Escolar Documentos
Profissional Documentos
Cultura Documentos
Eric Foltrauer
Jevon Clarke
Andrea Cardona
Peter Di Cecco
Documents Enclosed_______________________________________________________
I Job Analysis
Task by Category
Task Survey III Performance Appraisal
List of KSAOs Worksheets with Behavioral Standards
Task by KSAO Cross Reference Development Plan & Scoring Page
List of Core Competencies
IV Employee Attitude Survey
II Structured Interview Demographic Data Page
Worksheets with Evaluative Standards
Scoring Page
12/13/2016
NY, USA
TABLE OF CONTENTS
Task by Category. 3
Task Survey...... 7
List of KSAOs. 12
Structured Interview
Instructions. 20
Scoring Page..... 35
Performance Appraisal
Worksheets.. 38
Demographic Data....57
References..58
2
JOB ANALYSIS
TASKS BY CATEGORIES
Management
3
Training Needs Analysis
Team Building
4
27.Monitor stages of team development and adjust approaches accordingly in
order to endorse a successful team.
28.Communicate with employees outside of work in order to maintain
personal relationship (Integrity Control Item).
Program Planning
Implementation of training
5
Program Impact Evaluation
Professional Development
6
JOB ANALYSIS
TASK SURVEY
Frequency Importance
This is a job analysis task survey to collect data on how important job tasks
are for the role of training and development manager and on the frequency
with which the tasks are performed. Your responses on this survey will
remain anonymous, as such it cannot be used to assess your job performance.
By marking one box for the frequency and one box for the importance, please
indicate as truthfully as possible how frequently you perform each of the following
tasks and how important you view each task to be for the success of the job.
Tasks
8
22b. Assess KSAOs needed for each job in the organization in order to effectively organize training
programs
23. Encourage team building by assigning individuals, partners, or teams to accomplish a task
24. Promote an open knowledge-sharing environment that builds knowledge, expertise, and service for
the benefit of the organization
25. Manage special events or programs to develop positive coworker relationships
26. Establish the vision and purpose of the team in order to promote teamwork
27. Monitor stages of team development and adjust approaches accordingly in order to endorse a successful team
28. Communicate with employees outside of work in order to maintain personal relationship
29. Work with training and development specialists to yield training programs to all parties (ex, Line
managers, accountants, seminar manager, etc.)
30. Cultivate orientation programs in order to give new employees insight on the job
31. Devise imperative learning points to describe the key aspects of each employees particular job
32. Produce training materials for in-house courses such as brochures and packets to aid in development
of staff
33. Develop multimedia visual aids and presentations using Microsoft PowerPoint or other software to
support in the learning process of staff
34. Ensure that statutory training requirements are met to establish a basic framework of workplace ethic
and safety for all personnel
35. Identify what type of training methods will be used for different groups of personnel to assure
training productivity and effectiveness
36. Conduct orientation to provide knowledge of on job expectations to new employees
37. Explain job description to trainers and answer inquiries that new employees might have
9
38. Utilize company forums so trainees can post questions concerning their jobs and experts within the
company can answer them
39. Implement informal coaching/mentoring to encourage the more experienced employees to teach the
less experienced
40. Conduct classroom or instructor-led training to teach employees about potential resolutions to
problems they might come across
41. Utilize E-learning programs to show alternate ways of accomplishing on job tasks in a rapid and
more effective manner
42. Analyze progress of trainees through surveys and discussion in order to distinguish training
effectiveness
43. Consult with managers and human resources to evaluate growth of trainees
44. Conduct pre- and post- program testing to determine whether or not your employees acquired new
knowledge or skills
45. Analyze feedback on training from employees by using tests or surveys to gauge how well training
equipped them for the job
46. Utilize data to measure trained employees return on investment for the establishment
47. Evaluate training programs for compliance with government criteria
48. Research innovative developments in training by reading relevant journals to maximize training
effectiveness
49. Attend applicable T&D courses and conferences to gain further knowledge of field
50. Maintain profound understanding of training trends, developments and practices in order maintain
training success
51. Research new technologies and E-learning programs to improve training techniques
52. Link with external training providers and educational institutions to identify appropriate external
training solutions
53. Maintain personal fitness in order to withstand physical demands of job
10
THIS PAGE INTENTIONALLY LEFT BLANK TO MAINTAIN LANDSCAPE LAYOUT OF ABOVE SURVEY
11
JOB ANALYSIS
KSAO LIST
Knowledge:
Skills:
The Training and Development Manager must have the skills to:
1. Manage Databases
2. Communicate orally
3. Type fluently
4. Manage financial resources
5. Manage time effectively
6. Instruct others
7. Objectively analyze problems to find logical solutions
8. Actively learn
9. Monitor others
10.Make important decisions
11.Negotiate with others
12.Communicate effectively through writing
13.Manage training and work materials
14.Think strategically
Abilities:
Other:
1. Empathy
2. Personal commitment
3. Rationality
4. Understanding and acceptance of various cultural norms
5. Self-confidence
6. Determination
7. Resilience
8. Emotion regulation
9. Objectivity
10.Reasonable nature
13
JOB ANALYSIS
TASK BY KSAO CROSS REFERENCE
Task K S A O
1.Recruit proficient professional, leadership, or organizational 1,7,9 2,10 2 9
development instructors to conduct conferences for employees.
