Management Performance Appraisal

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1 Management Performance Appraisal Name of Manager: Position: Department: Years in present position: Start date: Review Period: From: To: Revised June

2 PERFORMANCE FACTORS: A. Integrity is the ability to demonstrate sound business and professional ethics, show consistency with principles, values, philosophy and behaviours and follow through on commitments. Supportive of The Delmanor Experience. 1. Fails to understand and support company philosophy. 2. Usually keeps promises, handles most confidential matters appropriately, acts inconsistently with Delmanor philosophy, blames others for failures, and makes excuses. 3. Consistently keeps commitments, takes ownership of problems, supports company philosophy, admits mistakes and learns from them. Is open to feedback from others. 4. Continuously exceeds promised results, takes ownership of problems and accepts the consequences. Sets high personal standards and strives to exceed them. 5. Serves as role model in support of company philosophy and values. B. Teamwork and Interpersonal Skills is the ability to contribute positively to company cohesiveness and performance and build solid teams. It is the ability to draw out the best in others and to foster activities that builds individual and group morale, contributing to the team mission and organizational goals. A team member must demonstrate understanding, support, and cooperation when interacting with coworkers, team members and internal and external customers. 1. Demonstrates an independent attitude that undermines group cohesiveness and performance. Does not understand or support The Delmanor Experience. Not responsive to group goals. 2. Seeks personal recognition for team performance and/or may downplay efforts of others. Does not freely share information. 3. Seen as a group participant and positive personal contributor. Utilizes others' skills to ensure that company goals and objectives are achieved. 4. Seeks viewpoint and agreement of team members in making decisions affecting the group. Often shares information and encourages team members to praise job accomplishments. Strong positive force contributing to group morale, maintaining positive working relationships. 5. Demonstrates high performance with high morale. Provides a strong personal contribution, is able to identify strengths of many different types of group members and foster their participation. Manages personality conflicts by providing a positive attitude and demonstrates the ability to mediate unhealthy conflict. Consistently goes the extra inch, making special efforts to insure credit for group performance is shared by all. Revised June

3 C. Coaching and Developing is the ability to assume responsibility for the learning and development of skills in those reporting to them. 1. Lacks the ability to develop others. Fails to share knowledge and skills with others; is a hindrance to the development of the capabilities of their employees. 2. Lacks consistency in the short and long-term development plans for employees; coaches when asked. 3. Consistently shows an interest in developing the capabilities of their employees; and in turn employees display a high level of job satisfaction. 4. Assumes responsibility for the learning and development of skills in team members and encourages personal development; shares knowledge fully. 5. Demonstrates, through personal actions, the importance of a commitment to the concept of building skills for the future; serves as a mentor. D. Creativity, Adaptability, Problem Solving is based on the understanding of business implications of decisions and the ability to set and achieve priorities which positively contribute to the success of the organization. 1. Has difficulty in obtaining and evaluating data; complains, blames, criticizes and fails to learn from previous mistakes and successes; often reacts slowly or is unclear as to how to manage problems. 2. Expresses frustration but does not cause specific improvements; finds surface problems and helps with improvements; often jumps to conclusions. 3. Uses common sense and past experiences to identify problems and recommend solutions; makes timely decisions; uses full latitude of their position in making decisions. 4. Commits significant resources to improve performance, try something new, reach a challenging goal; encourages team members to recommend and implement their own solutions to problems. 5. Is exceptional at considering the long-term effects of decision making; does things new to the industry - unique, leading edge -to improve performance. Models and encourages this in others. Revised June

