Please use the interview response and other data provided below form jakes interview to answer the question on compensation below 

there is also an example below that shows how a different question was answered with the same information

Your answer should be 2-3 pages long 

Textbook name is Canadian Human Resource Management by Dr. Hermann F. Schwind 978-1-25-908762-2  Eleventh Edition

Style/Format

• Your document should be professionally formatted, with 12 pt. font, bolded headings, page numbers in the footer area, and 1” margins.
• Spelling and grammar do count, as attention to detail, working to deadlines, and thoroughness are all skills and abilities employers expect and reward.
•  be as concise and clear as possible 

Citations/Bibliography

• You must cite all your sources.
• Use APA sixth edition style, provide in-text citations after any quote, statistic, or other text from the internet.
• Insert your Reference List as a separate page at the end of your document. Failure to cite your sources will qualify as Academic Misconduct. The penalties for that range from partial marks, a zero on the assignment, and for a second offence, a zero in the course.
• You should include specific reference to the course text throughout your report when noting key theoretical concepts.

 Compensation
Identify and explain the  current types of pay incentive programs for this position or, if none  exist, what incentive system would you recommend for this job  classification to motivate them to high performance. Support your  recommendations with references to theories of incentive plans and why  you believe such incentive plans are beneficial to this particular  company. (Refer to Chapter 9 in your textbook)

Recommendation to answer 

We recommend that a survey program is implemented to get the guests’ point  of view on the staff who performed well or under performed during their  stay. These include waiters, waitresses, lifeguards, securities, gardeners, housekeepers, bellhops, to name a  few. We propose having an electronic and or paper-based system where  guests can rate the hotel and its staff upon checking out. The front  desk clerk will bring this to the guest’s attention and direct said guest to either google to do rating or fill out physical  forms. HR would file these reviews/ feedback to help eliminate  challenges whenever there are disagreements/discrepancies regarding an  employee’s performance. 

One  advantage of this proposal is that the hotel will be better able to  reward employees who went above and beyond to provide excellent customer  service to guests (performance standards). It also raises the image and service standards of the hotel in the eyes  of the public. 

HRPD 701-003 ASSIGNMENT #3

Centennial College

Members:

Egemonye, Benson – 301119876

Gosavi, Samruddi – 300977703

Mason Gordon, Crystal – 301172454

Soontit, Sandy Jo-Ann – 301167125

Theessen, Warren – 301166663

Wu, Chengcong – 301048016

Part A

·

What does the company stand for and hope to accomplish as an organization?

· This is outlined in the vision and mission statements:

· VISION: The Jakes family vision is “to provide the warmest customer care and community experience in the world”.

· MISSION: The mission of the Jakes family is “to be the most unique boutique resort in the Caribbean which offers a true Jamaican experience. Our business is to provide a positive experience to all customers using our hotel, villas, spa and restaurant facilities. Our ultimate goal is to satisfy our clients to the extent that they can never forget us. This will be achieved primarily through the professionalism of well-trained staff to ensure customers receive the highest customer service that can be provided.”

· What is your mission, vision, strategic goals/direction? This is outlined in the vision and mission statements:

· VISION: The Jakes family vision is “to provide the warmest customer care and community experience in the world”.

· MISSION: The mission of the Jakes family is “ to be the most unique boutique resort in the Caribbean which offers a true Jamaican experience. Our business is to provide a positive experience to all customers using our hotel, villas, spa and restaurant facilities. Our ultimate goal is to satisfy our clients to the extent that they can never forget us. This will be achieved primarily through the professionalism of well-trained staff to ensure customers receive the highest customer service that can be provided.”

·

· How has this changed/evolved in the past 50 years? In keeping with our vision and mission we have now added a service mission which states “ I ensure that every Jakes guest leaves a Jakes Ambassador.”

· This has 10 service standards; see below:

Part B: Front Desk Receptionist (Job Description Needed)

· How do you evaluate the employees’ performance or what kind of evaluation system does the company use and what are the measures to do the evaluation? An employee performance appraisal is conducted at the end of a 6 month period. A performance appraisal form is used as the instrument. See sample attached.