2.Adjust team members based on new data of training needs to 1,2,3 7,10 9,12 9
maintain group efficiency
3.Create department measures that support accomplishment of 8,12 7, 3
companys strategic goals. 14
4.Maintain reports that are required to carry out functions of the 2,14 1,13 2,7
unit.
7.Arrange for ongoing training and development classes for 5,11 7 2,4,10 2
employees to keep them up to date with job.
8.Review and carry out performance appraisals for T&D specialists 10,14 1,13 5,7
14
Task K S A O
15.Converse with management in order to advance understanding 2,12 2,11 8 3
of companies objectives 14
16.Interview employees with information about each of their 1,6 2,5 8 1
responsibilities and time spent on each time for at least one full
week.
17.Arrange focus groups with employees to measure what 1,6 2,6 9,12 1
knowledge they have and what they might be lacking.
18.Complete desk audits where manager observes employees 1 2,8, 8
doing their job at different times of the day and track what time 9
they are doing the task and the duration.
37.Explain job description to trainers and answer inquiries that 3,5,8 2 7,8 1
new employees might have.
38.Utilize company forums so trainees can post questions 5,17 7,12 7,9 10
concerning their jobs and experts within the company can answer
them
39.Implement informal coaching/mentoring to encourage the 5,6,8 14 9
more experienced employees to teach the less experienced.
40.Conduct classroom or instructor-led training to teach 5 2,7 1
employees about potential resolutions to problems they might
come across.
41.Utilize E-learning programs to show alternate ways of 5,10,17 8 26
accomplishing on job tasks in a rapid and more effective manner.
16
Task K S A O
42.Analyze progress of trainees through surveys and discussion in 1,14 2,7, 2,10
order to distinguish training effectiveness 12
43.Consult with managers and human resources to evaluate 1,2 7,9 5
growth of trainees.
44.Conduct pre- and post- program testing to determine whether 18 12,13 7
or not your employees acquired new knowledge or skills.
45.Analyze feedback on training from employees by using tests or 1,14 7,13 5,9
surveys to gauge how well training equipped them for the job. 18
46.Utilize data to measure trained employees return on 4,17 1 5
investment for the establishment.
47.Evaluate training programs for compliance with government 10,16 7 9
criteria.
48.Research innovative developments in training by reading 11,19 7,8 5 2
relevant journals to maximize training effectiveness.
49.Attend applicable T&D courses and conferences to gain further 5,10 8 5,8 2
knowledge of field.
50.Maintain profound understanding of training trends, 11,12 8 28 2
developments and practices in order maintain training success.
51.Research new technologies and E-learning programs to 9,19 5,8 5,6 2
improve training techniques.
52.Link with external training providers and educational 1,9 2,8 8 2
institutions to identify appropriate external training solutions. 11
17
JOB ANALYSIS
CORE COMPETENCIES
Managing Diversity
Manages people from various cultural backgrounds and lifestyles towards a
common organizational goal.
Empowering Others
Catalyzes action by inspiring subordinates to take initiative, work together
and trust their own capabilities when given the appropriate resources and
creative liberty.
18
Structured Interview:
Training & Development Manager
Eric Foltrauer, Jevon Clarke, Andrea Cardona, Peter Di Cecco
19
STRUCTURED INTERVIEW
INSTRUCTIONS
20
STRUCTURED INTERVIEW
WORKSHEET
1.Tell me about a challenge you have faced at work and how you dealt with it.
1a. What made this conflict more difficult than others to deal with?
1b. Have you dealt with any other conflicts?
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Expectations Exceeds Expectations
K1, K6, S7, 1. Challenge or conflict faced was 1. Describes a conflict or challenge that 1. Applicant explains conflicts they
S10, A4, A9, poorly handled was adequately handled had in past
A1, A3, A8, 2. Challenge or conflict wasnt a serious 2. Explains a conflict that could occur 2. Provides effective solutions to
A10 problem and how they would handle it these problems and the outcomes
3. Answer given wasnt related to work 3. Conflict described was work related of these solutions
and relatively difficult 3. Experience dealing with multiple
conflicts
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Expectations Exceeds Expectations
K2, K8, K12, 1. Answers are unrealistic 1. Gives plan to assess company needs 1. Gives past examples of how they
K13, S7, 2. Has no plan to assess needs 2. Takes appropriate steps in assessment completed job needs analysis and
S10, S14 planning how effective it was
2. Suggests ways of giving a better
needs analysis
3. Demonstrates knowledge of other
types of analysis
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Expectations Exceeds Expectations
K1, K6, K8, 1. Does not know 1. Create a budget for staff 1. Proven history of having
S2, S6, S12, 2. Suggests activities that are ineffective development developed training and
S13, A2, A3, 2. Encourage conference journal development staff successfully
A7, A8, A12 reading, article authorship 2. Model behavior themselves
I.e. I.e. I.e.
1. tell them to go to conferences with no 1. Tells employees how doing research 1. Author of journal articles,
support. could make them more successful at active participant in T&D
2. Fire people who do not read journal their jobs professional activities
articles
4.Tell me about your experience managing counterproductive employees?
4a. If this employee remained with the company, how were you able to keep them productive?
