Assessing Supervision Competencies - 2012 Self Version

As a supervisor or lead, you use many skills to guide your workforce in reaching its goals. Along with specialized knowledge, these skills form clusters called "competencies".

This assessment describes nine competency categories and many important supervisor or lead behaviors in each one. Please read each question. Then rate how OFTEN you do what is described in each behavior. PLEASE RATE EVERY BEHAVIOR LISTED FOR ALL OF THE NINE COMPETENCY AREAS.

You will receive a personal debriefing of your assessment by Learning and Career Services staff. Your reponses may also suggest additonal training, education and coaching that could benefit you as you seek to perform your job more effectively.

Please contact Mark Strunin, Director of Learning and Career Services at x 4133 with any questions.

Thanks
Name: 


  1. How often do you provide direction to employees by using these techniques ? Please rate all SIX of these behaviors.

            1 2 3 4 5 6 7      
      Give clear directions on how the work is to be completed, including expected results and the required time frame Rarely Always  
      Assigns the right person to do the work, basing the assignment on the complexity of the work and the ability of the employee  Rarely Always  
      Use written or recorded documentation to track progress on the work Rarely Always  
      When assigning work, provides a clear and motivating reason WHY this work needs to be done and often explains the link between the work and L.A. Care's overall mission Rarely Always  
      Seeks out employee suggestions and input on how to improve the process or the results Rarely Always  
      Implements employee suggestions and shares new approaches with other supervisors Rarely Always  


  1. How often do you motivate employees by using these techniques? Please rate all TEN of these behaviors.

            1 2 3 4 5 6 7      
      Verbally acknowledge and thank employee for achieving performance results and/or meeting customer expectations Rarely Always  
      Use an approach to recognition and rewards that is consistent and fair Rarely Always  
      Knows when to recognize groups and when to recognize individuals Rarely Always  
      Show your personal pride in employee achievements Rarely Always  
      Offer frequent coaching to energize and motivate individuals and/or groups Rarely Always  
      Interviews employees to find out what types of recognition or rewards are most meaningful to the employee Rarely Always  
      Tailors rewards and recognition to individuals as much as possible Rarely Always  
      Understands and can describe the key drivers that motivate and engage your employees Rarely Always  
      Lets employees know that you deeply value the work each does Rarely Always  
      Avoid speaking critically of colleagues or discounting the efforts of others Rarely Always  


  1. How well do you use technology to accomplish the assigned work of your unit? Please rate all SEVEN of these behaviors.

            1 2 3 4 5 6 7      
      You are well skilled in the core technology tools used in the work Rarely Always  
      You recognize deficiencies in the technical knowledge of your employees Rarely Always  
      You provide effective coaching on technical issues to resolve immediate problems Rarely Always  
      You know of and refer employees who need technical training to company resources Rarely Always  
      You recognize when and how to apply advanced technology to improve business processes Rarely Always  
      You plan training for employees to upgrade technical skills Rarely Always  
      You partner with IT experts on assessing and making decisions regarding new applications or enhancements to the technical needs of your unit Rarely Always  


  1. How often do you delegate using these techniques? Please rate all NINE of these behaviors.

            1 2 3 4 5 6 7      
      Recognizes when tasks can be left to employees to do without additional instruction Rarely Always  
      Typically allows employees to work on own, rarely providing oversight Rarely Always  
      Analyzes the work to know which tasks may be performed with no direct oversight  Rarely Always  
      Selects employees capable of independent work and defines level of autonomy and decision making for them  Rarely Always  
      Uses delegated authority as a tool to build employee skills  Rarely Always  
      Acts more as a resource than an overseer Rarely Always  
      Uses recordkeeping as a tool to track progress on delegated tasks Rarely Always  
      Thoughtfully extends and expands the delegated authority of capable employees Rarely Always  
      Seeks out, documents and shares employee insights gained through delegation, incorporating new knowledge into standard operations and procedures Rarely Always  


  1. How often do you use the following techniques when developing the knowledge, skills and abilities of your workforce? Please rate all TEN of these behaviors.