4 E. Impact and Influence is the ability to influence and have an impact on others through the use of persuasive arguments, presentations and negotiation skills. 1. Does not impact or instill confidence; fails to inspire the confidence of others. 2. Expresses concern with own functions and responsibilities but takes no specific action and makes no recommendations for solutions; little attention to behaviours and results; often defensive. 3. Influences others within own functional area; seen as a valued team player. 4. Has an innovative spirit, strives to make things better by using good judgment and taking appropriate risks. Asserts own ideas, persuades others and gains respect and support from others; negotiates effectively and with confidence to reach a win-win solution; makes others enthusiastic about assignments. 5. Serves as a symbol of success and accomplishment to others; commands respect, instills pride and faith among staff; uses various influence strategies with powerful impact. F. Motivation is the commitment to exceeding standards of excellence and setting aggressive goals, focusing attention on achieving effective outcomes through dedication and hard work. Being a resultsoriented individual; possessing the desire to excel on the job; displaying a high level of energy. 1. Interested in independent success, not committed to the success of the organization. Work regularly does not meet expected standards. Goals are not achieved. 2. Accepts responsibility for work beyond regular duties when requested. Occasionally exerts enthusiasm towards job. Some goals are achieved. 3. Accepts responsibility for getting the job done; puts interests of the company and others first; balances organization needs with their own. Models a positive attitude to residents and team members. 4. Demonstrates commitment and an understanding of The Delmanor Experience. Acts in a proactive manner creating opportunities and minimizing potential problems. Seeks and utilizes input from others in setting and accomplishing goals. Brings new ideas and creative means of problem solving. 5. Lives the corporate core values; focuses on what is best for the company. Exceptional motivator; seeks out difficult assignments; can be counted on to exert whatever effort is required to produce high quality results within set deadlines. Motivates and inspires others to perform at high levels in order to meet the organizational goals. Revised June

5 PERFORMANCE FACTORS: G. Customer Focus is the desire to help or serve others, to meet their needs. It means focusing one's efforts on discovering and exceeding our internal and external customer's needs. 1. Doesn t probe/ask questions to fully understand customer needs. Defensive, finds fault with customers rather than fixing the problem. 2. Lacks commitment and interest in addressing customer needs, inquiries and complaints. 3. Consistently identifies and meets customer needs, takes personal responsibility for follow through and correcting service problems in a non-defensive manner. Keeps customer informed, maintains clear communications, monitors customer satisfaction. 4. Commits to exceeding the customer's needs and is proactive in adding value and making things better for the customer. Seeks out information about the real, underlying customer needs and how we might surpass these. 5. Develops thorough understanding of customer needs, works in partnership with customer. Develops unique approaches, Looks for products and services which are new to meet customer needs. Delights the customer. Fully demonstrates The Delmanor Experience. H. Communication is the open expression of ideas and opinions. Good communicators show their strength in their ability to foster open communications, listen to others, speak effectively and prepare clear written communications. 1. Censors all communication, answers questions incompletely. Uses inappropriate and unprofessional language. 2. Often forgets to communicate, may miss important facts, communications sometimes unclear and inconsistent. 3. Open, honest consistent communication. Considered approachable, communicates clearly and effectively, understands the message. 4. Communications shaped to the needs, skill, and interests of the listener; brings others into the communication process to gain support and ownership of ideas, uses feedback to clarify message. 5. Communications are powerful. Others ideas/opinions are encouraged. Establishes and communicates a compelling direction/vision; inspires and motivates the group to work towards achieving a common goal. Removes roadblocks and secures necessary resources to ensure the group achieves its goals. Revised June

6 I. Technical Know-How is the ability to understand, utilize and demonstrate technical concepts and operating procedures applicable to all aspects of the job. Manager is able to work within corporate financial objectives. Shows innovation to complete tasks. 1. Inadequate job skills and knowledge. Has difficulty completing assignments and requires instructions on established work routines and/or close supervision. 2. Limited job knowledge and little breadth of information. Job skill requires development and occasionally fails to meet all job requirements and expectations. Continual supervision of progress and results is required. 3. Competent and understands principles surrounding own business area. Work requires managerial direction. 4. Thorough capability and ability to apply specialized knowledge in a wide variety of situations; often perceives and distinguishes alternatives. 5. Expertise supplemented by additional depth to the point of being an authoritative source of knowledge. Demonstrates an expertise across several business areas. Makes recommendations. Looks at best practices and ways to improve Delmanor Seniors Communities. Revised June

7 SUMMARY OF PERFORMANCE: FACTOR POINTS A. Integrity B. Teamwork C. Coaching and Developing D. Creativity, Adaptability, Problem Solving E. Impact & Influence F. Motivation G. Customer Focus H. Communication I. Technical Know How Points Achieved out of 45 Average (/9 out of 5.0) PERFORMANCE SCORECARD Below Expectations = Meets Expectations = Exceeds Expectations = Revised June

8 DEVELOPMENT PLAN Major Strengths Areas For Development Action Plan Goals for Coming Year Areas of future Growth/ Interest Appraiser s Comments: Manager Signature Date: Appraiser Signature Corporate Review Date: Date: Revised June

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