Derek Folley received an overall performance rating of "Very Good" for his work as an Intermediate Clerk from June 2009 to May 2010. He consistently met or exceeded expectations in areas like productivity, quality of work, work habits, personal relations, adaptability, job knowledge, and communication skills. Examples provided showed he efficiently processed mail, assisted customers, learned new skills, and adapted well to changes. His supervisor found him to be a dependable, respectful employee.
- This performance evaluation is for Derek Folley, who worked as an Intermediate Clerk from October 2008 through March 2009.
- The evaluation finds Folley's productivity, quality of work, work habits, personal relations, adaptability, job knowledge, and communication skills to be competent. Examples are provided to support each rating.
- Folley is praised for his efficiency, computer skills, organization, flexibility, training attendance, and ability to communicate clearly.
- His overall performance for the rating period is found to be competent, and his probationary appointment is recommended for approval.
This performance evaluation rates Derek Folley, a clerk in the County of Los Angeles Department of Public Social Services, as "Competent" for the evaluation period of April 1, 2008 through September 30, 2008. The evaluation finds that Mr. Folley meets expectations in productivity, quality of work, work habits, personal relations, adaptability, job knowledge, and communication skills. Supplemental documentation provides examples of Mr. Folley's duties as a stockroom clerk and notes his training, punctuality, organization, and willingness to help others. Overall, the evaluation determines that Mr. Folley has demonstrated the potential to be an asset to the department.
This document is a job questionnaire intended to help revise or create a new job description. It instructs the job holder to list their major duties, the education and experience requirements for the role, the scope of responsibility including supervisory duties, reporting structure, work environment considerations, and allows space for additional comments. The completed questionnaire will be analyzed by HR to draft a proposed job description to be approved by management.
The document provides details of a project to create a job description, specification, and recruitment plan for a Customer Service Representative position at Comfort Inn & Suites in Kamloops, BC. It includes a job analysis, job description outlining responsibilities and requirements, job specification listing skills and qualifications, and a recruitment and selection strategy. The strategy outlines sourcing candidates through online job boards, social media, and a job fair. A multi-hurdle selection process is proposed involving an application screening, phone interview, in-person interview using behavioral questions and a grading rubric, and reference checks. The goal is to identify the best candidate suited for the customer service role.
This document contains the resume of Flordel Mae T. Doc-Doc. It summarizes her personal details, educational background, employment history, skills, trainings, and awards. Her objective is to obtain a challenging position that provides growth opportunities. She has over 8 years of experience in human resources, administration, bookkeeping, and sales roles for various companies in Qatar and the Philippines. Her skills include advanced computer skills, customer service, typing, clerical work, and bookkeeping.
Ignite your entrepreneurial & Innovation PotentialEkene (Ken) Onwu
This document encourages the reader to be ambitious and think about what they want to achieve in their life or career. It discusses how some large companies and innovators have achieved significant success and scale, like Apple becoming a small country and FNB being named the most innovative bank. The document also charts some technological progressions from dial-up internet to various wireless connections, and emphasizes creating differentiation and value.
This document discusses concepts of online learning and eTwinning. It defines online learning as a form of distance education where courses are delivered over the Internet. eTwinning allows schools to partner and collaborate on projects using ICT. It has grown significantly since being launched in 2005, now involving over 170,000 teachers and 90,000 schools. The document also discusses advantages and disadvantages of online learning, characteristics of synchronous and asynchronous learning, communication methods, and how to create an email or blog.
- This performance evaluation is for Derek Folley, who worked as an Intermediate Clerk from October 2008 through March 2009.
- The evaluation finds Folley's productivity, quality of work, work habits, personal relations, adaptability, job knowledge, and communication skills to be competent. Examples are provided to support each rating.
- Folley is praised for his efficiency, computer skills, organization, flexibility, training attendance, and ability to communicate clearly.
- His overall performance for the rating period is found to be competent, and his probationary appointment is recommended for approval.
This performance evaluation rates Derek Folley, a clerk in the County of Los Angeles Department of Public Social Services, as "Competent" for the evaluation period of April 1, 2008 through September 30, 2008. The evaluation finds that Mr. Folley meets expectations in productivity, quality of work, work habits, personal relations, adaptability, job knowledge, and communication skills. Supplemental documentation provides examples of Mr. Folley's duties as a stockroom clerk and notes his training, punctuality, organization, and willingness to help others. Overall, the evaluation determines that Mr. Folley has demonstrated the potential to be an asset to the department.
This document is a job questionnaire intended to help revise or create a new job description. It instructs the job holder to list their major duties, the education and experience requirements for the role, the scope of responsibility including supervisory duties, reporting structure, work environment considerations, and allows space for additional comments. The completed questionnaire will be analyzed by HR to draft a proposed job description to be approved by management.
The document provides details of a project to create a job description, specification, and recruitment plan for a Customer Service Representative position at Comfort Inn & Suites in Kamloops, BC. It includes a job analysis, job description outlining responsibilities and requirements, job specification listing skills and qualifications, and a recruitment and selection strategy. The strategy outlines sourcing candidates through online job boards, social media, and a job fair. A multi-hurdle selection process is proposed involving an application screening, phone interview, in-person interview using behavioral questions and a grading rubric, and reference checks. The goal is to identify the best candidate suited for the customer service role.
This document contains the resume of Flordel Mae T. Doc-Doc. It summarizes her personal details, educational background, employment history, skills, trainings, and awards. Her objective is to obtain a challenging position that provides growth opportunities. She has over 8 years of experience in human resources, administration, bookkeeping, and sales roles for various companies in Qatar and the Philippines. Her skills include advanced computer skills, customer service, typing, clerical work, and bookkeeping.
Ignite your entrepreneurial & Innovation PotentialEkene (Ken) Onwu
This document encourages the reader to be ambitious and think about what they want to achieve in their life or career. It discusses how some large companies and innovators have achieved significant success and scale, like Apple becoming a small country and FNB being named the most innovative bank. The document also charts some technological progressions from dial-up internet to various wireless connections, and emphasizes creating differentiation and value.
This document discusses concepts of online learning and eTwinning. It defines online learning as a form of distance education where courses are delivered over the Internet. eTwinning allows schools to partner and collaborate on projects using ICT. It has grown significantly since being launched in 2005, now involving over 170,000 teachers and 90,000 schools. The document also discusses advantages and disadvantages of online learning, characteristics of synchronous and asynchronous learning, communication methods, and how to create an email or blog.
