How To Assess Management Performance At ANY Grade

How To Assess Management Performance At ANY Grade

Management, at whatever level, has to perform. There is little point having staff with responsibility for output who are not effectively, and fairly, assessed in that role – if this is the case, then how do you actually know that the staff who are highly paid and who have a key role to deliver are worth that salary and are even needed within their area of responsibility.

Use the following indicators to identify the reality of how your Team Leaders, Middle and Senior Managers are performing.

Alternatively, if you are a manager use them to complete some valuable and worthwhile self-assessment on how you are doing – and then make some changes for the better for you and your career.

  1. Staff Turnover – are staff leaving in hordes or is there a stable staff profile in the area. Excessive numbers of staff departing is a serious concern especially if they are taking key knowledge and skill with them: is this due to an inappropriate management style in that area? Staff turnover should be healthy but never in numbers that put the organisation in jeopardy or at risk.
  2. Sickness Levels – how high is this? Staff sickness is an indication of poor management style and weak decision making. Staff who come to work who are not 100% show that they are committed compared to staff who regularly take sick leave. Look at your numbers!
  3. Absenteeism – the numbers of staff who do not arrive at work and who have little or no interest in what is going on. A key responsibility of all management appointments is to provide a stimulating and challenging workplace where staff can develop their skill – weak and ineffective managers seldom motivate their staff, other than motivating them to leave.
  4. Timekeeping – do staff arrive on time and leave on time? A key indicator of a manager with poor people skills is the timekeeping of their team: poor motivation and inappropriate management style is directly linked to the timekeeping of the team.
  5. Accidents at work – how frequent does this happen? An environment where there are significantly higher accidents in comparison to similar areas of the business indicates staff that are disengaged and who have no attention to their work. Another indicator of poor management performance.
  6. The manager’s use of time – how well does the individual use their allocated time? If there are continual crisis and missed deadlines, then the manager concerned will always be letting the system down. Poor use of time also masks a wider number of ineffective and inefficient working systems that will need attention.
  7. Activity distinguished from effective action – lots of energy expanded but nothing actually being achieved. Too much running around chasing the minutiae that has no real impact upon anything positive – the Busy Fool Syndrome. Some real issues that need addressing here regarding priorities and outcomes expected.
  8. Meeting deadlines – are these being kept? Missed deadlines impact heavily upon other sections of the organisation so a manager who keeps failing in this respect is a poor manager. Why are the deadlines being met and does that person understand their impact?
  9. Accuracy – is this being achieved? Are there gaps in the work being produced, is the outcome factually correct and does it meet the accuracy specified within the quality parameters set? Low accuracy is poor management, nothing else.
  10. Level of complaints – is this a deafening roar or just a whimper? Complaints are always indicative of a weak focus upon what is required, which then poses the question where actually is the focus of effort?
  11. Quality Standards – is quality in the chosen department/section truly at the heart of what is going on or is it just a passing nod, lost somewhere in a mass of other management activity that is also failing? Low quality, when there are few genuine reasons for this, is always because management standards and controls are lacking.
  12. Budgetary Control – is spend wildly out of control or, equally damaging, is spend well under where it should be? No organisation takes the view that uncontrolled expenditure is a good thing and financial awareness is an essential part of the manager’s job role.
  13. Productivity Levels – output and performance should be a primary focus for all managerial staff, regardless of their grade or level within the organisation. Serious failings in productivity puts the organisation in risk of failure.

Management at any level will always be a challenge and has many pitfalls that you need to avoid – many managers will have been guilty of one or more of the above criteria but successful managers recognise this and do something positive about it to correct the imbalance.

Good Luck!

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