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?