· Who is involved in the performance appraisal process? The Head of Department (HOD) conducts the appraisal and the appraisal form is then reviewed by the Human Resource department in collaboration with the General Manager/Directors.

· Are there any differences on the evaluation standards/metrics for different job positions from rank and file to middle managers to senior managers? Two different standards/appraisal forms are used to evaluate the managers/superviors versus the line staff. Managers/supervisors are appraised by the Directors and General Manager. Please see attached.

· How are the results from the evaluation feedback shared with Front Desk Receptionist and who leads these discussion?

· Results are shared, discussed and agreed/disagreed upon in the face to face appraisal process with HOD and Front Desk Receptionist.

· Are there developmental goals which includes set timeline for an employee to improve on their performance if the evaluation was unsatisfactory?

YES, based on their overall appraisal score they are ranked into different performance categories. The two lowest categories are: Ordinary to Acceptable Performance and Poor Performance. If the individual falls into the Ordinary to Acceptable Performance category, the timeline is to be determined. However, if the employee falls into the Poor Performance category a timeline of no less than two (2) months is to be determined and if no improvement, termination considered.

· Have there been any changes made to the company’s performance evaluation system in the past 50 years? The company is 28 years old but the appraisal form is frequently revised and updated accordingly. Also, employee of the month/year was introduced over time.

· If yes, what inspired the changes? The need to keep up to date and to keep the staff motivated by so doing boost productivity.

· What changes were made and how did these changes impact the employee’s performances?
(Companywide responses are fine for this question)

·
The staff members were better able to understand the importance of performance evaluations and were excited/motivated to improve their performance as they aspired to be compensated through monetary gains, a plaque and company recognition.

Part C: Compensation

· Does Jake’s Hotel currently have an incentive scheme for the Front Desk Receptionist’s position?

· If yes, what is it? YES, they receive commission based on surpassing monthly booking revenues in comparison to the previous year.

· If no, why not? N/A

· Are there incentive programs for other posts/roles in the company?

· If yes, please share some of these other incentive programs.

Employee of the month/year which comes with a cash reward and plaque. Long service awards for 5, 10, 15, 20 years, which also has a cash reward and plaque.

· If the Front Desk Receptionist post does not currently have an incentive program, would you recommend one for implementation? N/A

· Why or why not? N/A

· How do you think incentive programs impact Jakes employees, whether positively or negatively?

POSITIVELY- They are motivated to perform to their best. Incentives tied to monetary rewards seem to work best. However, there are a few who recognition is more important for them.

Part D: Benefits

· What are the three main roles of discretionary benefits?

· Income and Health Protections (sick leave)

· Paid Time-Off (vacation, holidays)

· Accommodation and Enhancement (wellness programs or educational assistance are examples)

· I don’t understand this question as discretionary benefits are benefits that are required by law. Paid Sick leave of 10 days is required by law…but company allows for additional sick days unpaid, vacation is an entitlement by law… but leave of absence my be granted on a discretionary basis.

· How do you evaluate and determine employee benefits package? THIS IS DETERMINED IN TANDEM WITH THE LABOUR LAWS. Also, company discretion is used as well.

· Example: Legal obligation

· What other benefits do you provide for your employees? Example: Health Insurance, what do these benefits cover/ provide? HEALTH AND LIFE INSURANCE; company pays 50% of the cost for health insurance for the employee and 100% life insurance for the employee. Employee discounts of 25% which extends to the parents and children of the employee as well; however lunch (while at work) bought at our restaurants is at a 50% discount. There is also affordable lunch available specially for staff.

· If you could make any change/s to the employee’s benefit package, what would you change? Why? I would add a childcare program because most of our staff members have children and so that would ease the burden of having to find a sitter for their child/ren.

Part D: Benefits (ADDITIONAL QUESTIONS ASKED IN SECOND INTERVIEW)

Is it possible to distinguish the benefits based on full-time and part-time/ contract workers? I gather that the benefits are paid out based on these classifications. 

