabilitation: Readiness Assessment Guiding Service Recipients in Developing Rehabilitation Service Strategies Based on Motivational Readiness Center for Rehabilitation and Recovery Coalition
Overall Candidate Evaluation Form
Overall Candidate Evaluation Form Candidate Name: Position Title: Interviewer Name: Interview Date: Based on your interactions with the applicant during the interview, please evaluate the candidate's qualifications,
CENTRE FOR LEARNING AND DEVELOPMENT Public Service Secretariat
CENTRE FOR LEARNING AND DEVELOPMENT Acknowledgements Many people have contributed to the development of this competency model. We extend our appreciation to the individuals who participate in focus groups
Business Fundamentals Sales Log and Client Tracking System
Business Fundamentals Sales Log and Client Tracking System The Expanded Retail Sales Log helps you remember client information and track any changes in preferences for Amway products. EXPANDED RETAIL SALES
DTRQ9FO8D9N/TGDTRbzN2v4v. Sample Leader Leader Sample
DTRQ9FO8D9N/TGDTRbzNvv Sample Leader Leader Sample Feedback Report //0 About This Survey Leader Sample, //0 This multirater survey is designed to provide a basis for your professional development. As an
Performance Evaluation Program. for Classified Staff Employees
Performance Evaluation Program for Classified Staff Employees Revised July 2003 TABLE OF CONTENTS Prior to Meeting with Your Supervisor......3 Initial Supervisor/Employee Meeting to Establish Evaluation
ASSESSING READINESS. Satisfaction: in current Living, Learning, Working or Socializing Role
Need for Rehabilitation Satisfaction: in current Living, Learning, Working or Socializing Role Do you like/dislike the people, physical characteristics/surroundings, and activities in the places you live,
GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS
GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for improving productivity and increasing
PUT TITLE HERE Attendance Support Project Update
PUT TITLE HERE Attendance Support Project Update Presentation to COSBO October 2008 1 Status Update Project Objectives Our Approach Overview of Key Tools Developed Key Findings Attendance Support Implementation
Management Information (Scotland) Ltd Consultants/Interviewers
Management Information (Scotland) Ltd Consultants/Interviewers OWNER SATISFACTION SURVEY FINAL REPORT FEBRUARY 2014 Prepared for: Prepared by: Cernach Housing Association Management Information (Scotland)
Qualities of Leadership Excellence at Sodexo. Competencies of an Operations Vice President
Qualities of Leadership Excellence at Sodexo Competencies of an Operations Vice President Helping You Reach Your Full Potential! This brochure is for you, the Sodexo operations vice president. It will
Payroll Satisfaction Survey - A Timesheet Analysis
Payroll Satisfaction Survey You Said, We Listened! Introduction Part of Contract Scotland s company ethos is to find the most simple and effective methods of working. We always strive to improve efficiency
Guide to Effective Staff Performance Evaluations
Guide to Effective Staff Performance Evaluations Compiled by Human Resources Siemens Hall, Room 211 The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership
MAOL: 2013-2014 Assessment Report. Master of Arts in Organizational Leadership (MAOL) Assessed by: MAOL Faculty
Master of Arts in Organizational Leadership (MAOL) Assessed by: MAOL Faculty Cycle of Assessment: Fall 2013-Spring 2014 Mission Statement: The Master of Arts in Organizational Leadership is designed to
Customer Satisfaction Using Surveys
Introduction Customer Satisfaction is the measure that indicates current and can be a leading indicator for future performance. Although each individual or organization may have their own expectations,
OCDE New Employee Onboarding Manual
OCDE New Employee Onboarding Manual Prepared by: OCDE Academy October 1, 2007 1 Introduction Onboarding is the process of interviewing, hiring, orienting and successfully integrating new employees into
A Guide To Understanding Your 360- Degree Feedback Results
A Guide To Understanding Your 360- Degree Feedback Results 1 Table of Contents INTRODUCTION CORE BELIEFS... 1 PART ONE: UNDERSTANDING YOUR FEEDBACK... 2 360 Degree Feedback... 2 Evaluate Your Effectiveness...