SAP TechED 2015- Las Vegas. OEM Partners – Innovation Agenda: HANASAP OEM
Discover SAP TechEd Las Vegas - Oct 19-23 . Check out the premier SAP tech conference – created expressly for developers, engineers, and technologists. For OEM Partners find out all the relevant HANA sessions you MUST attend this TechED
The document is the March 2015 newsletter of the Houston Paralegal Association. It provides information about upcoming social and educational events for paralegals, including a Go Texan social, a spring CLE seminar in Galveston, and a brown bag lunch CLE. It also discusses the impact of technology and the recession on the roles and responsibilities of paralegals in large law firms, how they have taken on more substantive work while facing pay cuts and increased billing expectations.
File2-High Spinal Anesthesia for cardiac high Risk with spinal deformity-العرضIYAD ABU KARSH
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document lists Olga Duran's name and company Cultura Audiovisual along with an address in Palau de Versalles and date of February 13, 1998. It also lists the song titles "Ratatouille" by AM (Arctic Monkeys) and the song "R U Mine?," as well as the films "Dior and I" and "The Man from UNCLE" directed by Guy Ritchie.
The document introduces someone named Sam who enjoys various activities and interests. Sam likes nature, chemistry, running, skiing, playing Mario Kart, music by the band Beach House, and trippy visual art by the artist Jacek Yerka. Sam also takes pride in their couch and thanks the reader. Works cited are provided for images related to the mentioned interests.
This document provides the program for the International Congress on Mathematics MICOM-2015, taking place from September 22-26, 2015 in Athens, Greece. The program includes plenary lectures, parallel sessions on various mathematics topics, and an optional excursion. On the first day, there is an opening ceremony with welcome addresses and a plenary lecture. The second and third days consist of parallel morning and afternoon sessions on topics like functional analysis, coding theory, mathematics education, and more. The fourth day also includes morning and afternoon parallel sessions as well as a plenary lecture. An optional excursion is scheduled for the fifth day, with departure on the sixth day.
Jayakumar S is seeking a challenging job to apply his skills. He has a BE in Electrical and Electronics Engineering from Vel Tech in Chennai with a 6.5 CGPA. He also has a diploma in Electrical Engineering from RP.T.Lee Chengalvarayan Naickaer Polytechnic College with 75%. His computer skills include MS Office, Photoshop, Outlook and he has experience with hardware installation, operating systems like Linux and Windows, and typing. His college projects included an automatic vehicle registration system using RFID for his diploma and a three phase transformerless inverter design for his bachelor's degree.
This document summarizes a report about how mainstream brands can align with consumer values around environmental and social responsibility to build stronger brands and unlock commercial opportunities. It argues that deep shifts in consumer values have created opportunities for brands that recognize consumers' increasing demand for brands to have sustainability "built in". The report aims to provide a practical framework for marketers and businesses to understand their role and opportunities in pursuing sustainable development goals through a values-aligned approach to branding and marketing. It examines areas of common ground between business goals and sustainability, and proposes using environmental and social values to create more valuable brands that satisfy changing consumer demands and preferences.
The document provides a date of September 18, 2015 but does not include any other details such as the purpose, main topics, or key events of that date. It is a very brief document that solely lists a date without any other contextual or explanatory information. More context would be needed to generate a more informative summary.
MyCompetencyBuilder is a company that uses technology to assess and develop competencies through online tests and tools. They have a team of experienced HR professionals with global experience. Their services include online competency assessment tests, customized competency tests for different jobs and functions, online surveys, and an employability test for hiring fresh graduates across India. Their tools and assessments provide accurate, time-efficient, and cost-effective solutions for talent acquisition, competency measurement, and surveys.
This document contains an employee performance appraisal form for Shirley Bethea, an Administrative Assistant at the U.S. Equal Employment Opportunity Commission (EEOC). The form records the employee's performance objectives, progress reviews, ratings on primary performance elements, and an overall performance rating. It contains sections to rate the employee on customer service, completed work products, and operational efficiency. The supervisor provides narrative comments and examples to justify the ratings for each performance element.
Final Assignment
Final Assignment
3
Company Address?
Date?
Inside Address?
Salutation?
Phoenix Advertising is a company established in North Carolina. According to the information given, it is evident that your branch is facing a number of challenges, which need to be attended to with immediate effect. Recently, two top management employees have left the company to join a competing firm; others are also threatening to leave the company.
Background
From the reports evaluated, there are factors that are leading to reassignment of the employees to rival companies. From the case scenario presented, it is evident that the top management fails to involve the junior employees as make most of the important decisions without consulting them. When the employees feel left out, they hardly perform, as they feel ignored most of the time. Secondly, the company focuses on increasing their levels of profitability. Hence, it is taking a lot of work from all potential clients without necessarily evaluating the accounts and the workload. This causes the employees responsible for working for ling hours with minimal compensation. In my opinion, this could be the reason for low morale and decrease in production.
Firstly, there is weak leadership, which fails to involve employees at all levels in the company. This can be seen from the way the management take lots work from all different clients without necessarily evaluating the accounts and workload. Secondly, there is poor communication between all levels. The top management does communicate with junior employees, and it fails to encourage their work and efforts. This is the reason they end up editing their work without consulting them. Further, the company is contracting more clients than it can handle with the current personnel.
The top management of the company should embrace real leadership and administration. To be precise, the management should and must effectively communicate with employees on all their levels. This could be achieved best by outlining their roles and responsibilities. It should also provide better means of evaluation and reporting of every employee. The heads of various departments should also work closely with their employees at make any changes in their works with their consultations in order to value their efforts at different levels (Schein, 1985).
Further, due to the increased volumes of workload, the management should also offer enough compensation to all employees by paying them for any overtime work from them. This could be achieved by improving the terms of the contract. Additionally, the company should provide an excellent working environment where the employees are comfortable. The management should also aim at improving human capital through ore training and development. This is because in the world of advertising, technology is changing the dynamics day by day. A specific timeline should be set in order to e ...
The document provides guidance for applicants on the application process for a role. It explains that applicants must meet eligibility criteria, submit all required application materials by the deadline, and provide examples demonstrating how they meet the behaviors required for the role. It also describes the various stages of the selection process, which may involve shortlisting by a panel, psychometric testing, interviews, and background checks for successful candidates. The document provides tips for completing the application form effectively, including using the STAR method to structure competency-based examples from past experiences.