· PART TIME WORKERS DO NOT RECEIVE GRATUITY, ONLY FULL TIME. BOTH FULL TIME & PART TIME EMPLOYEES BENEFIT FROM THE EMPLOYEE DISCOUNTS, HEALTH INSURANCE and LIFE INSURANCE.

Vacation

– Full-Time:

According to the law, a staff accumulates vacation days every XXX weeks. Can a staff get their accumulated days within the first year of working at Jakes or if it available after the first year of work?

· AFTER THE FIRST YEAR OF WORK. 

Also, what happens if the staff accumulates days during the first few months then decides to leave the company or is terminated, how would the vacation compensation handled?

· IF THE EMPLOYEE DID NOT WORK BETWEEN 110 – 220 DAYS AS OUTLINED IN LAW, EMPLOYEE DOES NOT RECEIVE VACATION BENEFITS.

– Part-Time/ Contract Workers: Do these staffs get vacation entitlement or contract breaks? How much?

· YES

THEY DO, THEY EARN 1 VACATION DAY FOR EVERY 22 DAYS WORKED AFTER 110 DAYS.  

– Tenure: Is it 2 weeks up to 5 years? 1- How much after 5 or 10 years? What are the maximum vacation days paid out by tenure?

· VACATION LEAVE AND PAYMENT IS DONE ACCORDING TO LAW- 2 WEEKS VACATION/PAY FOR TENURE OF BETWEEN 1-10 YEARS AND THEN 3 WEEKS VACATION/PAY FOR TENURE OF 11 YEARS & OVER.

Sick Leave

– Full-Time Staff: 

Major Medical Illness/ Procedures: You noted that unpaid vacation is an option, what about major procedures, do they get paid time off beyond the 10 days (Stroke, heart attack, cancer, surgeries)

· THIS IS UP TO THE DISCRETION OF THE COMPANY. I AM UNABLE TO SAY THAT EVERY EMPLOYEE WHO, FOR EXAMPLE, UNDERGOES A SURGERY WILL BE GIVEN XX PAYMENT. IT IS ALL BASED ON DISCRETION & AFFORDABILITY.

Part-Time/ Contract Workers: Is sick leave given? YES IT IS. Does it follow the same format as full-time workers?

· SAME APPLIES

Maternity Leave

– Full-Time: How much time off is given?

· 12 WEEKS; 8 WEEKS PAID. Is there an option to extend time off without pay? ON A DISCRETIONARY BASIS, YES.

– Part-Time/ Contract Workers: Do they get maternity? Same process as Full-time?

· SAME PROCESS

Late Night Work

– Is accommodation given to staff if they have to work late at night?

· YES, THIS HAPPENS MOSTLY WHEN THE EMPLOYEE HAS DIFFICULTY GETTING HOME.

– Is transportation provided or a stipend or reimbursement?

· NIGHTLY STAFF TRANSPORTATION AT NO ADDITIONAL COST

Educational Assistance

– Full-Time: Do you provide this for staff children? If yes, how does the program work?

· ON A DISCRETIONARY BASIS; MOSTLY THROUGH OUR NON PROFIT ORGANIZATION- BREDS

– Part-Time/ Contract: Same as full-time or this is not a benefit for this classification of staff?

· SAME APPLIES

Accommodation Discount for Staff

– Full-Time: I realize it says employees parents and children, what about the spouse?

· SPOUSE AS WELL, LIMITED TO ONLY SPOUSE, CHILDREN, PARENTS

–  Part-Time/ Contract: Do they get these same benefits as full-time workers?

· YES

Pension

– Full-Time:

· Do you have a pension program in place for full-time employees? Explain how the contributions work, termination/resignation accommodation for pension payout (vested vs unvested), retirement age and payout. STAFF ENROLL USING PRIVATE PENSION SCHEMES ESPECIALLY WITH SAGICOR

· Part-Time/ Contract:

· Do they get these same benefits as full-time workers? SAME APPLIES AS FULLTIME

Health Insurance
– Full-time: Can spouse and children be added?

· SPOUSE & CHILDREN ONLY CAN BE ADDED

Does Jakes pay towards the beneficiary’s coverage?