NURSE FACULTY LEADERSHIP ACADEMY APPLICATION PACKET. 2016-2017 Cohort
NURSE FACULTY LEADERSHIP ACADEMY APPLICATION PACKET 2016-2017 Cohort Academy Purpose and Overview The Sigma Theta Tau International Nurse Faculty Leadership Academy (NFLA) presented in partnership with
INTERVIEW QUESTIONS: ADVICE AND GUIDANCE
INTERVIEW QUESTIONS: ADVICE AND GUIDANCE Although interviews can vary tremendously, from an informal chat to a panel interview, some questions always seem to crop up. It would be a good idea to review
PERFORMANCE EVALUATION FORM
UNIVERSITY OF CALIFORNIA - OFFICE OF THE PRESIDENT PERFORMANCE EVALUATION FORM Employee Name Dept.: Division Unit: Job Title Period covered by this evaluation Type of evaluation Probationary From: / /
Oneida County Health Dept Performance Management. Learning Objectives. Public Health Performance Management
Oneida County Health Dept Performance Management Adapted from: Performance Management National Excellence August 2014 Public Health Performance Management Curriculum Prepared by Center for Public Health
BEST PRACTICES IN UTILIZING 360 DEGREE FEEDBACK
BEST PRACTICES IN UTILIZING 360 DEGREE FEEDBACK Kenneth M. Nowack Ph.D. 3435 Ocean Park Blvd. Suite 214 Santa Monica, CA 90405 (310) 452-5130 (310) 450-0548 Fax www.envisialearning.com 2008 Envisia Learning
Qualities of Leadership Excellence at Sodexo. Competencies of a District Manager
Qualities of Leadership Excellence at Sodexo Competencies of a District Manager Helping You Reach Your Full Potential! This brochure is for you, the Sodexo district manager. It will help you to understand:
Interpersonal Communication Skills Inventory
Purpose This Interpersonal Communication is designed to provide individuals with some insights into their communication strengths and potential areas for development. By answering each question candidly,
PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE
PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE Module 2 Coaching and Performance with the GPC Strategic Plan Agenda 1. Performance Management Process The Next Plateau 2. Aspects
Performance Management Handbook. City of American Canyon
Performance Management Handbook City of American Canyon 1 TABLE OF CONTENTS Introduction 1 Background on performance management City Core competencies Performance management model Development of the Core
Onboarding and Engaging New Employees
Onboarding and Engaging New Employees Onboarding is the process of helping new employees become full contributors to the institution. During onboarding, new employees evolve from institutional outsiders
Performance Management Manual AUBMC
Manual 6. Reward Performance 1. Mutually develop performance plan 5. Communicate the evaluation AUBMC 2. Monitor and document performance 4. Evaluate Performance 3. Provide Coaching and Development 1 SECTION
LEADERSHIP DEVELOPMENT
RESEARCH RESULTS CLIENT RESEARCH RESULTS BY: JAZMINE BOATMAN CONSULTANT, CABER REALIZATION RESULTS: Trainees reported a 90 percent improvement in the number of leaders displaying positive leadership behaviors
EVALUATION - SUPPORT STAFF
EVALUATION - SUPPORT STAFF No. HR-07 CLASSIFICATION: HUMAN RESOURCES DEPARTMENT FIRST ADOPTED: December 1992 LAST AMENDED: February 2006 1. General The performance evaluation process is designed to be
Department of Criminal Justice
Department of Criminal Justice Dept. 3197, 1000 E. University Ave. Room 223, Arts & Sciences Building Laramie, WY 82071-3197 (307) 766-2988 fax (307) 766-3913 e-mail: crmj@uwyo.edu www.uwyo.edu/cj/ Dear
Administrative Support Professionals Competency Framework. The Centre for Learning and Development
Administrative Support Professionals Competency Framework The Centre for Learning and Development Table of Contents 01. Acknowledgements...3 02. Introduction...4 03. Background...5 04. Competency Assessment