SITXHRM006A – Monitor staff performance - Assessment 1
Student name: ____________________________
Instructions:
There are a total of four (4) parts to complete, as follows:
Part A – consists of short response questions.
Part B – consists of extended response questions.
Part C – consists of writing a competency-based job description
Part D – consists of developing a performance appraisal.
Securely attach your answers on separate sheets that clearly identify the question to which you are responding and number the pages in sequence. At the end of each answer, allow adequate space (at least 6-8 lines), for the teacher’s comments and feedback.
You will be assessed on how well you interpret each task request and how you structure each according to layout, sequencing and by providing all relevant and applicable details for each task.
This is an ungraded unit. Your result is based on the evidence you provide to meet the criteria for competence as specified in the unit of competency and grading criteria. You will receive a result of Achieved Competency (AC) or Not yet Competent (NC).
Information on how to submit your assignment is located on the OTEN website under your OLS log-in.Tasks/Questions
Part A: Short response questions
Use your communication skills to rephrase the sentences below making their tone more positive.
Question 1
“Our sales are down in the retail department and it is glaringly obvious you have contributed to a loss in business!”
Question 2
“Please don’t bring your personal issues to work again. I am not really concerned about your home life, only what happens to her at the office.”
Question 3
“You look and smell like you’ve just rolled out of bed. Did you even shower this morning?”
Question 4
“You make no effort to get along with your team and it seems like nobody likes you.”
Question 5
“I don’t care that you have to travel for two hours to get here every day, just get here on time.”
Part B: Extended response questions
Question 1
Explain the importance of monitoring staff performance.
Question 2
Identify five (5) possible solutions to managing poor performance.
Question 3
Explain how you can provide feedback and reward staff achievements.
Question 4
Explain how you can recognise and resolve performance problems in the workplace.
Question 5
Explain how you can implement a performance management system.
Question 6
Explain why a performance management and training/learning system is important.
Question 7
What is the benefit of performance appraisals? Discuss this in relation to:
(i) employees
(ii) managers, and
(iii) organisations.
Question 8
Why is managing poor performance an essential part of peformance management?
Part C: Write a competency-based job description
You are the Reservations Manager of a Wholesale travel company. You have placed the following job advertisement for a Reservations Sales Agent in a national newspaper.
Instructions
You are to write a competency-based job .
This document appears to be a performance evaluation report and instructions for a state system of higher education employee. It includes factors to evaluate an employee's performance such as quality of work, work habits, relationships, dependability, quantity of work, initiative, analytical ability, ability as a supervisor, administrative ability, and safety. It provides definitions for rating an employee's performance on each factor as unsatisfactory, fair, good, very good, or excellent. It also provides instructions on when and by whom employees should be evaluated, defining adjectival ratings, reviewing the report, and conducting a rating interview with the employee.
This document is an employee performance appraisal and development plan for Ebony FM. It contains sections to rate the employee's overall performance, significant performance dimensions such as initiative and teamwork, goals accomplished during the review period, and optional comments from the employee. For each dimension, the employee is rated on a scale from outstanding to unsatisfactory. The signatures of the employee, immediate supervisor, department head, and HR manager are required at the end of the appraisal.
Job Analysis Template #1 Your Position Title ________.docxpriestmanmable
Job Analysis: Template #1
Your Position Title _________________________________
Date __________________
Your Name _______________________________
Managers Title _____________________________
Managers Name _______________________ Hours Worked ______________________
1. What is the general purpose of your position?
2. What was your last position? If it was in another organization, please name it.
3. To what position would you normally be promoted?
4. If you regularly supervise others, list them by name and position title.
5. If you supervise others, please check those activities that are part of your supervisory
responsibilities:
O Hiring
O Promoting
O Compensating
O Training
O Budgeting
O Disciplining
O Scheduling
O Directing
O Terminating
O Developing
O Measuring Performance
O Other
6. Job Responsibilities: Please describe what you do. Indicate those responsibilities you consider to
be most important and/or most difficult. Please use a separate sheet if necessary.
a. Daily responsibilities:
b. Periodic responsibilities (Please indicate whether weekly, monthly, quarterly, etc.):
c. How long have you been performing these responsibilities?
d. Are you now performing unnecessary responsibilities? If yes, please describe.
e. Should you be performing duties that are not currently included in your responsibilities? If yes,
please describe.
7. EDUCATION: Please check the educational requirements for your position, not your own
educational background.
O High school diploma or equivalent
O Associates degree
O Bachelors degree
O Masters degree
O Professional license/specialized training
List advanced degrees, special training, or specific professional license.
Please indicate the education you had when you started this position.
8. EXPERIENCE: Please specify the amount needed to perform your responsibilities.
O No experience
O One to three years
O One month to six months
O Three to five years
O Seven months to one year
O Five to ten years
Please indicate the experience you had when you started this position.
9. SKILL: Please list any skills required in the performance of your position. (For example, amount of
accuracy, alertness, precision in working with described tools, methods, systems, etc.)
10. EQUIPMENT: If your position requires you to use any equipment and/or programs, please list the
equipment and check how often you use it. Please use a separate sheet if necessary.
Equipment/Programs Rarely Occasionally Frequently
a.
b.
c.
Job Analysis: Template #2
Job Title:
Department:
Reports to:
Section:
Employee(s) interviewed for this analysis:
Job title:
Date:
1.
2.
3.
1. Basic Functions and Scope of Job: Please ...
The document provides an overview of human resources topics including:
- An HR management overview and the employee lifecycle covering training, performance management, and career management.
- Regulatory updates on discrimination charges, wage/hour compliance issues, and new EEOC/DOL regulations.
- Details on performance management including goal setting, feedback, and evaluation.
- Training processes like needs analysis, objectives, delivery methods, and evaluation approaches.
- Career planning stages and anchors that influence career choices and progression.