· ONLY FOR THE EMPLOYEE’S COVERAGE, 50% IS PAID BY THE COMPANY

– Part-Time/Contract:  Do they get these same benefits as full-time workers?

· SAME APPLIES

Fixed Salaries/ Weekly Wage

– Fulltime: Do these staff get paid a flat monthly payment regardless of the number of hours worked?

· NO, PAYMENT IS MADE FORTNIGHTLY. IT IS BASED ON A HOURLY RATE.

– Part-Time/ Contract: How do these staff get paid and confirm that is based on hours worked.

· PAID FORTNIGHTLY. BASED ON DAILY RATE.

Tips

Do you have a tipping policy in place? If yes, what is it?

· WE ALLOW TIPPING. CUSTOMERS ARE FREE TO TIP AS THEY LIKE, BUT WE ENCOURAGE CUSTOMERS TO TIP AT 10% OF BILL.

Are they any other benefits at all that we might have missed, whether government or company driven benefits? 

*3 DAYS PAID BEREAVEMENT LEAVE GRANTED FOR BOTH FULL/PART TIME WORKERS. IT IS GRANTED ON THE PASSING OF PARENTS, SIBLINGS, SPOUSE OR CHILDREN.

*UNIFORM TOPS PROVIDED.

*STAFF LOAN/ADVANCES: GRANTED FOR EMERGENCY CASES ONLY AND AT THE DISCRETION OF A SENIOR MANAGER AND DEPENDING ON THE AFFORDABILITY & PURPOSE

*BONUSES- FULL TIME (FULL)/ PART TIME (HALF); BONUSES ARE NOT GUARANTEED

Part E- System Implementation

I will send over the recommendations Sandy, Sam & I discussed.

Staff Performance Appraisal Form

Department: _______________________________________________________ Appraisal Date: _____________________________________________________

Surname: _____________________________________ ____________________ First Name: ________________________________________________________

Job Title: __________________________________________________________ Manager’s Name: ___________________________________________________

INTRODUCTION:

This performance appraisal is intended to measure an employee’s skills and accomplishments over the period under review. Scores and rankings are used as a tool to determine combined performance and attitude and development/training areas. The scores are applied in order of performance, totaled at the end of the section and then the ranking and future path determined.

Scoring:

	Score	Category	Definition
5	Excellent	Objectives and expectations are being exceeded by the individual with little to no supervision or guidance needed.
4	Very Good	Objectives & standards generally being met by the individual and some initiative shown in accomplishing tasks & making suggestions
3	Good	Objectives being met by the individual are considered good because of the fact that standards are met and maintained.
2	Fair	Poor delivery of objective, either quality of work or performance. Below acceptable standard. Always making excuses.
1	Poor	Little or no attempt made at achieving objectives. Needs constant reminder of duties. Poor or unacceptable behaviour. Not in work area.
*	Please circle the asterisk that denotes the objective the employee meets or demonstrates. An asterisk is provided for each Attribute discussed. If only 3* have been met by the employee the score is 3- Good, 4* met the score is Very Good etc.

Ranking:

Scoring Range	Performance Category
31 – 40	Excellent Performance. Career path should be mapped out for this employee and opportunities for promotion be considered/discussed when available. This employee should be a candidate for employee of the month and year as well as possibly other recognition.
21 – 30	Good Performance. Discuss areas of strengths and weaknesses and work out a plan to overcome weak areas. Discuss career at Jakes and plan candidate’s future within the company/group. This employee may be a candidate for employee of the month and year.
11 – 20	Ordinary to acceptable performance. Discuss whether the employee was given the necessary tools for the job and has the technical expertise needed. Discuss employee’s strengths and weaknesses and set out a plan for future training and development. A period for improvement should be established and further review conducted.
0 – 10	Poor performance. Employee is unable to grasp or master the personal and professional skills needed to complete jobs functions. Employee is deficient in several areas. Employee to be re-oriented with job functions required and placed on probation of not less than two (2) months at which time further review is conducted and termination considered if no improvement.