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Expectations Exceeds Expectations
K1, K6, S9, 1. No experience managing 1. Gives examples of counterproductive 1. Explains experience of turning a
S10, A8, A9, counterproductive employees behaviors and how they would fix counterproductive employee into a
O1, O3, O8, 2. Refuses to deal with them/ uses them highly productive one
O9, O10 inappropriate method to deal with them 2. Has dealt with counterproductive 2. Takes initiative to prevent
3. Didnt attempt to correct the situation employees in past counterproductive work behaviors
3. Has dealt with many different
types of counterproductive work
behaviors
I.e. I.e. 1. Creates an open social
1. Threatened, yelled at, or fired 1. Suggest worker should undergo environment
employees without just cause. counseling/additional training 2. Encourages organizational
2. Ignored the situation and let it continue citizenship behaviors.
to go on 3. Has dealt with more than one type
of CWB such as frequent lateness,
lying, stealing, lack of productivity
and disrespecting co-workers
5.Everyday there is new technology implemented. How would you go about keeping yourself and the company updated?
5a. What resources do you use to keep yourself up to date with training and development techniques?
5b. Have you ever produced research related to T&D?
5c. Have you ever produced E learnings or specific training techniques?
5d. What results did they yield when applied at your previous company?
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Expectations Exceeds Expectations
K5, K11, S8, 1. Doesnt keep up with important 1. Has knowledge of current 1. Produces T&D research
S14, A5, A6, technology trends in T&D field 2. Produced E learnings or new training
O2 2. Technology irrelevant to T&D field 2. Uses different methods to techniques
keep up with new training 3. Sites specific references of research and
trends specific e learnings and or conferences.
4. Mentions how they would apply this
knowledge to benefit this company
specifically
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Expectations Exceeds Expectations
K2, K5, K8, 1. Creates an environment that would 1. Creates pro-social and friendly 1. Applicant gives past experience of
S7, S9, S14, decrease productivity atmosphere environment they created and
A4, A7, O4 2. Not sure what type of environment 2. Creates set protocol of what is productivity of that environment.
they would create acceptable and unacceptable 2. Display knowledge of teamwork
3. Thinks teamwork is insignificant 3. Remains actively involved with models
employees and expresses importance 3. Stresses the importance of team
of teamwork building
26
7. Tell me about your management style
7a. How does it fit with our company?
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Expectations Exceeds Expectations
K1, K5, K8, 1. Cannot articulate management style 1. Management style is compatible with 1. Applicant gives evidence of
S2, S6, S10, 2. Management style is incompatible with organizational culture management prowess by offering a
S14, A3, A7, organizational culture 2. Management style promotes brief story of how applicant
A8, A12 3. Has no experience managing environment that increases demonstrated the traits described.
employees productivity 2. Takes time to understand the
4. Management style has negative impact 3. Considers employees opinions various personalities on team and
on employees use the right style to ensure
employees potential is tapped as
well as mentoring them to have a
successful career
I.e. I.e. I.e.
1. Fails to act on impediments 1. Gives clear directions, is ready and 1. Applicant shows
2. Manages through fear and punishment. available to jump in to offer guidance, employees/subordinates that they
3. Does not listen to employees/ consider expertise, and help when needed. value them, shows employees they
employees opinions 2. Goes out of way to assist team. care when things become difficult,
3. Plenty of informal check-ins, both on and invests time bettering himself
the work theyre doing and on their along with his workers
general job satisfaction and mental
well-being
4. Pragmatic management style
27
8.Because every employee may have a preferred method of learning, how would you organize your training programs in order to
effectively train each employee?
8a.What types of presentations/training methods have you created?
8b.What training models do you have knowledge of?
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Standards Exceeds Expectations
K5, K6, S6, 1. No variety in training method 1.Knowledge of various training 1. Past experience creating/using
S8, S13, S14, 2. Refusal to change training method methods various training methods
A2, A9, O1 3. Limited knowledge of training 2. Creates surveys to see preferred 2. Actively researches new training
strategies training method of employee methods
3. Has knowledge of different
training models
I.e. I.e. I.e.
1. I always do it this way 1. Classroom training, interactive 1. System model, Transitional model
2. Applicant only knows one training training, hands on training, computer and instructional system
method training development model
2. Use of power points, handouts, 2. Shows examples of power points
instructional videos, Q & A sessions or other training methods he/she
used at previous employer
9.We have recently hired new training and development specialists; how would you go about orienting them to the organization?
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Standards Exceeds Expectations
K1, K2, K5, 1. Has no experience orienting employees 1. Gives systematic approach on how to 1. Applicant has plethora of
K8, K12, S2, to an organization orient employees experience orientating new
S6, S12, S13, 2. Gives no reasonable suggestion on 2. Applicant suggests welcoming plan employees
S14, A2, A7, how to orient an employee and itinerary 2. Suggests plan that reduces startup
O4 3. Applicant suggests providing tours and costs
mentoring 3. Applicant describes orientation
experience that demonstrated
organizational support to new
employees therefore decreasing
rate of turnover
4. Applicant describes realistic job
expectations for new employees
I.e. I.e. I.e.
1. Suggests that he would put them right 1. Applicant suggests creation of 1. Applicant prepares information to
to work brochures and list of itinerary to be give to new hires about the
disseminated to new employees company, what they will be doing
and how it helps the organization
2. Shows employees around as well
as creates networking activities so
new hires can become better
acquainted with co-workers
10.You recently implemented a new training program and an employee informs you that it is not very effective and you need to
change it. How would you proceed in this situation?
10b.Have you ever dealt with a situation like this in the past?
