Performance Review
Aug. 22nd, 2006 09:58 am![[personal profile]](https://www.dreamwidth.org/img/silk/identity/user.png){kind=small}
cryowizardРазделено на две секции: положительную и отрицательную.
На большинство вопросов ответы в диапазоне от "вааще нихуа в натуре" до "блянах крутизна немыслимая"
1. Demonstrates deep and broad business acumen
Demonstrates deep/broad financial management and functional skills.
Demonstrates a business perspective that is much broader than one function or unit.
Cuts to the heart of complex business and financial issues.
2. Creates competitive and innovative business plans
Creates competitive, innovative business plans that drive short and long term growth.
Challenges the status quo to grow the business.
Focuses on growth opportunities and capital efficient investments.
Reinvents the business.
3. Builds customer/client-driven environment
Ensures the customer/client perspective is at the forefront of all business decisions and initiatives.
Invests time in customer/client-facing activities to understand their needs.
Models and reinforces Bank Spirit.
4. Institutionalizes error free quality processes
Champions and leverages Six Sigma tools to drive revenue, reduce costs, and add value.
Holds all associates accountable for continuously improving processes.
5. Excels at risk/reward trade-off
Thoroughly analyzes opportunities/issues and then takes appropriate risks.
Takes action to mitigate and minimize liabilities, while ensuring maximum returns.
6. Aligns enterprise capabilities
Transcends silos to achieve greater enterprise results.
Drives collaboration among individuals and groups.
Leverages teams to drive performance.
7. Recruits and grows great talent
Act as a champion for diversity, creating an environment that values diverse backgrounds and perspectives.
Is superb at selecting top talent.
Moves quickly to address mediocre/poor performers.
Willingly takes risks on high potentials/high performers to stretch and develop them.
8. Inspires commitment and followership
Paints a compelling picture of the future and connects it to individual associates.
Creates positive energy in the face of challenges.
Inspires others to follow his/her lead.
9. Communicates crisply and candidly
Balances talking and listening to foster candid dialogue.
Crisply gets his/her point across.
Commands attention across multiple audiences.
10. Instills management focus and discipline
Implements practices and processes that drive accountability.
Translates strategies into specific goals, tactics, action plans and deliverables.
Keeps people focused.
11. Builds partnerships to achieve swift adoption
Builds broad-based business relationships across the organization.
Skillfully influences peers and colleagues to promote and sell ideas.
Surfaces and resolves conflict with minimal noise.
12. Demonstrates sound judgment and acts with speed
Balances data, logic, and intuition in decision making.
Deals effectively with concrete, tangible issues as well as abstract, conceptual matters.
Makes timely decisions.
Generates pragmatic, sensible and simple solutions to complex problems.
Moves quickly to eliminate roadblocks.
13. Constantly raises the bar
Sets "stretch" performance standards for self and others.
Creates the optimal tension for peak performance.
Demonstrates low tolerance for mediocrity.
Fosters high levels of performance through candid performance feedback.
14. Displays personal courage
Takes a stand on controversial and unpopular issues.
Makes tough business and people decisions.
15. Continuously learns and adapts
Is insightful about personal mistakes and failures learns from them and moves on.
Is a voracious learner.
16. Live our values
Lives our company's values.
Puts the interest of the Bank ahead of his/her own agenda.
17. Fails to deliver results
Fails to hold self and others accountable for results.
Overpromises and underdelivers.
18. Betrays trust
Says one thing and does another.
Makes excuses or blames others.
Shades, manages, or withholds information to promote his/her personal or functional agenda.
19. Resists change
Has trouble with and adapting to new plans, programs, or priorities.
20. Is exclusive vs. inclusive
Fails to understand and take into account others' perspectives.
Devalues the opinions and suggestions of others.
Fails to engage others with different perspectives or skills than him/herself.
21. Fails to take a stand
Is indecisive.
Stays on the fence on tough issues; won't weigh in until boss weighs in.
22. Over leads and under manages
Lets details fall through the cracks.
Fails to get involved with the day to day workings of the business unit.
23. What should this associate stop doing?
24. What should this associate start doing?
25. What should this associate continue doing?
26. Rate this person's overall business performance.
27. Overall how effective is this person as a leader?
28. Compared to any other leader I have known in the past, internal or external, I would rate this person in which category: (low 50%, ..., top 5%, top 2%).
UPD: поясняю. Это не моё review, a вопросы, на которые надо отвечать, когда кто-то чьё-то review делает. Я вот четырёх человек отревьюрил, и хорошо...