360 Degree Survey. program staff.
360 Degree Survey Your supervisor/colleague would like to get your feedback about their strengths and areas of opportunity as a supervisor. Your honest feedback and specific comments will support their
SigmaRADIUS Leadership Effectiveness Report
SigmaRADIUS Leadership Effectiveness Report Sample Report NOTE This is a sample report, containing illustrative results for only two dimensions on which 360 performance ratings were obtained. The full
Selecting the most appropriate review scales in 360 degree assessments. part of our series of Tools
Selecting the most appropriate review scales in part of our series of Tools Contents Choose the review scale right for your 360 assessment 3 Using the scales 3 #1 Competence scales 3 #2 Frequency scales
The Directive Supervision Employee Handbook
The Directive Supervision Employee Handbook Agency Name Patricia Miles Table of Contents Table of Contents... 1 Introduction:... 2 History of the Directive Supervision System:... 2 Defining the Directive
FOOTHILL-DE ANZA COMMUNITY COLLEGE DISTRICT
APPENDIX C FOOTHILL-DE ANZA COMMUNITY COLLEGE DISTRICT ADMINISTRATIVE PERFORMANCE APPRAISAL FORM Philosophy and Policy The performance of all Foothill-De Anza Community College District administrators
STONY BROOK UNIVERSITY MEDICAL CENTER
STONY BROOK UNIVERSITY MEDICAL CENTER GRADUATE PROGRAM IN PUBLIC HEALTH ACADEMIC YEAR 2011-2012 PUBLIC HEALTH INTERNSHIP MANUAL PUBLIC HEALTH INTERNSHIP MANUAL GRADUATE PROGRAM IN PUBLIC HEALTH Accredited
Qualities of Leadership Excellence at Sodexo. Competencies of a Sales Executive or Sales Vice President
Qualities of Leadership Excellence at Sodexo Competencies of a Sales Executive or Sales Vice President Helping You Reach Your Full Potential! This brochure is for you, the Sodexo sales executive or sales
PATIENT EXPERIENCE SURVEY RESULTS Fiscal 2011-2012
PATIENT EXPERIENCE SURVEY RESULTS Fiscal 2011-2012 Date: April 2012 Table of Content Introduction... Page 3 2011-2012 Survey Details... Page 4 Report Content... Page 5 Survey Results by facility and level
10 TIPS TO A MORE EFFECTIVE PERFORMANCE/BEHAVIOR REVIEW PROCESS
(Exhibit #5) 10 TIPS TO A MORE EFFECTIVE PERFORMANCE/BEHAVIOR REVIEW PROCESS 1. Offer One Week's Notice Give the employee at least one week's notice so he/she can prepare their thoughts, ideas, and goals.
Professional and Personal. Program VCU School of
Professional and Personal Development (Leadership) Program VCU School of Pharmacy Pilot Susanna Wu-Pong, Ph.D. Associate Professor, Dept. Pharmaceutics Director, Pharmaceutical Sciences Graduate Program
New and Prospective Managers: Competency Development and Learning Plan
New and Prospective Managers: Competency Development and Learning Plan Contents Competency Assessment Summary... 1 Management challenges... 2 GNWT Competencies... 4 Goal setting and learning plan... 7
THE LINK BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE MANAGEMENT PRACTICES: A CASE OF IT COMPANIES FROM ROMANIA
THE LINK BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE MANAGEMENT PRACTICES: A CASE OF IT COMPANIES FROM ROMANIA Dobre Ovidiu-Iliuta The Bucharest University of Economic Studies (Institute of Doctoral
This assessment process will help you identify developmental priorities for your Individual Development Plan (IDP) for pursuing your career goals.