10c. What was the outcome?
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Standards Exceeds Expectations
K5, K19, S7, 1. Disregards employee 1.Performs training analysis in order to 1. Applicant has experience
S10, S14, 2. Does not perform training analysis determine effectiveness of training and rate implementing different training
A4, A9 3. Repeats the same training procedure of turnover programs due to problematic
2.Conduct survey in order to determine issues and describes different
how employees perceive training approaches he has taken in the
3.Discuss training with employees who past
have already gone through it 2. Implements feedback from
employees to strengthen future
training programs
3. Applicant has successfully fixed
issues within program
I.e. I.e. I.e.
1. Does not try help employee(s) 1. Applicant asks employees questions 1. Applicant took the opinions of
2. Refuses to make changes to the such as how well did this training others into account to cultivate a
program despite employee comments prepare you for your job and do you new and improved training
believe anything should be done program
differently with this training
11.You received your budget report and realized that your funding was significantly lowered this quarter. How would you implement
original training with a lowered budget?
11a. What past experience have you had doing this?
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Expectations Exceeds Expectations
K2, K4, K12, 1. Candidate has no ideas 1. Describes a backup plan for running all 1. Has workable back up plan and
S1, S4, S7, 2. Ideas arent workable training programs on a reduced budget experience with having to do this
S10, A5, A9, 3. Cant answer the question 2. Plan is realistic 2. Creative ideas for how to run
O3 4. Answers are unrealistic training with a reduced budget
5. Cancels training
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Expectations Exceeds Expectations
K2, K8, S14, 1. Showed no experiential knowledge 1. Has knowledge of typical problems 1. Candidate was previously a T&D
A1, A4, A9 about what T&D specialists do faced by T&D Specialists and provides manager or Specialist
2. Believes that the specialists should some solutions of how to fix them 2. Applicant demonstrates creative
deal with the problems themselves thinking when problem solving
I.e. I.e. I.e.
1. Unaware of the process T&D 1. Equipment failures, participants 1. Applicant describes how he would
managers go through, and therefore attending training with relatively little always give trainees background
doesnt know what type of problems knowledge, having different info on training so they know why
could arise such as budgeting expectations and goals from different they are being trained, since
problems, or ineffective training managers, budget problems sometimes employees do not know
2. Having a backup plan in case why they have to be trained
technology fails such as an oral 2. Uses past experiences to solve
presentation problems in the most efficient way
possible
13.What computer programs are you familiar with and what have you used them for?
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Expectations Exceeds Expectations
K14, K19, 1. Applicant has no experience with 1. Applicant is comfortable using 1. Applicant has used relevant
S1, S13, A5 computer programs relevant programs programs for presentations and
2. Applicant describes programs not 2. Applicant names multiple programs orientation
related to job they have experience with 2. Applicant suggests new, more
3. Applicant has experience with highly efficient programs than the ones
outdated versions of program currently used in the organization
Score: 1. 2. 3.
KSAO Link Unacceptable Meets Expectations Exceeds Expectations
K1, K8, K12, 1. Cannot name any characteristics 1. Names at least five characteristics 1. Applicant has experience with
S10, S14, 2. Names counterproductive they look for in a potential employee hiring
A2, A12 characteristics and explains why 2. Applicant describes how they
3. Cannot explain why they prefer the identified certain characteristics
characteristics named in employees they hired.
Key:
Date: ________________________________________
Performance Appraisal:
Training & Development Manager
Eric Foltrauer, Jevon Clarke, Andrea Cardona, Peter Di Cecco
PERFORMANCE APPRAISAL
INSTRUCTIONS & EVALUATIVE STANDARDS
Rating Definitions
Exceptional (E) Achieves results that consistently exceed most or all objectives notable, visible,
and excellent contributions are widely recognized in organization.
Demonstrates outstanding initiative and creativity, and produces high-impact
results and demonstrates desirable behavior
Successful (S) Consistently meets and sometimes exceed all objectives and expectations.
Produces or exceeds expected results while demonstrating expected behaviors.
Solid contributions are recognized in the organization.
Learning (L) Is making progress and continues to learn key aspects of the job. Performance
meets many, but is inconsistent in meeting all performance objectives and
behavioral expectations. Improvement and/or growth needed.
Unsatisfactory May have met some performance objectives but overall failed do not meet
(U) performance and behavioral expectations. Immediate action is required to
improve performance and/or behavior.
PERFORMANCE APPRAISAL
WORKSHEETS
Communication: Expresses ideas and information in writing and verbally, in a manner that is complete, clear, concise, organized and
appropriate to the audience. Conveys information to supervisors, peers and customers in a timely, clear and concise manner. Listens to
others, and is open-minded to and evaluates suggestions from others.