SAP TechED 2015- Las Vegas. OEM Partners – Innovation Agenda: HANASAP OEM
Discover SAP TechEd Las Vegas - Oct 19-23 . Check out the premier SAP tech conference – created expressly for developers, engineers, and technologists. For OEM Partners find out all the relevant HANA sessions you MUST attend this TechED
The document is the March 2015 newsletter of the Houston Paralegal Association. It provides information about upcoming social and educational events for paralegals, including a Go Texan social, a spring CLE seminar in Galveston, and a brown bag lunch CLE. It also discusses the impact of technology and the recession on the roles and responsibilities of paralegals in large law firms, how they have taken on more substantive work while facing pay cuts and increased billing expectations.
File2-High Spinal Anesthesia for cardiac high Risk with spinal deformity-العرضIYAD ABU KARSH
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document lists Olga Duran's name and company Cultura Audiovisual along with an address in Palau de Versalles and date of February 13, 1998. It also lists the song titles "Ratatouille" by AM (Arctic Monkeys) and the song "R U Mine?," as well as the films "Dior and I" and "The Man from UNCLE" directed by Guy Ritchie.
The document introduces someone named Sam who enjoys various activities and interests. Sam likes nature, chemistry, running, skiing, playing Mario Kart, music by the band Beach House, and trippy visual art by the artist Jacek Yerka. Sam also takes pride in their couch and thanks the reader. Works cited are provided for images related to the mentioned interests.
This document provides the program for the International Congress on Mathematics MICOM-2015, taking place from September 22-26, 2015 in Athens, Greece. The program includes plenary lectures, parallel sessions on various mathematics topics, and an optional excursion. On the first day, there is an opening ceremony with welcome addresses and a plenary lecture. The second and third days consist of parallel morning and afternoon sessions on topics like functional analysis, coding theory, mathematics education, and more. The fourth day also includes morning and afternoon parallel sessions as well as a plenary lecture. An optional excursion is scheduled for the fifth day, with departure on the sixth day.
Jayakumar S is seeking a challenging job to apply his skills. He has a BE in Electrical and Electronics Engineering from Vel Tech in Chennai with a 6.5 CGPA. He also has a diploma in Electrical Engineering from RP.T.Lee Chengalvarayan Naickaer Polytechnic College with 75%. His computer skills include MS Office, Photoshop, Outlook and he has experience with hardware installation, operating systems like Linux and Windows, and typing. His college projects included an automatic vehicle registration system using RFID for his diploma and a three phase transformerless inverter design for his bachelor's degree.
This document summarizes a report about how mainstream brands can align with consumer values around environmental and social responsibility to build stronger brands and unlock commercial opportunities. It argues that deep shifts in consumer values have created opportunities for brands that recognize consumers' increasing demand for brands to have sustainability "built in". The report aims to provide a practical framework for marketers and businesses to understand their role and opportunities in pursuing sustainable development goals through a values-aligned approach to branding and marketing. It examines areas of common ground between business goals and sustainability, and proposes using environmental and social values to create more valuable brands that satisfy changing consumer demands and preferences.
The document provides a date of September 18, 2015 but does not include any other details such as the purpose, main topics, or key events of that date. It is a very brief document that solely lists a date without any other contextual or explanatory information. More context would be needed to generate a more informative summary.
MyCompetencyBuilder is a company that uses technology to assess and develop competencies through online tests and tools. They have a team of experienced HR professionals with global experience. Their services include online competency assessment tests, customized competency tests for different jobs and functions, online surveys, and an employability test for hiring fresh graduates across India. Their tools and assessments provide accurate, time-efficient, and cost-effective solutions for talent acquisition, competency measurement, and surveys.
This document contains an employee performance appraisal form for Shirley Bethea, an Administrative Assistant at the U.S. Equal Employment Opportunity Commission (EEOC). The form records the employee's performance objectives, progress reviews, ratings on primary performance elements, and an overall performance rating. It contains sections to rate the employee on customer service, completed work products, and operational efficiency. The supervisor provides narrative comments and examples to justify the ratings for each performance element.
Final Assignment
Final Assignment
3
Company Address?
Date?
Inside Address?
Salutation?
Phoenix Advertising is a company established in North Carolina. According to the information given, it is evident that your branch is facing a number of challenges, which need to be attended to with immediate effect. Recently, two top management employees have left the company to join a competing firm; others are also threatening to leave the company.
Background
From the reports evaluated, there are factors that are leading to reassignment of the employees to rival companies. From the case scenario presented, it is evident that the top management fails to involve the junior employees as make most of the important decisions without consulting them. When the employees feel left out, they hardly perform, as they feel ignored most of the time. Secondly, the company focuses on increasing their levels of profitability. Hence, it is taking a lot of work from all potential clients without necessarily evaluating the accounts and the workload. This causes the employees responsible for working for ling hours with minimal compensation. In my opinion, this could be the reason for low morale and decrease in production.
Firstly, there is weak leadership, which fails to involve employees at all levels in the company. This can be seen from the way the management take lots work from all different clients without necessarily evaluating the accounts and workload. Secondly, there is poor communication between all levels. The top management does communicate with junior employees, and it fails to encourage their work and efforts. This is the reason they end up editing their work without consulting them. Further, the company is contracting more clients than it can handle with the current personnel.
The top management of the company should embrace real leadership and administration. To be precise, the management should and must effectively communicate with employees on all their levels. This could be achieved best by outlining their roles and responsibilities. It should also provide better means of evaluation and reporting of every employee. The heads of various departments should also work closely with their employees at make any changes in their works with their consultations in order to value their efforts at different levels (Schein, 1985).
Further, due to the increased volumes of workload, the management should also offer enough compensation to all employees by paying them for any overtime work from them. This could be achieved by improving the terms of the contract. Additionally, the company should provide an excellent working environment where the employees are comfortable. The management should also aim at improving human capital through ore training and development. This is because in the world of advertising, technology is changing the dynamics day by day. A specific timeline should be set in order to e ...
The document provides guidance for applicants on the application process for a role. It explains that applicants must meet eligibility criteria, submit all required application materials by the deadline, and provide examples demonstrating how they meet the behaviors required for the role. It also describes the various stages of the selection process, which may involve shortlisting by a panel, psychometric testing, interviews, and background checks for successful candidates. The document provides tips for completing the application form effectively, including using the STAR method to structure competency-based examples from past experiences.
SITXHRM006A – Monitor staff performance - Assessment 1
Student name: ____________________________
Instructions:
There are a total of four (4) parts to complete, as follows:
Part A – consists of short response questions.
Part B – consists of extended response questions.