SECTION 1: JOB PREPARATION

Was the employee given a written job description? Yes No

Were duties discussed with the employee? Yes No

Is the employee equipped with the basic or required tools to perform at acceptable or above standards? Yes No

Does the employee possess the knowledge and expertise needed for this job? Yes No

SECTION 2: EMPLOYEE GENERAL PERFORMANCE (To be completed by the Employee prior to start of appraisal.)

What are your personal strengths and are you happy working with your team?

What are your weakest areas and what do you need to improve those areas?

Do you feel you are managing or have mastered your job function? Yes or No. If no, state reason:

Are there factors, which prevent you from performing at your best? Yes or No. If yes, what are these?

Is there anything you would like to add about your work performance?

SECTION 3: EMPLOYEE ATTRIBUTES

Score

8 – Attributes	Standard
Job Knowledge	*Knows what is required of Job. *Makes an effort to seek clarity or explanation if uncertain. *Is able to transfer skills and knowledge to someone new. *Is willing to learn new ideas. *Is willing to accept constructive criticism and change direction for better outcome.
Quality of Work/ Work Output	*Work performed according to job requirements and consistently meets or exceeds standard for quality. * Errors minimized or not repeated. *Provides excellent customer service and *Goes beyond the call of duty. *Work is completed on time, is thorough, accurate and meets or exceeds standards.
Teamwork/Interpersonal Skills	Is *cooperative, works well with others, flexible and will seek opinion of manager/others. *Communicates well with colleagues, managers and guests/clients and*Is courteous and respectful to all. *Is able to remain calm and controlled in difficult situations *Uses sound judgement.
Dependability	*Follows instructions or *makes quality alternative suggestions. *Is reliable and can be *called upon for filling staff shortages. *can cope under difficult or in pressurizing circumstances.
Initiative	*Goes the extra mile. *Is interested in work and helps to determine the needs of the department by making suggestions. *Willing to accept added responsibility. *Shows creativity. *Will make changes as and when required to do so.
Work Habits	*Abides by policies of the company. *Works in an efficient and safe manner. *Does not put others at risk or unnecessary strain. *Keeps work area clean and looks after equipment by proper use and keeps equipment in good order. *Is not involved in gossip.
Appearance/Attendance and punctuality	*Is always neat and clean in appearance and wears complete uniform. *Attends work as per schedule and is always on time. *Does not abuse sick leave policy. *Follows guideline for lead-time in applying for vacation and other leave. *Works overtime only when required to do so.
Corporate Responsibility	*Is conscious of the appearance of the properties and grounds at Jakes/Jack Sprat & Villas. *Has a good sound knowledge of Jakes and BREDS and is able to articulate and answer questions pertaining to the activities of BREDS. *Volunteered time in at least one activity for BREDS. *Actively participated in all requests for assistance. *Is able to keep matters confidential.

Total Score of Employee Attributes: ______/40 MARKS

Total Score Ranking attributed= Total Score of Employee Attributes ÷ 8 = ________

Is Retraining necessary for this employee? _____ Yes _____ No

*DISCUSS RANKING AND IMPLICATIONS*

SECTION 4 – DEVELOPMENT PLAN (Use Additional sheet if required).

Short-term areas for Development	Time-period or by when	Development process (e.g. training)

SECTION 5 – FUTURE PERFORMANCE (Use separate sheet if required)

Performance Objectives (state specific objectives if any)	By When	Action (state how this will be achieved and measured).

ADDITIONAL COMMENT (S):

_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

DISCUSS: JAKES SERVICE STANDARDS

1. I am warm and welcoming.

2. I anticipate a guest’s every need – expressed and unexpressed.

3. I do my best to satisfy and surpass a guests’ expectations.

4. I am proactive not reactive.

5. I assist all team members to attain the goal of guest satisfaction.

6. I am proud to be a Jakes team member and it is obvious in my appearance and attitude.

7. I am able to resolve issues for Jakes guests quickly and effectively.

8. I innovate to make the guest experience memorable and unique.

9. I ensure Jakes is a safe, peaceful, relaxed & beautiful haven.

10. I take responsibility for creating a happy work environment.

SECTION 6: SIGNATURES

Employee:

I agree with this review. I disagree with this review.

My signature does not indicate acceptance of the review but rather that it has been discussed and I have read and understood the review.

