Managerial Competencies - Managing Performance

Managing Performance

    Positive Indicators
  • Delegates the appropriate responsibility, accountability and decision-making authority.
  • Makes sure that roles, responsibilities and reporting lines are clear to each staff member.
  • Accurately judges the amount of time and resources needed to accomplish a task and matches task to skills.
  • Monitors progress against milestones and deadlines.
  • Regularly discusses performance and provides feedback and coaching to staff.
  • Encourages risk-taking and supports staff when they make mistakes.
  • Actively supports the development and career aspirations of staff.
  • Appraises performance fairly.
    Negative Indicators
  • Does not make expectations clear to others.
  • Utilizes people on the basis of availability rather than skill.
  • Does not use milestones and deadlines to assess progress.
  • Is subjective in the assessment of people.
  • Is intolerant of staff that make mistakes.
  • Looks to assign blame for mistakes.
  • Is lax or inconsistent in discussing performance.
  • Is not supportive of development or career aspirations.

Sample Questions

    Tell me about a situation where you have had to manage the performance of a team or individual through a particular assii
  • What were your objectives?
  • How did you manage the people through the assignment?
  • What was the result?
    Tell me about a time when a member of your team made a mistake.
  • What did you do when you found out?
  • What was the message you conveyed to him or her?
  • What were the short-term and long-term consequences for the team member?
    What opportunities have you had to identify development opportunities for others.
  • Thinking of a specific example, what action did...
  • What was your role in the processr?
  • What was the outcome?
    Describe an example of how you have utilize of others in the past.
  • How has your ability to match people's skills with tasks been appraised in the past?
  • In what situations have you been less effective at match... responsibilities to people?
  • How do your skills in this area compare with a collea... in a similar role?
    Tell me about a project in which you had to monitor people's performance.
  • How helpful were the controls you set in place for monitoring the progress of others?
  • What would you do differently if you were placed in a similar situation again?
  • When are you least likely to build checkpoints into your project plans?
  • What do you think are the key features of an effective approach to monitoring progress towards an objective?
    How do you assess the capabilities of people (e.g., direct reports, applicants)?
  • What methods do you use?
  • How effective are you?
  • How do you compare to your colleagues at assessing people's behaviour?
    What opportunities have you had to assess other people's performance?
  • How often do you assess individual performance?
  • What form does this take?
  • What feedback do you provide?
  • What advice would you give to others assessing the performance of individuals?
    Describe a development plan that you have set for a team member.
  • How did you set the development plan?
  • What did you do that was effective?
  • What would have done differently?
  • What advice would you give to other managers/supervisors about setting development plans?