1 2 3 4
Unsatisfactory Learning Successful Exceptional
4. Written communication 1. Uses listening, writing and speaking 1. Tries to understand before 1. Shows excellence in
includes excessive errors skills that is acceptable but not offering feedback to other ability to understand
or unprofessional optimal employees others
language 2. Demonstrates appropriate behaviors 2. Shares appropriate information 2. Encourages input from
5. Formulates in nonverbal communication but in a timely, responsible and clear employees in order to
plans/responses before needs improvement in listening manner improve plans and
hearing other without interpretation 3. Asks the correct questions at the presentations
information or 3. Accepts others input, but does not correct time 3. Maintains and enhances
understanding others always incorporate it into plans and 4. Is open to input from others and self-esteem of
point of view presentations incorporates it into plans and subordinates
6. Does not accept input presentations
from others
For example:
1. Presentations or reports 3. Presentations present the correct 1. Takes into account employees 1. Can tell by talking with an
include spelling errors or material but are too long and often skills and situation before employee that something
wrong information take too much time to present a jumping to a conclusion is bothering them
2. Adjusts a training point 2. Uses closed yes/no questions 2. Encourages feedback
program without 4. In face to face situations, he/she has when he wants to check the from employees on
incorporating feedback trouble understanding the employee status of something, uses open important matters
from those who went and jumps to conclusions questions when a meaningful 3. All training and
through it response is needed development specialists
3. Subordinates know exactly what are not afraid to speak up
manager means, he has no hidden and feel comfortable
agenda giving their opinions
Appraisers Comments:
Teambuilding: Ability to identify and motivate individual employees to form a team that stays together, works together, and achieves
goals together.
1 2 3 4
Unsatisfactory Learning Successful Exceptional
1. Fails to add sufficient 1. Creates work groups among 1. Creates teams that works 1. Promotes/Manages team
members to a team in order to employees but fails to have together efficiently building activities outside of
complete a task entire group work as a unit 2. The team he/she created work to increase team unity
2. Fails to create team 2. Encourages communication frequently communicates 2. Team formed shares genuine
unity/cohesiveness between team members but problems with each other bond that is not just work
3. Encourages individual effort doesnt always follow through 3. Monitors team related
over teamwork with attempts development and makes 3. Group went above and beyond
changes as necessary their intended task
4. Establishes an open 4. Other teams in organization
knowledge sharing model themselves after the
environment for the team group the manager created
For example:
1. Team is lacking in size for the 1. Work gets done, but all work 1. Team members help each 1. Relationship extends outside of
amount of work that needs to is not equally and consistently other out work and each individual cares
be done distributed 2. Team learns important about each other
2. No one in the department 2. Tells team to help each other information through each 2. Team of training and
works together out but doesnt pay attention other development specialists not
3. Employees value personal to how or if they do it 3. Changes group members as only trains new employees, but
achievement over promoting needed to ensure everyone continually checks on their well
department/team goals works to their strengths being and asks them their
4. Team is comfortable opinions training
working together and going
to each other for help
Appraisers Comments:
Fiscal Management: Keeps department running efficiently within its allotted budget.
1 2 3 4
Unsatisfactory Learning Successful Exceptional
1. Consistently exhibits no 1. Makes plan to stay within 1. Keeps within budget 1. Has high return on
plan to keep within budget but has gone over 2. Adjusts funding for budget investment
budget occasionally appropriately 2. Uses creative methods to
2. Goes over budget 2. Occasionally hands in budget 3. Is able to adjust budget and stay under budget while
consistently reports late maintain effectiveness of retaining training
3. Does not hand in budget 3. Allocates budget correctly, but training problems if problems effectiveness
reports on time has trouble adjusting budget arise or the budget it cut 3. Frequently has money in
4. Does not allocate budget when problems arise budget remaining
efficiently
For example:
1. Overspends on training 1. After setting up a successful 1. Uses budget analysis and other 1. The people he/she trained
plans or other tasks budget plan, the employee has data when considering budget fit well in the job
without consideration for trouble adjusting it if the budget 2. Adjusts budget if needed and still 2. Utilizes Just in Time
the fact that it lowers were cut maintains program effectiveness Training
budget for other essential 3. Maintains effective training
tasks programs while staying
2. Spends too much money under the budget
on food during training
Appraisers Comments:
Program Planning: Ensures that the projects and activities that are needed to deliver desired outcomes are well thought out and are
organized in a way that is coherent and manageable.