Part C – consists of writing a competency-based job description
Part D – consists of developing a performance appraisal.
Securely attach your answers on separate sheets that clearly identify the question to which you are responding and number the pages in sequence. At the end of each answer, allow adequate space (at least 6-8 lines), for the teacher’s comments and feedback.
You will be assessed on how well you interpret each task request and how you structure each according to layout, sequencing and by providing all relevant and applicable details for each task.
This is an ungraded unit. Your result is based on the evidence you provide to meet the criteria for competence as specified in the unit of competency and grading criteria. You will receive a result of Achieved Competency (AC) or Not yet Competent (NC).
Information on how to submit your assignment is located on the OTEN website under your OLS log-in.Tasks/Questions
Part A: Short response questions
Use your communication skills to rephrase the sentences below making their tone more positive.
Question 1
“Our sales are down in the retail department and it is glaringly obvious you have contributed to a loss in business!”
Question 2
“Please don’t bring your personal issues to work again. I am not really concerned about your home life, only what happens to her at the office.”
Question 3
“You look and smell like you’ve just rolled out of bed. Did you even shower this morning?”
Question 4
“You make no effort to get along with your team and it seems like nobody likes you.”
Question 5
“I don’t care that you have to travel for two hours to get here every day, just get here on time.”
Part B: Extended response questions
Question 1
Explain the importance of monitoring staff performance.
Question 2
Identify five (5) possible solutions to managing poor performance.
Question 3
Explain how you can provide feedback and reward staff achievements.
Question 4
Explain how you can recognise and resolve performance problems in the workplace.
Question 5
Explain how you can implement a performance management system.
Question 6
Explain why a performance management and training/learning system is important.
Question 7
What is the benefit of performance appraisals? Discuss this in relation to:
(i) employees
(ii) managers, and
(iii) organisations.
Question 8
Why is managing poor performance an essential part of peformance management?
Part C: Write a competency-based job description
You are the Reservations Manager of a Wholesale travel company. You have placed the following job advertisement for a Reservations Sales Agent in a national newspaper.
Instructions
You are to write a competency-based job .
This document appears to be a performance evaluation report and instructions for a state system of higher education employee. It includes factors to evaluate an employee's performance such as quality of work, work habits, relationships, dependability, quantity of work, initiative, analytical ability, ability as a supervisor, administrative ability, and safety. It provides definitions for rating an employee's performance on each factor as unsatisfactory, fair, good, very good, or excellent. It also provides instructions on when and by whom employees should be evaluated, defining adjectival ratings, reviewing the report, and conducting a rating interview with the employee.
This document is an employee performance appraisal and development plan for Ebony FM. It contains sections to rate the employee's overall performance, significant performance dimensions such as initiative and teamwork, goals accomplished during the review period, and optional comments from the employee. For each dimension, the employee is rated on a scale from outstanding to unsatisfactory. The signatures of the employee, immediate supervisor, department head, and HR manager are required at the end of the appraisal.
Job Analysis Template #1 Your Position Title ________.docxpriestmanmable
Job Analysis: Template #1
Your Position Title _________________________________
Date __________________
Your Name _______________________________
Managers Title _____________________________
Managers Name _______________________ Hours Worked ______________________
1. What is the general purpose of your position?
2. What was your last position? If it was in another organization, please name it.
3. To what position would you normally be promoted?
4. If you regularly supervise others, list them by name and position title.
5. If you supervise others, please check those activities that are part of your supervisory
responsibilities:
O Hiring
O Promoting
O Compensating
O Training
O Budgeting
O Disciplining
O Scheduling
O Directing
O Terminating
O Developing
O Measuring Performance
O Other
6. Job Responsibilities: Please describe what you do. Indicate those responsibilities you consider to
be most important and/or most difficult. Please use a separate sheet if necessary.
a. Daily responsibilities:
b. Periodic responsibilities (Please indicate whether weekly, monthly, quarterly, etc.):
c. How long have you been performing these responsibilities?
d. Are you now performing unnecessary responsibilities? If yes, please describe.
e. Should you be performing duties that are not currently included in your responsibilities? If yes,
please describe.
7. EDUCATION: Please check the educational requirements for your position, not your own
educational background.
O High school diploma or equivalent
O Associates degree
O Bachelors degree
O Masters degree
O Professional license/specialized training
List advanced degrees, special training, or specific professional license.
Please indicate the education you had when you started this position.
8. EXPERIENCE: Please specify the amount needed to perform your responsibilities.
O No experience
O One to three years
O One month to six months
O Three to five years
O Seven months to one year
O Five to ten years
Please indicate the experience you had when you started this position.
9. SKILL: Please list any skills required in the performance of your position. (For example, amount of
accuracy, alertness, precision in working with described tools, methods, systems, etc.)
10. EQUIPMENT: If your position requires you to use any equipment and/or programs, please list the
equipment and check how often you use it. Please use a separate sheet if necessary.
Equipment/Programs Rarely Occasionally Frequently
a.
b.
c.
Job Analysis: Template #2
Job Title:
Department:
Reports to:
Section:
Employee(s) interviewed for this analysis:
Job title:
Date:
1.
2.
3.
1. Basic Functions and Scope of Job: Please ...
The document provides an overview of human resources topics including:
- An HR management overview and the employee lifecycle covering training, performance management, and career management.
- Regulatory updates on discrimination charges, wage/hour compliance issues, and new EEOC/DOL regulations.
- Details on performance management including goal setting, feedback, and evaluation.
- Training processes like needs analysis, objectives, delivery methods, and evaluation approaches.
- Career planning stages and anchors that influence career choices and progression.
This position is responsible for leading a team that provides IT project delivery and application support services in Venezuela. The supervisor will manage 5-14 employees and oversee their work on projects and incident resolution. Key responsibilities include people leadership (30%), ensuring successful project delivery (20%), managing support services (20%), collaborating with internal and external partners (20%), and participating in initiatives (10%). The role requires a minimum of a bachelor's degree, 7+ years of experience including 3+ years of team leadership, and expertise in applications used in the region. Challenges include managing relationships with vendors and meeting the diverse needs of users across the region.
Sample job description (for format and content) job tiAKHIL969626
The supervisor plans goals and allocates resources to achieve them. They supervise employees, providing feedback and coaching to develop their skills. The supervisor must maintain accurate records and coordinate with others to optimize the use of organizational resources.