Employee Signature: ___________________________ Date: _____________________________

Appraiser:

I have discussed and completed the performance review for this employee:

Appraiser’s Name: _______________________________ Appraiser’s Signature: __________________________________________

Date: ______________________________

Department Manager’s Signature (only if different from Appraiser): _____________________________________ Date: ______________

General Manager’s Signature: ________________________________________ Date: __________________________

Page 1 of 6

Supervisory/ManagerialPerformance Appraisal Form

Department: ________________________________________________________ Appraisal Date: _____________________________________________________

Surname: __________________________________________________________ First Name: ________________________________________________________

Job Title: __________________________________________________________ Appraiser’s Name: ___________________________________________________

INTRODUCTION:

This performance appraisal is intended to measure a supervisor/manager’s skills and accomplishments over the period under review. Scores and rankings are used as a tool to determine combined performance and attitude and development/training areas. The scores are applied in order of performance, totaled at the end of the section and then the ranking and future path determined.

Scoring:

Score	Category	Definition
5	Excellent	Objectives delivered before specified time frame and to the quality that exceeds normal standards.
4	Very Good	Objectives delivered within specified time frame and the quality meets the acceptable standard.
3	Good	Progress and quality of work to date is acceptable considering difficulty of goal and impacting factors.
2	Fair	Poor delivery of objective, either quality or time substantially below acceptable standard.
1	Poor	Little or no attempt made at achieving objectives. Poor and untimely delivery. Needs constant reminder of duties
*	Please circle the asterisk that denotes the objective the Supervisor/Manager meets or demonstrates. 5 asterisks are provided for each Attribute discussed. If only 3* have been met by the Supervisor/Manager, the score is 3-Good, 4* met the score is Very Good etc.

Ranking:

Scoring Range	Performance Category
37 – 45	Excellent Performance. Pace-setting performance. Consistently surpasses all standards; innovative. Ideal for upward mobility.
28 – 36	Good to Very Good Performance. Consistently exceeds normal expectations for the position but may have some challenges. Discuss areas of strengths and weaknesses and work out a plan to overcome weak areas. Discuss career path and plan for a future within the company/group.
19 – 27	Ordinary to Acceptable Performance. Performs to normal expectations of the position in a capable manner and just about meets expectations for quality. Discuss whether the supervisor/manager was given the necessary tools for the job and has the technical expertise needed. Discuss supervisor/manager’s attributes and weaknesses and set out a plan for future training and development. A period for improvement should be established and further review conducted.
10 – 18	Fair. Performance is fair but needs improvement. Discuss whether the supervisor/manager was given the necessary tools for the job and has the technical expertise needed. Discuss supervisor/manager’s attributes and weaknesses and set out a plan for future training and development. A period for improvement should be established and further review conducted.
1 – 9	Poor Performance. Supervisor/Manager may not have been given the tools or does not have the expertise and experience to perform at this level. May also suggest that there is a lack of willingness or inability to perform the requirements of the position. Requires improvement in quality, quantity and timeliness of work to achieve overall satisfactory performance. Supervisor/Manager to be re-oriented with job functions and skills required and placed on probation of not more than three (3) months after which further review is conducted and termination considered if no improvement.

SECTION 1: JOB PREPARATION

Was the supervisor/manager given a written job description? Yes No

Was the supervisor/manager given specific targets and objectives? Yes No

Were duties discussed with the supervisor/manager? Yes No

Does the supervisor/manager possess the knowledge and expertise needed for this job? Yes No

SECTION 2: SUPERVISOR/MANAGER GENERAL PERFORMANCE (To be completed by supervisor/manager prior to start of appraisal.)

What do you consider to be your most important achievements of the past month/few months?

What factors have impeded or facilitated the achievement of your objectives?

What elements of your job interests you the most and the least?

What elements of your job do you find most challenging?

Are there any actions, which management can take to enhance your performance?