1 2 3 4
Unsatisfactory Learning Successful Exceptional
1. Lack of proper training design 6. Occasionally submits program 1. Plans are prepared in a timely 1. Anticipates problems
2. Does not sequence training plans late manner, within budget and well before they occur
objectives correctly 7. Does not always involve all planned 2. Planning is completed
3. No variety in training methods levels of organization when 2. Monitors the progress of the ahead of schedule
4. Orientation programs do not making training programs plan in order to assure it works
adequately describe job tasks 8. Does not go into enough detail 3. Is able to work around problems
5. Does not plan ahead to meet work when making program plans that might arise during program
deadlines planning
For example:
1. Plan does not encompass most 1. Does not speak with a 1. Plans are well detailed, yet 1. Is aware that important
important tasks on job combination of both managers simple enough for all parties to events are coming, and
2. Lets employee train other and employees understand that there is a
employees before showing them 2. Plans state solely what is going 2. Keeps track of the plan, step by possibility the budget
the actual method of training to be done, not how it is going step, each time a part of the plan will be smaller so
3. All training methods are extremely to be done is completed until its completion he/she takes initiative
similar and does not tap into a wide 3. Can change plans due to lack of and plans the program
variety of training techniques budget in accordance with a
4. Does not inform employees about smaller budget to avoid
what is actually expected from job a future problem
Appraisers Comments:
Leadership: Plays to individuals strengths and addressing weaknesses in the most productive and efficient way possible. Has positive
influence over others, inspiring them to become a better person and acts as an example for others. Encourages and draws out effective
work in others, sometimes despite difficulty or hardship, by directing their talents and achieving interpersonal harmony among
subordinates
1 2 3 4
Unsatisfactory Learning Successful Exceptional
1. Inconsistent in motivating 1. Talks about the importance of 1. Recognizes and rewards 1. Creates environment that all of
subordinates having organizational goals but teamwork behaviors and their employees are highly
2. Fails to consistently provide cannot articulate specific ones accomplishments motived to achieve company
recognition and positive 2. Displays positive behaviors in 2. Articulates shared vision of goals
reinforcement for subordinates team-building activities but needs company goals 2. Subordinates display positive
or their work or their teamwork improvement in balancing 3. Consistently applies leadership qualities
3. Sets a poor example as a leader teambuilding with productivity feedback from 3. Subordinates look up to their
4. Shows weakness in 3. Is enthusiastic about team- subordinates to strengthen leading supervisors
understanding importance of building but shows behaviors of leadership skills 4. Gives consistent feedback to
shared vision of training goals preferential treatment to specific 4. Provides consistent subordinates to maintain a
for the future subordinates positive reinforcement to superior quality of work
subordinates 5. Exhibits model behavior that
emphasizes organizational
values
For example:
1. Separates himself from the team 1. Spends enough time implicating 1. Provides ideas regarding 1. Qualities of leader start to
2. Speaks negatively about team-building activities but lacks new training programs that present themselves in his/her
subordinates satisfactory reporting on fit company goals. subordinates
3. Has not communicated goals or improvement 2. If employees do a good job, 2. Subordinates respect their
plans 2. Friendly with employees to the they are rewarded leader, and therefore put forth
point where productivity quality work
decreases 3. Makes public commitments to
3. In and out groups created at organizational goals and
work negatively effect worker objectives
morale
Appraisers Comments:
Problem Solving: Finds solutions to difficult or complex issues in a timely matter. Is able to solve problems in a levelheaded way that
maintains quality of work
1 2 3 4
Unsatisfactory Learning Successful Exceptional
1. Does not adequately 1. Resolves some, but not all problems 1. Resolves conflict in a timely 1. Anticipates problems and
solve or handle problems in a timely manner, or takes too manner plans accordingly
2. Requires constant long a time to resolve a problem 2. Fully competent in in all skills and 2. Develops new and creative
prompting to attend to 2. Shows understanding of problems tools required for solving practices to be applied
problems and their causes but does not have problems within the unit
3. Has multiple unresolved direction in resolving problems 3. Handles difficult or stressful 3. Conducts research or seeks
problems 3. Needs to develop better analytical situations calmly and with tact counsel of experts to gather
4. Does not have the skills and learn to weigh options 4. Thinks creatively to develop information needed in
sufficient knowledge to when finding solutions to problems solutions to problems making actual decisions
immediately resolve 4. Doesnt focus on bigger problems at 5. Can find the cause of problems and
conflicts hand and instead focuss on less create solutions accordingly
important problems.
For example:
1. Separates two employees 1. Has difficulty determining where to 1. Budget was lowered so the 1. Discusses employees
who do not get along start problem solving process employee has to adjust a training preferred learning method
instead of finding the 2. Picks the quickest solution as program. Even though the in order to create training
root of the problem opposed to the most effective one deadline for the report is coming programs in order to
2. Problem has existed for 3. Focuses on a training presentation the employee stayed level headed facilitate needs of the
multiple weeks and for a new project while the training and completed the report on time specialist
reviewee has not shown and development specialists still 2. Adjusts his perspective, reframes 2. Confers with people who
intention to resolve it need help the problem and uses multiple have encountered similar
3. Has to be constantly idea facilitation to gain different problems and inquires
reminded about existing views of problem at hand about how they solved them
problems
Appraisers Comments:
Personnel Management: Supervises and communicates with subordinates in department. Involves organizing, recruiting, hiring,
training, assessing workers as well as conflict resolution.
1 2 3 4
Unsatisfactory Learning Successful Exceptional
1. Dictates to others 1. Delegates work but does not 1. Reviews and carries out 1. Outstanding ability to explain and
rather than often get involved in job performance appraisals teach
involving them in processes 2. Successfully uses conflict 2. Sets an example for subordinates
the decision 2. Has difficulty delegating resolution in following departmental and
making. responsibilities equally 3. Delegates responsibilities university policy and procedures
2. Creates among employees consistent with the KSAOs of 3. Superior ability in all aspects of
conflicting work 3. Develops programs but the respective personnel management
schedules for doesnt always oversee their 4. Available when needed and has
specialists progress an open-door policy for
3. Hires ineffective 4. Has difficulty focusing on all subordinates
training tasks involving management 5. Develops and oversees
specialists programs
4. Rarely checks in 6. Recruits capable employees
on wellbeing of 7. Arranges for ongoing T&D
subordinates classes
For example:
1. Recruited 1. Tells employees to go to staff 1. Doesnt assign tasks 1. Employees need little follow up
employees do meeting to learn more about inconsistent with job after training and hold concepts
poor job job but doesnt go himself 2. Always allows employees to extremely well
conducting 2. Gives more responsibilities to come to them for any problems 2. Follows policies of job in order to
training or leave one employee over another or concerns model behavior to employees
company quickly 3. Does well on the technical 3. Excels in tasks such as making
2. Does not side of management (program documents (technical work) and
integrate ideas of development) but is lacking hiring and training employees
employees on interpersonal side (interpersonal work)
Appraisers Comments:
Commitment to Company Mission, Vision & Values: Maintains pledge to uphold and promote company values and culture.
