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Clearly and consistently demonstrates commitment to and ownership of Simmons strategy, brand, and goals. A catalyst for organizational change. Requires.

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Presentation on theme: "Clearly and consistently demonstrates commitment to and ownership of Simmons strategy, brand, and goals. A catalyst for organizational change. Requires."— Presentation transcript:

1 Clearly and consistently demonstrates commitment to and ownership of Simmons strategy, brand, and goals. A catalyst for organizational change. Requires no supervision. Consistently demonstrates superior management skills with people and projects. Produces multiple projects on time or early with high quality/high volume results. Clearly and consistently demonstrates commitment to the mission and goals of Simmons. Drives change within his/her area. Usually meets and often beats deadlines. Work output often exceeds expectations for quantity and quality. Requires minimal supervision and works independently. Demonstrates commitment to the mission and goals in his/ her position. Demonstrates willingness and ability to embrace change. Regularly meets deadlines. Work output consistently meets expectations for quantity and quality. Works effectively with an appropriate balance of direct and indirect supervision. Developing appreciation for the mission and goals of Simmons. Responds positively to change. Meets most deadlines. May sometimes have trouble handling multiple projects and tasks. Quality and quantity of work is usually acceptable and on time. Requires regular, but reasonable, level of direct supervision, follow-up or mentoring May not understand or demonstrate commitment to mission and goals of Simmons May be resistant to change and/ or may return to former approach. Seldom meets deadlines. Often seeks extensions. Frequently has trouble handling multiple projects and tasks. Work product is inconsistent and does not meet minimal standards for quantity and/or quality. Requires extra supervision or extra resources to accomplish goals. 3) Commitment to Simmons Brand Strategy and Goals 4) Organizational Skills Consistently exceeds goals for the position and for the department. Often exceeds the goals for the position and for the department. Meets the goals for the position and the department. Meets most goals for the position and the department. Seldom meets goals for the position or department. 2) Goal Attainment Is expert in all criteria for job and has broad and deep knowledge of related areas. Depth and breadth of experience, specialized skills and perspectives add significant value to Simmons. Uses abilities to the fullest. Is the “go to” person Possesses solid job knowledge and often exceeds job requirements. Advice and counsel are sought by peers and senior management. Seeks and applies learning and concepts in innovative ways. Is becoming the “go to” person. Possesses and applies knowledge and skills required for the job. Meets qualifications for job. Performs all aspects of job effectively and independently. Consistently exhibits desired competencies to perform job successfully Seeks training and opportunities and applies knowledge. Possesses and most often demonstrates required job knowledge. Meets some or most criteria for job. If new to position, is on steep learning curve and skills for job still may be developing. May require coaching to apply learning from training. Does not meet, or inconsistently meets, expectations for the job. Has not grown in position as expected and performance may be deteriorating. Knowledge and skills are lacking and attends training only when prompted. Usually requires coaching to perform required tasks. 1) Job Competence Exceptional Exceeds ExpectationsConsistently Meets Expectations Meets Most ExpectationsSeldom Meets Expectations Performance Standard 2008 Performance Rating Definitions Role model for College, group, department and excels at inter- departmental relationship building. Demonstrates effective behaviors for conflict resolution. Consistently delivers, clear, concise, and effective written communications. Presentation content and delivery are consistently innovative, high quality and produce desired results. Often demonstrates collaborative style. Is consistently effective at resolving conflict in a manner which fosters relationships and achievement of personal and organizational goals. Written communications are clear, concise, and well-organized. Presentation content and delivery are often of high quality and effective. Interacts effectively with peers and management. Resolves conflict effectively and professionally. Written documents are clear, concise, and well-organized. Presentation content and delivery are effective. Has strong customer service skills. Interactions with peers and management are generally appropriate but could improve. Conflict resolution skills are uneven and need improvement. Written communications are uneven. Presentation content and delivery are sufficient, but could be improved. Customer-service skills can be uneven at times. Interactions with peers and management may be problematic and ineffective. Can sometimes be the source of conflict within unit. Struggles to present information to colleagues and “clients” in an effective manner. Writing skills need improvement. Does not have strong customer service skills. 5) Interpersonal /Communication Skills