SECTION 3: STRETCH OBJECTIVES

Objectives (List the most important ones, if more than 6)	Achieved	Not Achieved	Comments

SECTION 4 – PERFORMANCE REVIEW

SCORE
Performance Factors (Reflects competencies required for job and desired corporate behaviour at Jakes Holdings Ltd).	1	2	3	4	5	COMMENT/S
1. Job Knowledge and Application: *Demonstrates knowledge and understanding of job role *Applies skill to produce quality work *Able to perform a wide variety of job-related tasks *Generates alternative solutions to problems and challenges *Seeks and utilizes opportunities for continuous learning and self-development
2. Planning *Develops realistic plans that meet company goals and future needs *Demonstrates foresight in recognizing potential problems and develops solutions *Foresees changes and trends for department and company *Adheres to set time-lines/deadlines *Establishes and documents goals and objectives
3. Budgetary/Expense Control and Reduction *Effectively utilizes staff costs by scheduling staff rotas, leave, overtime *Utilizes materials and equipment to control capital and operating costs *Assists with planning by providing comprehensive justification for budgetary requests *Generates innovative ideas to reduce/contain expenses *Makes sound operating decisions that consider costs/benefits
4. Organizational Development *Promotes and actively participates in organizational development processes. *Supports organizations objectives and mission and has made commitment to our Corporate Responsibility *Executes organizational development plan from managers *Keeps management informed and submits timely and useful reports *Work well with senior managers, departments and staff to develop plans
5. Organizational Skills *Is well organized, and organizes department *Adheres to priorities and deadlines *Follows through on assignments despite set-backs *Plans and schedules work for staff and employees to meet objectives and goals *Demonstrates flexibility in responding to priorities and organizational changes
6. Staff Relationship & Development *Effectively deals with staff conflict *Provides opportunity for growth, challenges and motivates staff *Inspires confidence and respect and motivates employees to achieve department and organizational goals and objectives *Conducts regular reviews and meetings with staff, independently or as a group *Delegates appropriately and promotes prides, respect, honesty, integrity and is fair to all staff
7. Performance Standards *Accurately evaluates employees and departmental performance *Effectively communicates Jakes standards to staff especially customer service *Give direct, constructive and appropriate feedback to staff and Managers *Produces neat, accurate, thorough and organized work *Performs to the Standards expected of a Supervisor/Manager
8. Problem Solving and Decision Making *Accumulates all relevant information prior to making decisions *Presents well considered and appropriate alternatives when making recommendations *Makes tough and difficult decisions when required to do so *Able to solve staff problems *Finds innovative and improved ways of doing things
9. Communication *Effectively presents information, exchanges information and receives information both orally and in writing *Promotes productivity and pride *Appropriately expresses opinions *Keeps staff and managers appropriately informed *Values staff- their differing styles, personalities and opinions

Total Score of Performance Factors: _______/45 MARKS

Total Score Ranking attributed= Total Score of Performance Factors ÷ 9= ________

SECTION 5: PERFORMANCE SUMMARY

Summarize the Manager/ Supervisor’s overall performance (considering objectives, results and competencies). Make additional comments or observations in the space provided. Use a separate sheet, if required.

SECTION 6: DEVELOPMENT PLAN(Use separate sheet if required)

Overall recommendations should consider activities/actions to improve maintain or enhance performance and motivation, e.g. coaching, training, etc.

Short-terms areas for development

Time-period or by when

Development process, e.g. training type, social intervention/counselling, etc.

SECTION 7: FUTURE PERFORMANCE (Use separate sheet if required)

Performance or Stretch Objectives

(state specific objectives if any)

Time-period or by when

Action (state how this will be achieved and measured)

SECTION 8: SIGNATURES

Employee:

I agree with this review. I disagree with this review.

My signature does not indicate acceptance of the review but rather that it has been discussed and I have read and understood the review.

Employee Signature:___________________________________ Date:____________________________________

Appraiser:

I have discussed and completed the performance review for this supervisor/manager.

Appraiser’s Name:_____________________________________ Appraiser’s Signature: ______________________________

Date:_________________________________

Reviewing Manager’s Comments:

Reviewing Manager’s Name:__________________________________ Signature:____________________________

Reviewing Manager’s Title:__________________________________ Date: ________________________________

Janneil
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