1 2 3 4
Unsatisfactory Learning Successful Exceptional
1. Incorrectly 1. Occasionally 1. Orients subordinates to 1. Consistently cites mission, vision and
attributes certain demonstrates values company policy and values to the point where other
values to company that correspond with values employees better understand them
2. Directly violates companys vision 2. Aligned with the 2. Takes part in organizational citizenship
company policy 2. Is knowledgeable organizations mission, behavior in order to enhance
3. Implements own about company vision and values organization
policies that conflict values but does not 3. Devotes time and energy to fulfill on-
with company values always align their the-job responsibilities after work
goals with them hours
4. Conveys messages that attract
applicants who are engaged and
committed to organization.
For example:
1. Believes that the 1. Training focuses on 1. Training focuses on 1. Does charity work to enhance view of
company has a teamwork at the companys value of organization
centralized structure expense of learning to commitment to customer 2. Helps advertise for job on a job board
even though it is take initiative and or job fair
decentralized having a drive to 3. Employee continues to make training
2. Believes that the succeed programs at home
company structure is
virtual even though
it is bureaucratic
Appraisers Comments:
Dependability: Being able to be counted on or relied upon.
1 2 3 4
Unsatisfactory Learning Successful Exceptional
1. Often calls in to work 1. Occasionally calls in to 1. Consistently arrives to 1. Always arrives to work on time.
without prior work without prior work on time. 2. Never misses work without
approval, resulting in approval, resulting in 2. Makes sure work area prior approval and appropriate
excessive unscheduled absences. is covered at all times. notification.
unscheduled 2. Occasionally arrives late to 3. Have had no 3. Has had no unscheduled
absences. work. unscheduled absences, absence during the rating
2. Leaves the work area 3. Sometimes does not make except for documented period.
unattended to run sure all work is completed emergencies. 4. Always hands in quality work
personal errands. before leaving for the day. 4. Can always be counted 5. Willingly takes on additional
3. Is frequently late to 4. Occasionally leaves work on to work overtime work
work early when necessary
4. Frequently leaves without complaint
work early. 5. Always completes work
For example:
1. When leaving work 1. Occasionally leaves 1. Stays after work to 1. Even when employee has many
area, he/she does not incomplete training complete a report or other tasks, he/she still takes on
inform anyone programs or reports when program more work
departing work 2. Work quality shows no sign of
diminishing when they have
many things due
Appraisers Comments:
Reports: Generation and formatting of technical documents
1 2 3 4
Unsatisfactory Learning Successful Exceptional
1. Consistently hands in 1. Reports are occasionally 1. Reports are handed in on 1. Report is result focused
reports late handed in late time and result oriented
2. Reports are 2. Reports are completed but 2. Reports are Parsimonious 2. Reports are submitted well
incomplete are lacking detail 3. Reports are well organized before deadline
3. Reports arent well 3. Reports have unnecessary 4. Reports encompass all
organized information needed information
4. Report contains some 5. Reports are accurate and
errors factual
For example:
1. No format to report 1. Reports do not focus on 1. Reports display only 1. Reports focus on the exact
2. Text is not aligned results important information, such points that the reader
2. Reports contain some as an ROI showing metrics wants to see (Results)
spelling errors which are related to
3. Reports take too long to business goals
reach intended points 2. Reports are based on real
figures and numbers
Appraisers Comments:
Analyzation of Department needs: Determines requirements of organization and training and development department
1 2 3 4
Unsatisfactory Learning Successful Exceptional
1. Does not converse with 1. Talks with all levels of 1. Interviews upper management in 1. Forms a needs
all levels of department department but order to assess future goals and assessment committee
to discern what is doesnt always objectives 2. When analysis of
required/needed consider all of their 2. Interview with employees to acquire department needs is
2. Doesnt hire enough ideas knowledge about what they believe completed, generates
training and 2. Has difficulty they need in order to be successful ideas to drastically cut
development specialists assessing needed 3. Identifies major concerns within costs and improve
3. Doesnt assess and materials department efficiency in department
obtain materials needed 4. Considers data sources
for training and
development specialists
to complete their job
For example:
1. Speaks solely with 1. Orders too much or 1. Identifies list of concerns by 1. Consolidates information
management or with too little materials brainstorming a list, then refining into a database which
employees the list to the top 3-5 most can be accessed through
important goals tablet or smartphone.
2. Determines what kinds of This cuts cost of paper,
information would be helpful to printing materials, and
more clearly define job needs and writing utensils and
knows where to get the data. allows for fast access to
information.