Introduction Introduction This assessment process will help you identify developmental priorities for your Individual Development Plan (IDP) for pursuing your career goals. Although you may complete this
Community Health Education Internship Handbook. Fall 2014
Community Health Education Internship Handbook Fall 2014 1 Overview The Experience All Community Health Education majors must complete an internship during the last semester of the senior year. CHE interns
Running Head: 360 DEGREE FEEDBACK 1. Leadership Skill Assessment: 360 Degree Feedback. Cheryl J. Servis. Virginia Commonwealth University
Running Head: 360 DEGREE FEEDBACK 1 Leadership Skill Assessment: 360 Degree Feedback Cheryl J. Servis Virginia Commonwealth University 360 DEGREE FEEDBACK 2 Leadership Skill Assessment: 360 Degree Feedback
GOAL: Perform Current Job Tasks Better
GOAL: Perform Current Job Tasks Better Contributed by Tom Wright Escondido Public Library Introduction Job performance refers to the way people do their jobs and the results of their work. There is an
HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY. Manager's Guide to Mid-Year Performance Management
HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY Manager's Guide to Mid-Year Performance Management Table of Contents Mid-year Performance Reviews... 3 Plan the performance appraisal meeting... 3
ASSESSMENT RECORD FOR DEPARTMENT OF. Organizational Leadership
ASSESSMENT RECORD DEPARTMENT OF (OL) (Academic Department Name) August 2012-July 2013 (RESPONSE) August 2013 Includes Assessment Reports for those Instructional Programs listed below: Title of Instructional
Practices and challenges of employee performance appraisal in the Ministry of Culture and Tourism, Ethiopia
Practices and challenges of employee performance appraisal in the Ministry of Culture and Tourism, Ethiopia Adeba Hundera, Addis Ababa University School of Commerce, Department of BAIS, Ethiopia Introduction
Illinois Technology Foundation Mentor & Mentee Program Guide
Illinois Technology Foundation Mentor & Mentee Program Guide This student mentorship program has been developed as part of the academic mentoring initiative of the Illinois Technology Foundation. The program
Performance Management Readiness Survey
Performance Management Readiness Survey Attachment for Deliverable # 2 The following survey has been designed to help agencies determine their readiness for implementing, and/or level of implementation
Guide to Effective Staff Performance Evaluations
Guide to Effective Staff Performance Evaluations HRS Human Resource Services-Operations The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for
EDUC 1235 - SPECIAL EDUCATION: PART I (Six-Credit Course) Additional Qualification Course Distance Study Revised: May, 2011
EDUC 1235 - SPECIAL EDUCATION: PART I (Six-Credit Course) Additional Qualification Course Distance Study Revised: May, 2011 COURSE DESCRIPTION The underlying purpose of Special Education, Part I is to
Evaluation of public strategic planning models for Turkish Universities
Available online at www.sciencedirect.com Procedia - Social and Behavioral Sciences 58 ( 2012 ) 138 148 8 th International Strategic Management Conference Evaluation of public strategic planning models
Consultation process: Career-related Programme
Consultation process: Career-related Programme Guidelines for consultants Global school services June 2012 International Baccalaureate Organization 2012 Page 1 International Baccalaureate International
Effective Performance Appraisals
Effective Performance Appraisals Presented by: Ed Bennett University Consultants P. O. Box 9172 Asheville, NC, NC 28815 (704) 298-2740 Determining Your Performance Appraisal Mind Set 1. Before my performance
ISO 9001 Quality Management Systems. Tips for Internal Auditing
ISO 9001 Quality Management Systems Tips for Internal Auditing ...taking steps to improving your internal auditing. ISO 9001 Tips for Internal Auditing If you are developing or modifying your internal
Program Self-Evaluation and ACLS Monitoring Tool. Massachusetts Department of Elementary and Secondary Education Adult and Community Learning Services
1 Program Self-Evaluation and ACLS Monitoring Tool Massachusetts Department of Elementary and Secondary Education Adult and Community Learning Services 75 Pleasant Street Malden, Massachusetts 02148 Telephone:
Date Self-Assessment Evaluator Assessment
Rubric for BEHAVIOR SPECIALIST/ANALYST (BS/BA) Date Self-Assessment Evaluator Assessment 1a: Demonstrating Knowledge of Behavior Analysis Principles, Laws, Regulations, and Research Domain 1: Planning
Health Care Homes Certification Assessment Tool- With Examples
Guidelines: Health Care Homes Certification Assessment Form Structure: This is the self-assessment form that HCH applicants should use to determine if they meet the requirements for HCH certification.