(1) This form provides a goal-setting and self-assessment process for associates to determine goals, assess progress, and evaluate performance. (2) Associates set strategic and developmental goals using the SMART method and submit them to their manager for review twice annually. (3) At year-end, associates assess their performance on goals and competencies using a 5-point rating scale and provide an overall self-rating.
This performance evaluation is for James D. Meyer for the period of April 1, 2013 to March 31, 2014. The evaluation rates Mr. Meyer's performance in 6 competencies on a three level scale. He receives an overall rating of Level III, the highest rating representing exceptional performance. The evaluation highlights that Mr. Meyer displays exemplary work ethics, takes initiative to improve processes, and provides outstanding customer service. He is praised as a role model who makes significant positive impacts and helps others perform better.
This position is responsible for leading a team of business analysts in solution delivery. The role involves supervising the team and their talent development, ensuring project delivery according to expectations, and scheduling projects and resources. The position requires collaboration with internal and external stakeholders, and challenges include leading change, building relationships while managing scope, and influencing teams.
This document provides guidance on developing and implementing an effective Performance Improvement Plan (PIP). It outlines 9 essential steps to take including: 1) Preparing for a face-to-face meeting with the underperforming employee, 2) Describing the specific policy violation, performance issue or behavior, 3) Connecting the issue to an organizational policy, 4) Providing a development plan to improve performance, 5) Setting clear goals and expectations for improved performance, 6) Establishing a timeline for improvement and consequences for not meeting goals, 7) Providing coaching and feedback, 8) Formally reviewing progress, and 9) Taking action if improvement is not achieved such as discipline up to termination. The overall goal of a PIP
This document provides instructions and a questionnaire for employees of the University of Southern Queensland to apply for reclassification of their position. It outlines the process, including:
1. Completing an organizational chart and describing the purpose of the position and work group.
2. Documenting the key duties and responsibilities of the position, and any significant changes.
3. Describing decision-making processes, problem-solving tasks, key relationships, and challenges.
4. Providing budget and financial information, if applicable.
5. Detailing the necessary qualifications, experience, knowledge, and skills for the position.
The completed questionnaire requires signatures of the incumbent and supervisor, as well as a
Managing Performance Using Job Descriptions AlphaStaff
Job descriptions are an essential tool for every employer. They can and should be used in all aspects of the employment relationship, including recruiting, hiring, performance management, discipline and separation. Doing so improves morale and helps employers defend discrimination, retaliation and other legal claims.
Presented by Jackson Lewis.
This document contains an assessment with specifications for a job position. It includes:
1) A consultation with an HR specialist to establish job requirements and ensure work is allocated appropriately.
2) A work plan template outlining the employee's weekly tasks, timeline, and key performance indicators.
3) A risk analysis identifying potential risks like costs exceeding budget, poor quality work, and data security breaches. Mitigation strategies are proposed.
4) A list of training steps for the employee including orientation, apprenticeship, and evaluation.
5) A description of how performance will be continuously reviewed against goals using feedback.
#NG753536 (Program Analyst GS-09, Jefferson City, MO) (Army NDS vacancy)Steven Brothers
- This job announcement is for a Program Analyst position with the Missouri National Guard located in Jefferson City, MO. The salary range is $47,448 to $61,678 per year.
- Applicants must be permanent NDS Technicians currently employed with the United States Property and Fiscal Office in Jefferson City. One year of specialized experience is required at the GS-09 level.
- Duties include reviewing and analyzing program activity, preparing reports and summaries, and providing guidance to management on program accountability and legality. Applicants must have experience utilizing Microsoft Office programs.
The document is a form used by the Department of Education of the Philippines (DepEd) for its results-based performance management system. It consists of four parts: Part I evaluates employees' accomplishments of key results areas and objectives; Part II evaluates competencies; Part III summarizes ratings for discussion; and Part IV identifies development plans. The form aims to link individual achievements to organizational goals, promote growth, and allow open discussion of expectations between employees and supervisors.
IDENTIFYING INFORMATION EMPLOYEE’S NAMEPOSITION FORMDR.docxsheronlewthwaite
Here is a one page, double spaced comparison of the State of Washington and Orange County appraisal forms/systems:
The State of Washington and Orange County utilize different performance appraisal forms and systems to evaluate their employees. The State of Washington form is more structured and quantitative, while the Orange County form allows for more narrative feedback.
The Washington form breaks performance down into specific "Core Competencies" that are each rated on a numeric scale from 1 to 4. It then calculates an overall competency rating by averaging the individual scores. Goals are also assigned numeric ratings of 0, 2, or 4 and averaged for a goal rating. The two ratings are then weighted and combined to calculate an overall performance rating.
In contrast
Derek Folley completed a data entry alphanumeric test on 11/16/2015, entering 40 records with 100% accuracy in 4 minutes and 6 seconds, achieving a keystrokes per hour rate of 7228 with 100% accuracy. The test involved correctly entering names, job titles, company names, addresses, cities, states, zip codes, and phone numbers for 5 different records.
This transcript summarizes Derek Olandis Folley's undergraduate academic record. It shows that he earned a Bachelor of Arts degree in Political Science with an English Pre-Law concentration from Central State University in June 1998. Over the course of his undergraduate career, Folley completed a total of 140.65 credit hours, 127.99 GPA hours, and earned a cumulative GPA of 3.10. The transcript also lists the specific courses Folley completed each term with grades, credits, and points. It indicates he had 17 credits of transfer work accepted from Sinclair Community College and Cuyahoga Community College.
The document appears to be a blank or empty Crystal Reports viewer page from March 13, 2009. It contains no text or numerical data, only the page header and footer typically seen in a Crystal Reports document. The page indicates it is page 1 of 1, but provides no other substantive information.
Derek Folley successfully completed Disaster Service Worker (DSW) Training - Part 1 on April 13, 2009 as certified by a signature on a certificate of completion. Derek Folley also successfully completed Disaster Service Worker (DSW) Training - Part 2 on April 8, 2009 as certified by a signature on another certificate of completion. The documents certify Derek Folley's completion of two disaster training courses through signatures on certificates of completion with the dates of completion.
This document contains 4 certificates of completion certifying that Derek Folley successfully completed various project management and project setup training courses on various dates in August 2010, including courses on project management skills for non-project managers, project expense budget training, project period table setup, project table setup, and a project setup test. The certificates are issued by an online learning management system.