            1 2 3 4 5 6 7      
      Recognizes the behavior patterns that may show a gap between an employee's ability and expected performance results Rarely Always  
      Offers guidance to achieve an immediate solution to an issue Rarely Always  
      Designs and starts a plan to close the knowledge or skill gap of underperforming employees Rarely Always  
      Uses written tools to document changes in performance Rarely Always  
      As new projects arise, anticipates the need for further training Rarely Always  
      Holds regular INDIVIDUAL feedback sessions on performance and/or training needs Rarely Always  
      Designs development activities for ALL levels of employees, not just underperforming staff  Rarely Always  
      Looks for cross training opportunities and stretch assignments for capable staff Rarely Always  
      Shares responsibility for setting up regular feedback session with employees Rarely Always  
      Sets up and completes a PERSONAL annual program of training and development in a business, technical or professional area that will increse YOUR supervisory effectiveness Rarely Always  


  1. How often do you use the following techniques in your written communications? Please rate all SIX of these behaviors.

            1 2 3 4 5 6 7      
      Writes memos and reports with correct grammar, spelling and word choice  Rarely Always  
      Writes with a direct, clear business style, following suggested company guidelines and norms Rarely Always  
      Easily adjusts writing to different audiences or different purposes, e.g. wriiting reports vs. proposals Rarely Always  
      Uses graphics effectively to convey complex or technical information Rarely Always  
      Writes persuasively - uses effective complex communication to analyze, inform and often advocate for positions or ideas Rarely Always  
      Skilled in editing the writing of others Rarely Always  


  1. How often do you use these techniques of oral or spoken communication? Please rate all TEN of these behaviors.

            1 2 3 4 5 6 7      
      Speaks in a clear, understandable voice Rarely Always  
      Adjusts tone and word choice to listeners, making eye contact if culturally correct Rarely Always  
      Speaks in a logical order and flow of ideas  Rarely Always  
      Skillful in making group presentations that are well organized, easy to follow and make good use of time Rarely Always  
      Uses graphics, data and other aids to convey meaning Rarely Always  
      Skilled at summarizing, asking clarifying questions and checking for listener understanding Rarely Always  
      Switches back and forth easily between informal discussion and formal presentation Rarely Always  
      Facilitates conversation, encouraging discussion and exchange of views Rarely Always  
      Reponds accurately to non-verbal cues freom listeners, adjusting communication as needed Rarely Always  
      Consciously uses personal appearance, gestures, eye contact, and facial expressions to convey meaning Rarely Always  


  1. How often do you use these techniques when managing disagreements and conflicts? Please rate all ELEVEN of these behaviors.

            1 2 3 4 5 6 7      
      Brings issues into the open with tact Rarely Always  
      Encourages an exchange of views and offers solutions Rarely Always  
      Offers to help enforce any agreements  Rarely Always  
      Offers to actively mediate a dispute, ensuring respectful treatment of all parties Rarely Always  
      Sets a deadline for reaching agreement Rarely Always  
      Recognizes when using a third party will speed up resolution of the conflict Rarely Always  
      Encourages frequent exchanges of views to anticipate areas of conflict Rarely Always  
      Insists on and models respectful behavior among staff Rarely Always  
      Learns and applies concepts of dispute resolution Rarely Always  
      Trains others on how to resolve disputes Rarely Always  
      Captures agreements in written form and distributes them to others Rarely Always  


  1. How often do you use these techniques when managing employee performance? Please rate all TWELVE of these behaviors.

            1 2 3 4 5 6 7      
      States clear goals for quantity, quality and timeliness Rarely Always  
      Uses data and observation to track progress Rarely Always  
      Provides adequate resources to accomplish the work Rarely Always  
      Addresses problems of productivity and/or work habits on a just-in-time basis Rarely Always  
      Observes performance patterns to identify improvement opportunities  Rarely Always  
      Learns and applies a systematic problem analysis approach to find the root cause of an issue Rarely Always  
      Takes corrective action regarding underperforming employees according to company guidelines  Rarely Always  
      Uses best practices when giving or getting feedback Rarely Always  
      Creates a safe climate for candid discussion, eliminating fear of reprisal Rarely Always  
      Understands the role of trust in creating effective performance Rarely Always  
      Understands and aligns the work unit's performance to the larger scope of business needs Rarely Always  
      Deepens knowledge of human behavior so to be able to respond effectively to employees on their own terms Rarely Always  


  1. Please suggest areas for training, coaching and development that will make you a more effecitve supervisor.





Mark Strunin