2013 Satisfaction Survey. How are we doing? Easier to Read Version
2013 Satisfaction Survey How are we doing? Easier to Read Version We asked people some questions about their support. Here is some of what people said and the changes we will make. That someone who knows
Mentoring program for engineering departmental academic activities
Mentoring program for engineering departmental academic activities Prof. Pallapa Venkataram Protocol Engineering and Technology Unit, Electrical Communication Engineering Dept., Indian Institute of Science,
Good governance outcomes for CCGs: A survey tool to support development and improvement of governance
Good governance outcomes for CCGs: A survey tool to support development and improvement of governance Good Governance Institute Part of a programme commissioned by NHS England Publications gateway reference
Show me the Money. Homework 10/27/2014. Things to know before you go. Types of Employment Salary Types How Billing Effects you Benefits
The Business of Being a Nurse Practitioner: How to negotiate a contract and get paid what you are worth Nena Tucker, DNP, MBA, FNP Drexel University Show me the Money Nurse Practitioner vs. Physician Assistant
A Comparative Study of Database Design Tools
A Comparative Study of Database Design Tools Embarcadero Technologies ER/Studio and Sybase PowerDesigner Usability Sciences Corporation 909 Hidden Ridge, Suite 575, Irving, Texas 75038 tel: 972-550-1599
TEXAS WOMAN S UNIVERSITY. Performance Evaluation System
TEXAS WOMAN S UNIVERSITY Performance Evaluation System Develop mutually established goals between employee and supervisor. Link individual performance to TWU s mission and goals. Increase supervisor/employee
Emerging Leaders Programme 2011 Personal Leadership Development Plan and Portfolio
Emerging Leaders Programme 2011 Personal Leadership Development Plan and Portfolio Emerging Leaders Programme 2011 Personal Leadership Development Plan and Portfolio Name 2 Personal Leadership Development
SELF-ASSESSMENT: YOUR HUMAN CAPITAL SYSTEMS
SELF-ASSESSMENT: YOUR HUMAN CAPITAL SYSTEMS Increasingly, business executives understand that human capital the skills, talents, and motivation of employees is truly an organization s most important asset
Council of Ambulance Authorities
Council of Ambulance Authorities National Patient Satisfaction Survey 2015 Prepared for: Mojca Bizjak-Mikic Manager, Data & Research The Council of Ambulance Authorities Prepared by: Dr Svetlana Bogomolova
The Ultimate Guide to How Hourly Workforces Work ENGAGING
2012 The Ultimate Guide to How Hourly Workforces Work ENGAGING About the Guide Your people have the biggest impact on your success and how you manage them makes all the difference. Happy employees create
MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER
MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER 2014 ForeSee 2 MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT TABLE OF CONTENTS All Employee
Guide to Successful Nonprofit Executive Onboarding
Guide to Successful Nonprofit Executive Onboarding An executive transition is an exceptional moment in an organization s lifecycle carrying with it equal amounts of risk and opportunity. To ensure the
TERMS OF REFERENCE. National Business Operations Strategy (BoS) Consultant. PROCUREMENT NOTICE No. UNDP/IC/2013/008
TERMS OF REFERENCE National Business Operations Strategy (BoS) Consultant PROCUREMENT NOTICE No. UNDP/IC/2013/008 Country: Monrovia, Liberia with travel to UN joint field offices at the county level where
2015 CFPB annual employee survey
2015 CFPB annual employee survey December 2015 Introduction Interpretation of results More than 79 percent of the CFPB employee population responded to the fourth annual employee survey conducted by the
SELECT for Help Desk Agents
SELECT for Help Desk Agents Distributed by Data Dome, Inc. Contact us at www.datadome.com. Copyright 1995, 1997, 1999, Bigby, Havis & Associates, Inc. All rights reserved. Survey Results for: Susanne Example
Leadership Development Handbook
Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help
PERFORMANCE PLANNING AND APPRAISAL FORM NON-BARGAINING UNIT, NON-MANAGEMENT PERSONNEL
Employee Name: Position Title: Department: Supervisor Name: Date of Review: For Period: To At the beginning of each performance cycle, employee and supervisor review key responsibilities (from the job
DEPARTMENT OF EDUCATIONAL LEADERSHIP CREDENTIAL/ MASTERS PROGRAM HANDBOOK
DEPARTMENT OF EDUCATIONAL LEADERSHIP CREDENTIAL/ MASTERS PROGRAM HANDBOOK September 2012 Educational Leadership College of Education San Diego State University 5500 Campanile Drive San Diego, CA 92182-1190
Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators
Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...
2014 CFPB annual employee survey
2014 CFPB annual employee survey December 2014 Introduction Interpretation of results More than 83 percent of the CFPB employee population responded to the third annual employee survey conducted by the
TTI TriMetrix HD. Ten months after applying TriMetrix HD, we were able to eliminate turnovers completely in a market with historical rates of 50%.
DISCOVER ENGAGE ADVANCE PERFORM Discover and Advance your Talent with TTI TriMetrix HD Ten months after applying TriMetrix HD, we were able to eliminate turnovers completely in a market with historical
Roselle Public Schools Computer/Technology Applications II
Roselle Public Schools Computer/Technology Applications II Page 1 Stakeholders Ms. Donna Obe, Board President Mr. Archange Antoine, Board Vice President Rev. Reginald Atkins, Board Member Mr. Erick Cedano,
360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com
60 feedback Manager Development Report name: email: date: Sample Example sample@example.com 9 January 200 Introduction 60 feedback enables you to get a clear view of how others perceive the way you work.