Derek Folley successfully completed a training course on Managing Conflict on August 10, 2010, as evidenced by the certificate of completion. He also successfully completed a course on Managing the Generation Mix on August 3, 2010 according to another certificate of completion. The certificates confirm Derek Folley's participation in and completion of two training programs on the listed dates.
The document contains 4 certificates of completion awarded to Derek Folley for completing online training courses on financial basics, HR optimization, interviewing candidates, and the US Constitution between August 8-15, 2010 as evidenced by digital signatures and dates on each certificate.
This document contains 4 certificates of completion certifying that Derek Folley successfully completed various time collection training courses on July 28-29, 2010. The courses are: Time Collection 101 - Fundamentals, Time Collection 201 - General Employees On-Line Time Entry, Time Collection 301 - Approvers and Supervisors, and Time Collection 303PW - Payroll Clerks and Timekeepers. Each certificate contains Derek Folley's name and the date he completed the corresponding course.
This document appears to be a military enlistment agreement. It records the enlistee's agreement to serve in the United States [branch of service] for [number of] years. The enlistee's social security number is required for administrative purposes. The enlistee must keep the recruiter informed of any changes and fulfill their military service obligations.
This certificate certifies that Jane Doe successfully completed the Clerical Academy and passed all competency exams provided by the Academy. The certificate was presented on February 12, 2009 to recognize Jane Doe's completion of the Clerical Academy.
The annual performance evaluation summarizes Derek Folley's performance as an Intermediate Clerk from June 2008 to May 2009. It rates him as "Very Good" overall, praising his productivity, quality of work, work habits, personal relations, adaptability, job knowledge, and communication skills. Specifically, it notes he processes mail efficiently and helps cover other duties like handling phone calls. The evaluation describes Folley as an accurate, organized, and team-oriented employee who represents the department professionally.
This document is a transcript for Derek Folley of 264 S La Cienega Blvd Apt 909 Beverly Hills, CA 90211. It lists the courses he has taken each term along with grades and credit hours. His cumulative GPA after completing courses in multiple terms is 3.45. The transcript notes that in accordance with FERPA, information from the transcript may not be released to a third party without Derek Folley's express written consent.
1. Outstanding
.;
Competent
,
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.;.
County of Los Angeles Department of Public Social Services
Annual Performance Evaluation
GENERIC
111111111111~llllmlll
Employee Number 535486 litem Number 1138Employee Name DEREK FOLLEY
Position
INTERMEDIATE CLERK Period: From Jun 1, 2009 Through May 31,2010
Dept. Status IDue Date1Div. IP/L
PERM Jun 15, 2010140 746 H1
INSTRUCTIONS
1. Indicate on page 2, with the following symbols, whether the employee meets the Departmental Expectations (..J), exceeds it (+), or fails to meet it (-).
2. In the Comments section on the next page, indicate specifics of the employee's performance. Document by providing examples of above-average
or below-average work.
3. Enter the appropriate code in the box next to the Rating Factor:
o = Qutstanding VG =y'ery ~ood C =.Qompetent IN =improvement Needed U =!Jnsatisfactory
4. In the Overall Rating section below, check the appropriate rating.
5. Document employee's goals on the EMPLOYEE GOALS SHEET (Optional). See Customize Forms on PECS to retrieve this sheet.
6. Remember:
All overall ratings other than Competent must be supported by documentation.
DEFINITION OF RATING FACTORS
Use the following definitions of each rating to ensure that your rating factor is appropriate and sufficiently documented in the COMMENTS section on page 2.
OUTSTANDING: All work performance is consistently above the requirements of the position. A substantial part of the work performance exceeds super
visory and management expectations most of the time. Factual evidence must be presented in writing to substantiate this rating.
VERY GOOD: A substantial part of the work performance is well above the expectations of performance required for the position and all other parts of the
performance are at least "competent". Factual evidence must be presented in writing to substantiate this rating.
COMPETENT: Work performance is consistently up to or somewhat above the requirements of the position. This is the performance expected of a trained
and qualified employee. NOTE: When an employee's performance tends to be borderline (high or low) within this category, a notation to this effect should
be made in the COMMENTS section.
IMPROVEMENT NEEDED: This rating indicates that (1) a significant part of the work performance is below the expectations of performance required for
the position and (2) it is reasonable to expect that the employee will bring performance up to acceptable standards. Factual evidence must be presented in
writing to substantiate this rating. .
UNSATISFACTORY: A substantial part of the work is inadequate and definitely inferior to the expectations of performance required for the position. Fac
tual evidence must be presented in writing to substantiate this rating. When this rating is given it must be accompanied by a discharge or reduction in those
cases in which the employee is still in service.
Overall Rating for the Evaluation Period
Improvement Needed 1---
I
II Unsatisfactory
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DATE /1'JlirJf.lfJEMPLOYEE ~ '!VCf1J
,0
r;J1dolP,BY
~ !I?/;.oIO"" DATE..' ,,;
Filing Instructions
PA 2121 (REV. 03/06) Page 1 of 4
-..>II
2. ')
Annual Performance Evaluation
APPEAL PROCEDURE
If the employee disagrees with the ratings given and is still in County service, he/she may initiate a grievance in
accordance with his/her department's grievance procedure within ten business days of receipt of the evaluation.
He/She may grieve any specified item or items of the report, including the overall rating, except for an overallrat
ing of "unsatisfactory." Upon completion of the grievance process, the Department Head or his/her representative
must approve the report and rating as originally prepared, or direct that a new report be prepared and notify the
employee of the decision.
Out of Service Employees
If subsequent to his/her resignation from County service an employee receives an evaluation with an overall rat
ing of "Improvement Needed" or "Unsatisfactory," he/she may request reconsideration of this rating by the Direc
tor of Personnel. The request for reconsideration must be received in the Office of the Director of Personnel
within ten business days after receipt of his/her evaluation. The request must be in writing and must include all
the facts and details upon which the employee's case is based.