2 Excels at formulating and executing highly effective plans to transfer visions into realities, on time and within budget. Is widely recognized as strong, effective leader; inspires confidence and respect; is able to gain the support of others. Staff enjoy working for this manager. Highly effective in planning and executing goals and delegating responsibility and authority to subordinates to achieve them. Excels in developing, leading and motivating team so that they perform at their professional and personal best. Performance reviews are exceptionally effective and well-written; excels at addressing and managing performance issues within his/her department. Values, promotes, and rewards innovation. Viewed as a role model to other managers. Has a vision for his/her department and is often successful in transferring that vision into reality. Fosters accountability, high morale, harmony, and a common purpose among team members. Staff enjoy working for his manager and turnover is not excessive. Anticipates deadlines and projects and plans work of self and department independently and effectively. Empowers direct reports to take responsibility and authority as appropriate. Does an excellent job at developing, leading, and motivating team. Communicates regularly and effectively to subordinates about performance issues. Reviews are well-written and held on time. Encourages and explores innovation. Has a vision for his/her unit and is making consistent progress in transferring that vision (or portions of it) into reality.Planning skills are good. Delegation skills are good for position and may be evolving and growing. Does a good job at motivating and developing team. Open to innovations suggested by others. Developing empowerment skills. May have a vision for his/her unit but struggles to transfer vision into reality. Leadership/management skills are weak and/or uneven and need improvement to succeed. If new to job, is learning to plan work and delegate effectively. If not new to job, sometimes struggles to plan and delegate work effectively. Is demonstrating increasing awareness of the importance of feedback to staff but needs to communicate more effectively with staff about performance and goals. May not be doing enough to develop and motivate staff. Occasionally encourages innovation. May have a vision for his/her department but is unable to transfer that vision to reality. Does not inspire confidence and respect. Does not motivate and develop his/her staff as needed. Staff turnover may be excessive. Has trouble planning and delegating work effectively. Does not encourage employees to develop solutions and/or to take prudent risks. Provides insufficient feedback. Fails to address performance issues in an effective and timely manner. Poorly written evaluations. Little or no innovation is encouraged or explored. 8) Management/ Leadership Demonstrates leadership in using technology to boost organizational effectiveness. Models ideal behavior in utilizing all means of communication such as the telephone, voice mail and . Is trained and highly proficient in all technology tools necessary for the position and the department. Often demonstrates initiative in suggesting improvements using technology. Models ideal behavior in utilizing all means of communication such as the telephone, voice mail and . Is trained and proficient in all technology tools necessary for the position and the department. Uses technology appropriately and effectively. Uses appropriately and effectively. Is trained and proficient on most technology tools necessary for the position and the department. May need more technical training and experience. Requires training and improved proficiency in all technology tools necessary for the position. May be averse to using technology tools or may require additional training and supervision. Seldom meets expectations with regard to phone calls, voice mail and . 7) Uses Technology Appropriately Performs all aspects of the job effectively and independently with an emphasis on results. Excels in developing satisfying solutions and in navigating Simmons. Views problems as opportunities. Successfully copes with risk, uncertainty and unintended consequences and makes plans to deal effectively with potential problems. Superior knowledge and application of project management skills. Performs all or most aspects of the job effectively and independently with emphasis on results. Identifies problems and generates a range of possible solutions. Acts independently in implementing solutions. Consistently manages projects effectively. Consistently initiates projects or work tasks without prompting. Knows how to navigate Simmons. Understands the importance of achieving results and displays initiative without prompting or follow-up and delivers. Identifies problems and generates a range of possible solutions. May seek guidance before acting further. Project management skills sufficient and may be evolving. Occasionally takes initiative but needs to be encouraged to take next steps. May require supervision or mentoring to produce results. May identify problems but needs help with generating a range of possible solutions, and implementing them. Needs to develop stronger project management skills to succeed in position. Can sometimes be stymied by unanticipated problems and setbacks. Results may be lacking, without direct supervision. Often unable to identify and accomplish priorities. Lacks motivation to surmount setbacks and roadblocks and looks to others to identify and implement solutions. Projects may be incomplete, late, or over budget. Exhibits insufficient interest in learning how to perform job responsibilities well. 6) Results Orientation / Problem Solving ExceptionalConsistently Meets Expectations Meets Most Expectations Seldom Meets ExpectationsPerformance Standard Exceeds Expectations


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