На большинство вопросов ответы в диапазоне от "вааще нихуа в натуре" до "блянах крутизна немыслимая"
1. Demonstrates deep and broad business acumen
Demonstrates deep/broad financial management and functional skills.
Demonstrates a business perspective that is much broader than one function or unit.
Cuts to the heart of complex business and financial issues.
2. Creates competitive and innovative business plans
Creates competitive, innovative business plans that drive short and long term growth.
Challenges the status quo to grow the business.
Focuses on growth opportunities and capital efficient investments.
Reinvents the business.
3. Builds customer/client-driven environment
Ensures the customer/client perspective is at the forefront of all business decisions and initiatives.
Invests time in customer/client-facing activities to understand their needs.
Models and reinforces Bank Spirit.
4. Institutionalizes error free quality processes
Champions and leverages Six Sigma tools to drive revenue, reduce costs, and add value.
Holds all associates accountable for continuously improving processes.
5. Excels at risk/reward trade-off
Thoroughly analyzes opportunities/issues and then takes appropriate risks.
Takes action to mitigate and minimize liabilities, while ensuring maximum returns.
6. Aligns enterprise capabilities
Transcends silos to achieve greater enterprise results.
Drives collaboration among individuals and groups.
Leverages teams to drive performance.
7. Recruits and grows great talent
Act as a champion for diversity, creating an environment that values diverse backgrounds and perspectives.
Is superb at selecting top talent.
Moves quickly to address mediocre/poor performers.
Willingly takes risks on high potentials/high performers to stretch and develop them.
8. Inspires commitment and followership
Paints a compelling picture of the future and connects it to individual associates.
Creates positive energy in the face of challenges.
Inspires others to follow his/her lead.
9. Communicates crisply and candidly
Balances talking and listening to foster candid dialogue.
Crisply gets his/her point across.
Commands attention across multiple audiences.
10. Instills management focus and discipline
Implements practices and processes that drive accountability.
Translates strategies into specific goals, tactics, action plans and deliverables.
Keeps people focused.
11. Builds partnerships to achieve swift adoption
Builds broad-based business relationships across the organization.
Skillfully influences peers and colleagues to promote and sell ideas.
Surfaces and resolves conflict with minimal noise.
12. Demonstrates sound judgment and acts with speed
Balances data, logic, and intuition in decision making.
Deals effectively with concrete, tangible issues as well as abstract, conceptual matters.
Makes timely decisions.
Generates pragmatic, sensible and simple solutions to complex problems.
Moves quickly to eliminate roadblocks.
13. Constantly raises the bar
Sets "stretch" performance standards for self and others.
Creates the optimal tension for peak performance.
Demonstrates low tolerance for mediocrity.
Fosters high levels of performance through candid performance feedback.
14. Displays personal courage
Takes a stand on controversial and unpopular issues.
Makes tough business and people decisions.
15. Continuously learns and adapts
Is insightful about personal mistakes and failures learns from them and moves on.
Is a voracious learner.
16. Live our values
Lives our company's values.
Puts the interest of the Bank ahead of his/her own agenda.
17. Fails to deliver results
Fails to hold self and others accountable for results.
Overpromises and underdelivers.
18. Betrays trust
Says one thing and does another.
Makes excuses or blames others.
Shades, manages, or withholds information to promote his/her personal or functional agenda.
19. Resists change
Has trouble with and adapting to new plans, programs, or priorities.
20. Is exclusive vs. inclusive
Fails to understand and take into account others' perspectives.
Devalues the opinions and suggestions of others.
Fails to engage others with different perspectives or skills than him/herself.
21. Fails to take a stand
Is indecisive.
Stays on the fence on tough issues; won't weigh in until boss weighs in.
22. Over leads and under manages
Lets details fall through the cracks.
Fails to get involved with the day to day workings of the business unit.
23. What should this associate stop doing?
24. What should this associate start doing?
25. What should this associate continue doing?
26. Rate this person's overall business performance.
27. Overall how effective is this person as a leader?
28. Compared to any other leader I have known in the past, internal or external, I would rate this person in which category: (low 50%, ..., top 5%, top 2%).
UPD: поясняю. Это не моё review, a вопросы, на которые надо отвечать, когда кто-то чьё-то review делает. Я вот четырёх человек отревьюрил, и хорошо...
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Date: 2006-08-22 07:29 pm (UTC)LT
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Date: 2006-08-22 07:45 pm (UTC)no subject
Date: 2006-08-23 01:58 am (UTC)