~::I::ed9~ceiP't ?iii;eSignature~---,=---="",------,,~,-------,................ _
Date: /? <rUMS :Lara
I confirm the e
Rater ~
Signature: ..~ I
Date: -" f " , , I
•
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-
Page 2 of 4
3. -------------
County of Los Angeles Department of Public Social Services
Annual Performance Evaluation
GENERIC
Rating FacIo, 1
Departmental Expectations
~. . Productivity: VG
~[±]Amount of work performed
[±] Completion of work on schedule
2. Quality: VG
[±] Demonstrates accuracy and thoroughness
[±] Applies feedback to improve performance
[±] Edits and proofreads own work
[±] Writes clearly, concisely, and legibly
3. Work Habits: VG
[±] Observes organizational programs, policies, and
procedures
[±] Plans and organizes work
1Zl Attendance
o Observes working hours
[±] Sets appropriate priorities
[±] Shares knowledge with others
1Zl Complies with instructions
[±] Meets deadlines
4. Personal Relations: VG
[±] Represents the Department in a professional and
effective manner
[±] Practices cooperation and teamwork
IZJ Exhibits consideration in interactions with others
[±] Responds promptly to inquiries
[±] Exhibits appropriate personal appearance and
conduct
[±] Works effectively with all levels of staff
5. Adaptability: VG
[±] Adapts to changes in the work environment
[±] Performs effectively in new situations
[±] Performs effectively in emergencies
[±] Performs effectively with minimum instructions
6. Job Knowledge: VG
[l] Adheres to program policies and procedures
[±] Demonstrates required job skills
[±] Understands relevant computer systems
[±] Makes appropriate use of training resources
o Ability to diagnose and evaluate problems (if applicable)
o Has appropriate interviewing skills (if applicable)
o Ability to develop appropriate service plan (if applicable)
. Jun 15,2010
Employee Number 535486
COMMENTS (Required)
Discuss the employee's performance, giving examples to support
your ratings. If he/she has functioned in an Acting position during
the rating period, please discuss his/her performance in that
capacity. Attach extra pages if needed.
During this rating period, Mr. Derek Folley
continued his assignment as an Intermediate
Clerk at the Hawthorne Medi-Cal Sub-Office
District #93.
His primary duty was Mail Room Operations.
He processed all outgoing and incoming
mail for the District, including: pick-up,
weighing, metering, opening, date stamping,
and distribution to appropriate Eligibility
Staff. Mr. Folley assisted with (COC)
process, Case Opening Clerk, our 1/800
phone lines, Suspense Desk, Stock Room,
and was a great help assisting Eligibility
Staff with indexing. In the absence of his
supervisor, Mr. Folley assisted with the
DAR'S.
PRODUCTIVITY:
Mr. Folley met the standards for processing
all work assignments. He performed and
completed an adequate amount of work
accurately and timely. He ensured that all
outgoing mail had appropriate postage for
delivery.
QUALITY:
Mr. Folley was thorough and took time to
proofread his product to demonstrate
accuracy. He manually wrote up a
tremendous amount of Suspense Cases
clearly and legibly to be stored with FKI, File
Keepers. He's an efficient worker, and
displayed the ability to multi-task.
PA 2121 (REV. 03/06) Page 3 of4
....
4. County of Los Angeles Department of Public Social Services
Annual Performance Evaluation
GENERIC
Date: Jun 15. 2010Ratina Period: From Jun 1. 2009
Employee Name DEREK FOLLEY 535486
Rating Factor
Departmental Expectations JI~.-· Communication Skills: vo
L.ffi Provides prompt and courteous customer
service
ffi Maintains open lines of communication with all
levels of staff and community
[l] Is able to impart negative information in a
courteous and respectful manner
COMMENTS (Required)
Discuss the employee's performance, giving examples to support
your ratings. If he/she has functioned in an Acting position during
the rating period, please discuss his/her performance in that
capacity. Attach extra pages if needed.
WORK HABITS:
Mr. Folley observed programs, policies, and
procedures. He met the Departmental
standards for attendance. He complied with
instructions, shared knowledge with other
subordinates, and he set appropriate
priorities in order to complete his work
product in a timely manner. Mr. Folley can
be counted upon to assist as needed.
PERSONAL RELATIONS:
Mr. Folley represented the Department in a
professional and effective manner. He
displayed a positive attitude towards all
levels of staff. Mr. Folley practiced
cooperation and is a Team Player. When
needed atthe 1/800 phone lines, he did not
hesitate to accept the challenge servicing
over 5,000 callers. Mr. Folley showed strong
desire to assist within the clerical functions.
He always offered his assistance.
Mr. Folley also exhibited appropriate
personal appearance and conduct.
ADAPTABILITY:
Mr. Folley performs effectively in the
workplace with minimum instructions. He
showed the ability to perform in an emergent
and new situations. Stock supplies was
delivered to the District, contact employee
wasn't available, he ensured all supplies
received was calculated and signed off.
Mr. Folley adapted to change in the work
environment. He had the opportunity to
transfer back to Hawthorne Regional District
#92 as of 03/2010.
PA 2121 (REV. 03/06) Page 4 of 4
-.lIlI
5. ) )
County of Los Angeles
Performance Evaluation
(Supplemental Sheet)
Annual
Department of Public Social Services
TYPE OF PERFORMANCE EVALUATION
EMPLOYEE NAME:
DEREK FOLLEY
POSITION:
INTERMEDIATE CLERK
EMPLOYEE NUMBER:
535486
DEPT.
140
DIV.
746
SUB
H1
DUE DATE:ITEM NUMBER:
Jun 15,20101138
RATING PERIOD
From: Jun 1, 2009 Through: May 31, 2010
JOB KNOWLEDGE:
Mr. Folley demonstrated the required skills to perform his daily task effectively. He utilized the
computer system, and LEADER daily to enhance knowledge gained to perform his duty.
Assisting (COC) Case opening, and the clearance process of daily mail. On May 17, 2010, Mr.
Folley attended eCAPS supply inventory training, Mr. Folley made appropriate use of training
resources, Exams, and has a strong desire to promote.
COMMUNICATION SKILLS:
Mr. Folley provided prompt and courteous customer service. He ensured all incoming and
outgoing mail was processed and distributed in a timely manner. He maintained open lines of
communication with staff and community. Mr. Folley serviced customer calls in a professional
and effective demeanor. He's a respectful and great employee to have worked with.
Mr. Derek Folley is a dependable employee of the Department; Therefore, I'm pleased to rate his
performance as "VERY GOOD" for this rating period.
C36) DATE:
DATE:
DATE:
,..
PA 223 (REV. 03/06)