Appraisers Comments:
Analyzation of training needs: Determines requirements of training program based on organizational goals and lack of job knowledge
1 2 3 4
Unsatisfactory Learning Successful Exceptional
1. Does not properly 1. Improperly links unrelated 1. Collects artifacts about 1. Determines how to create a
assess the budget for tasks and KSAOs during job the job beforehand training program that is cost-
certain activities analysis 2. Observes on-the-job effective and reliable
2. Does not properly 2. Distributes task survey performance 2. Defines primary learning
perform job analysis during job analysis but does 3. Develops functional objectives
3. Does not consult with not include frequency domain of job tasks
subject matter measure 4. Determines budget
experts necessary for training
For example:
1. Manager only caters to 1. Considers the money 1. Uses individual 1. Removes redundant courses,
needs of his training involved when creating the interviews, focus groups, updates content, condenses or
and development training but not the amount of surveys, questionnaires consolidates content to produce
specialists and not to time it will take to train the and observation to assess a streamlined training
the employees that employees current department skills experience
they train and then compare it to a
desired level
2. Considers cost, legal
compliance, ROI and
time when making
training options
Appraisers Comments:
Training Evaluation: Measures how effective and useful training was for employees
1 2 3 4
Unsatisfactory Learning Successful Exceptional
1. Inconsiderate of the 1. Does not use a multitude of 1. Collects post program 1. Gives extremely thorough training
ideas of others methods to collect post data and compares it to evaluation
2. Does not measure ROI program data pre program data 2. Follows up with managers and
3. Evaluation is not 2. Doesnt always use employee 2. Analyzes feedback about HR post program in order to
thought through well feedback to improve upon training from employees continually assess the progress of
new training techniques 3. Measures ROI employees
4. Evaluates overall growth
of employee
5. Uses employee feedback
to adjust future training
For example:
1. Employee judges 1. Only uses questionnaires 1. Uses follow up 1. Followed steps of well known
program effectiveness questionnaires, program training evaluation plans such as
without considering assignments, action Kirkpatricks 4 level training
what they knew before plans, performance model (Reaction, Learning,
the training contracts or performance Behavior, Results) to ensure
2. Does not utilize monitoring thorough results
feedback from trained 2. Compares net benefits
employees with program costs
3. Judges how effective
training was for
employees
Appraisers Comments:
PERFORMANCE APPRAISAL
DEVELOPMENT PLAN & SCORING PAGE
Employee Development Plan
Targeted area for performance Specific activity or activities to Completion date or timeframe
improvement, contribution, or attain target
enhancement
Based on employees performance, identify and summarize the most significant results and explain how they
influenced your overall rating of the employee
Employee Comments:
Key
13-23: Doesnt meet job requirements
24-34: Approaches job requirements
35-45: Meets jobs requirements
46-52: Exceeds job requirements
HR Signature: Date:
Employee Attitude Survey:
Training & Development Manager
Eric Foltrauer, Jevon Clarke, Andrea Cardona, Peter Di Cecco
EMPLOYEE ATTITUDE SURVEY
Instructions: This is a job attitude survey to collect data on aspects of your profession
and the organization at which youre employed. Your honest participation is vital in the
effort to help improve the job and its role in the company. Your responses to this
survey will remain anonymous; as such they cannot be used to assess your job
performance. Consider each survey statement in the context of your job at this
organization and indicate as truthfully as possible the degree to which you agree,
disagree, or neither, by marking the corresponding box most consistent with your
opinion.
Strongly Strongly
Career Growth Disagree
Disagree Neutral Agree
Agree
1. A valuable leadership development program is
[ ] [ ] [ ] [ ] [ ]
offered.
2. There is regular opportunity for advancement. [ ] [ ] [ ] [ ] [ ]
3. I expect to be given greater responsibility in due
[ ] [ ] [ ] [ ] [ ]
time.
4. Employees are regularly promoted. [ ] [ ] [ ] [ ] [ ]
Creativity
5. I am rewarded for thinking outside of the box. [ ] [ ] [ ] [ ] [ ]
6. I am allowed to personalize my work space. [ ] [ ] [ ] [ ] [ ]
7. I am encouraged to offer productive ideas. [ ] [ ] [ ] [ ] [ ]
8. I am limited in implementing new methods. [ ] [ ] [ ] [ ] [ ]
Compensation & Benefits
9. Compared with others in my position, Im paid
[ ] [ ] [ ] [ ] [ ]
fairly.
10. I am regularly considered for a raise in pay. [ ] [ ] [ ] [ ] [ ]
11. I have the opportunity to take equity in the
[ ] [ ] [ ] [ ] [ ]
organization.
12. Compared with others in my position, I am
offered valuable benefits such as medical [ ] [ ] [ ] [ ] [ ]
coverage.
Commitment to Organization
13. I am proud to be part of the organization. [ ] [ ] [ ] [ ] [ ]
14. I would leave my job if a better opportunity for
[ ] [ ] [ ] [ ] [ ]
me arose.
15. I would recommend others to work at the
[ ] [ ] [ ] [ ] [ ]
organization.
16. I believe in the mission of the organization. [ ] [ ] [ ] [ ] [ ]
Performance Appraisal & Expectations
17. The performance appraisal conducted upon me [ ] [ ] [ ] [ ] [ ]
was clear, administered fairly, and accurately
represented my work.
18. I have clear measures for each of my objectives. [ ] [ ] [ ] [ ] [ ]
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DEMOGRAPHIC DATA
1. How long have you worked at 0-3 4-7 8-11 12-15 >15
this organization? Year(s) Years Years Years Years
Other:
2. Gender Man Woman
__________
3. Age Range 18-24 25-34 35-44 45-54 55+
Native
American
Black or Hawaiian
Indian or
4. Race Asian African or Other White
Alaska
American Pacific
Native
Islander
National Center for O*NET Development. Summary Report for Training and
Development Managers. (n.d.). O*NET OnLine. Retrieved Sept. 20,
2016, from http://www.onetonline.org/link/summary/11-3131.00