The Business Opportunity
The Business Opportunity Will I suit this business opportunity? No previous business or medical experience is necessary to own and operate a Qutis Clinic. We will teach you all you need to know. The business
Management, Leadership and People Development Skills
Management, Leadership and People Development Skills Who are these courses for? Appropriate if: You Have Been Undertaking A Supervisory Role You Have Recently Been Promoted Or Appointed To A First Line
Best Practices in Reporting 360-Degree Feedback Russell Lobsenz, Ph.D., Karen Caruso, Ph.D., and Amanda Seidler, MA November, 2004
Best Practices in Reporting 360-Degree Feedback Russell Lobsenz, Ph.D., Karen Caruso, Ph.D., and Amanda Seidler, MA November, 2004 360-degree feedback has become one of the most commonly used leadership
BOARD MANUAL. DATE: May 25, 2011 REVISED/REVIEWED: November 26, 2014
BOARD MANUAL SUBJECT: SECTION: Board Processes NUMBER: 2-D-18 APPROVED BY: Board of Directors DATE: May 25, 2011 REVISED/REVIEWED: Table of Contents 1. Recruitment and Selection of New Directors... 2 2.
An Organizational Analysis of Leadership Effectiveness and Development Needs
An Organizational Analysis of Leadership Effectiveness and Development Needs Prepared For LGI Sample Organization All Raters 12 March 2015 Number of Responses = 10 2015 Center for Creative Leadership.
Student s Guide To Interviewing..
Student s Guide To Interviewing.. Provided by: Linda Thurman, Faculty Associate for The Office of Student Professional Development and Success, The W S Lee College of Engineering. lthurman@uncc.edu 704-687-4415
Orientation and Leadership Dynamics
DIRECTORS TRAINING Leadership Module Session Two: Leading and Managing ENHANCING LEADERSHIP AND EARLY LEARNING SERVICES (ELELS) The overarching goal of the ELELS series is to enhance early care and learning
How To Know How Well You Did At A Nonprofit Leadership And Management Program
Alumni Perspectives: Evaluation of the Nonprofit Leadership and Management Masters Program June 2008 Linda Siefert, Ed.D. Director of Assessment Heather Carpenter, MMNA Viterbi Family Doctoral Fellow and
2015-2017 Strategic Plan
2015-2017 Strategic Plan Our Mission: To provide leadership and knowledge to assist our customers in achieving their mission through the innovative use of information technology. www.nd.gov/itd Executive
Guide to Navigating the Defense Civilian Intelligence Personnel System Performance Appraisal Application (DCIPS PAA)
Guide to Navigating the Defense Civilian Intelligence Personnel System Performance Appraisal Application (DCIPS PAA) Table of Contents OVERVIEW...1 TERMINOLOGY...1 ROLES AND RESPONSIBILITIES...2 DCIPS
Performance Evaluation Senior Leadership
Performance Evaluation Senior Leadership Employee Name: Position: Program/Dept.: Supervisor Name: Review Date: For each of the valuation standards, bullet points have been provided to assist you with the
COLLEGE OF ADMINISTRATIVE AND FINANCIAL SCIENCES (CAFS) Bachelor of Science in Business Informatics (MBA) Batch 2010-2011 SY 2013-2014 Employer Survey
COLLEGE OF ADMINISTRATIVE AND FINANCIAL SCIENCES (CAFS) Bachelor of Science in Business Informatics (MBA) Batch 2010-2011 SY 2013-2014 Employer Survey Purpose Determine employers assessment on their experiences
How Training Can Make You Money. Executive Summary
How Training Can Make You Money Executive Summary The research in this document was conducted to determine How to implement an effective training program for a small to midsized business in the low voltage
IPP Learning Outcomes Report. Faculty member completing template: Greg Kim Ju, Marya Endriga (Date: 1/17/12)
Page 1 IPP Learning Outcomes Report Program: Department: Psychology MA (General) Psychology Number of students enrolled in the program in Fall, 2011: 48 (Appendix A) Faculty member completing template: