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					Job Description: Area Manager
Division: Department: Reports To: Job Summary Leads team of district managers and sales representatives in selling and merchandising beverage products and developing accounts. Trains and develops district managers and sale representatives to ensure skill acquisition and goal achievement. Establishes volume and/or distribution goals for district managers and sets daily standards for the sales force. Tracks and analyzes data to monitor team progress and to aid goal-setting, profit calculation, and understanding of marketplace activity. Sales Sales Sales Manager Salary Grade: FLSA Status: Approved Date: E Exempt

Essential Functions
Essential functions include, but are not limited to, the following: Supervisory Duties * Establishes volume and/or distribution goals for district managers and sets daily standards for sales force * Administers and evaluates training and development programs for district managers, sales representatives, and sales representatives in training * Prepares for and conducts team meetings and general sales meetings to determine direction and needs and to ensure proper structure of sales force * Carries out supervisory responsibilities in accordance with the company's policies and applicable laws, including interviewing, hiring, and training employees; planning, assigning, and directing work; appraising performance; rewarding and disciplining employees; addressing complaints, and resolving problems Field Management Duties * Works with sales managers to create programs to drive volume and/or distribution goals * Coordinates allocation and execution of POS * Ensures execution for special events and supplier surveys * Builds and maintains relationships with accounts * Ensures store conditions meet requirements based on the department's Standards of Performance Administrative Duties * Collects and analyzes tracking data on weekly sales numbers, volume, incentives, etc.; evaluates success against established goals, in accordance with Monarch policy * Coordinates suppliers with sales representatives to work in the market * Generates reports and computes monthly incentive programs

Minimum Qualifications
*High School Diploma/GED * At least 21 years of age * 1–2 years of sales experience, at least one of them with Monarch Beverage, with exposure to seasonal fluctuations in beverage industry and mastery of internal systems, procedures, and tools * 1 year of distribution management experience in beverage industry, with exposure to a high-profile territory * Ability to calculate figures and amounts such as discounts, commissions proportions, percentages and volume * Ability to read, write, speak, and comprehend English language

Performance Evaluation

Area Manager 8/14/2008

Preferred Qualifications
* Bachelor's degree from a four-year college or university * 2–3 years of distribution management experience in beverage industry, with exposure to a high-profile territory * Microsoft Office skills (intermediate skills in Word, Excel, PowerPoint, and Outlook, plus basic skills in Publisher) * Ability to operate additional computer programs and software, including Margin Minder and VIP * Completion of Monarch Beverage’s leadership development course * Basic understanding of financial management concepts/terminology (e.g., margins, mark-ups, profit, gross, net) * Ability to write reports and business correspondence * Ability to effectively present information and respond to questions from groups of managers, clients, customers, and the general public * Ability to solve practical problems and deal with a variety of concrete variables in situations where only limited standardization exists * Ability to interpret a variety of instructions furnished in written, oral, diagram, or schedule form

Supplementary Information
Tools/Equipment * Computer * Palm Pilot * Cell phone * Hand tools * Staple gun Certificates/Licenses * Valid driver's license * Sales permit * Employee permit Physical Demands While performing duties of this job, the employee is occasionally required to lift and/or move an average of 50 lbs. and up to 160 lbs, with or without a dolly. The employee is regularly required to drive to account locations and stand, walk, reach, climb, bend, twist, squat, crouch, and grasp with hands/fingers. Working Conditions While performing the duties of this job, the employee is occasionally required to work in diverse establishments where alcohol is sold/consumed and where cigarette smoke may be present. The employee is required to spend time in a vehicle traveling to account locations (varies based on division), in varying weather and traffic conditions. The employee may be required to work flexible hours, including evening, weekends, and/or holidays in order to accommodate customer needs or special events. The noise level in customer environments may range from moderate to loud. The employee may also work in confined spaces and commercial coolers on a regular basis. * Box knife * Pallet jack * Hand truck * Forklift * Company vehicle

Performance Evaluation

Area Manager 8/14/2008

Performance Evaluation: Area Manager
Evaluation Guidelines Performance management is a continual process designed to foster communication between managers and employees. Managers are encouraged to discuss specific accomplishments and areas that require improvement on an ongoing basis. Performance management includes goal setting, coaching and feedback, recognition, performance improvement and discipline, and performance evaluation. One month prior to this review, ask the employee to complete this form to detail how well he or she has met his or her objectives for this review period. Ask the employee to be prepared to discuss his or her achievements, accomplishments, responsibilities, and future goals—and how those goals will affect department objectives as well as corporate objectives.

Definition of Performance Ratings 4 3 2 Exceeds performance expectations Exceeds some performance expectations Meets performance expectations Meets some performance expectations Does not meet performance expectations

      

Goes above and beyond, consistently exceeding expectations High performance behaviors Meets all basic requirements and exceeds some expectations High performance behaviors Meets all basic requirements Average performance behaviors

1 Less than 1

Meets some, but not all, expectations; needs improvement in quality/quantity of work

 Low performance behaviors  Performs significantly below expectations; performance action required  Low performance behaviors
Semi-Annual Bonus Payout Schedule

4 3 2 1 Less than 1

Exceeds performance expectations Exceeds some performance expectations Meets performance expectations Meets some performance expectations Does not meet performance expectations

5.00% of base pay 4.00% of base pay 2.50% of base pay 1.00% of base pay N/A

Employee Name Evaluator

Today’s Date

Date of Hire

Review Date

Performance Evaluation

Area Manager 8/14/2008

Goal Review—March & September
Work with the employee to develop agreed-upon goals the coming half or full year. At the semi-annual evaluation, review the goals, note the results and add other comments, and assign a rating for each. Goals
Company Goal:
Rating Weight Weighted Rating

1

Results/Comments:

0.00
Department Goal:

2

Results/Comments:

0.00
Individual Goal:

3

Results/Comments:

0.00
Individual Goal:

4

Results/Comments:

0.00
Individual Goal:

5

Results/Comments:

Overall Rating

0.00 0.00

Performance Evaluation

Area Manager 8/14/2008

Evaluation Guidelines Performance management is a continual process designed to foster communication between managers and employees. Managers are encouraged to discuss specific accomplishments and areas that require improvement on an ongoing basis. Performance management includes goal setting, coaching and feedback, recognition, performance improvement and discipline, and performance evaluation. One month prior to this review, ask the employee to complete this form to detail how well he or she has met his or her objectives for this review period. Ask the employee to be prepared to discuss his or her achievements, accomplishments, responsibilities, and future goals—and how those goals will affect department objectives as well as corporate objectives.

Definition of Performance Ratings 4 3 2 1 Less than 1 Exceeds performance expectations Exceeds some performance expectations Meets performance expectations Meets some performance expectations Does not meet performance expectations

      

Goes above and beyond, consistently exceeding expectations High performance behaviors Meets all basic requirements and exceeds some expectations High performance behaviors Meets all basic requirements Average performance behaviors Meets some, but not all, expectations; needs improvement in quality/quantity of work

 Low performance behaviors  Performs significantly below expectations; performance action required.  Low performance behaviors
2007 Merit Increase Schedule

4 3 2 1 Less than 1

Exceeds performance expectations Exceeds some performance expectations Meets performance expectations Meets some performance expectations Does not meet performance expectations

7.00% of base pay 5.00% of base pay 3.00% of base pay 1.00% of base pay N/A

Employee Name

Today’s Date

Date of Hire

Evaluator Type of Evaluation:

Review Period
March–September Goal Review

Performance Evaluation

Area Manager 8/14/2008

Competency Review—September
Complete this section based on your direct observations and knowledge of this employee’s performance compared to the target behaviors for each job competency. In the comment sections, use specific examples to support or illustrate your rating. Comments must be given for all competencies. Competency Business Leadership—Planning & Organization Competency Business Leadership—Problem Solving & Decision Making Competency Business Leadership—Learning Competency Business Leadership—Communication Competency Self Leadership Competency Supervision & General Management—Training & Development Competency Interpersonal Leadership Competency Leadership Motivation—Initiative & Achievement Competency Leadership Motivation—Persistence & Resilience Rating Competency Business Leadership—Planning & Organization Business Leadership—Problem Solving & Decision Making Business Leadership—Learning Business Leadership—Communication Self Leadership Supervision & General Management—Training & Development Interpersonal Leadership Leadership Motivation—Initiative & Achievement Leadership Motivation—Persistence & Resilience 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Rating 0.00 Rating 0.00 Rating 0.00 Rating 0.00 Rating 0.00 Rating 0.00 Rating 0.00 Rating 0.00 Rating 0.00 X Weight = Weighted Ratin 0.15 0.11 0.08 0.15 0.08 0.15 0.10 0.10 0.08 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total Rating (sum of weighted ratings)

Performance Evaluation

Area Manager 8/14/2008

Performance Improvement Plan (any areas scoring a 1 or below)
If an employee receives scores of 1 or below in any competency, discuss specific areas for performance improvement and arrive at mutually agreed-upon action plans/goals for the coming performance period. Action Plan/Goal Follow-Up Date

Employee Acknowledgment
By signing this form, you confirm that you have discussed this review in detail with your manager. Signing this form does not necessarily indicate that you agree with this evaluation.

Employee Signature

Date

Manager Signature

Date

Performance Evaluation

Area Manager 8/14/2008

Career Development Goals
Discuss with the employee specific areas for career development and arrive at mutually agreed-upon action plans for the coming performance period. Career Development Goal Action Plan Follow-Up Date

Employee Acknowledgment
By signing this form, you confirm that you have discussed this review in detail with your manager. Signing this form does not necessarily indicate that you agree with this evaluation.

Employee Signature

Date

Manager Signature

Date

Performance Evaluation

Area Manager 8/14/2008

Compensation Summary and Employee Acknowledgment
Employee Name Evaluator Type of Evaluation:
Goal Review

Today’s Date

Date of Hire

Review Period
March–September

Compensation Overview
Current base pay rate Merit increase percentage Merit increase dollar amount New base pay rate Bonus percentage (if applicable) Bonus amount (if applicable)

#N/A #N/A #N/A #N/A #N/A

Employee Acknowledgment
By signing this form, you confirm that you have discussed these changes with your manager.

Employee Signature Manager Signature

Date Date

Performance Evaluation

Area Manager 8/14/2008

Business Leadership—Communication
The degree to which one is able to adequately present information, convey and receive messages, and maintain open exchanges of information through speech and writing. Behavior # Low Performance Behaviors Average Performance Behaviors High Performance Behaviors 0 1 2 3 4 Presents information in an ambiguous Presents information in a reasonably clear Presents information in an or difficult-to-follow manner; and logical manner; adjusts the message to exceptionally clear and engaging way; disregards the level of the audience. the level of the audience. precisely tailors message to the level of the audience. Fails to keep others appropriately Does an adequate job of keeping others Proactively keeps others informed; informed or impedes the exchange of informed; facilitates the exchange of facilitates and models an open and information between individuals or information among individuals or groups. honest exchange of information groups. among individuals or groups. Is able to engage, meaningfully inform, and inspire internal and external audiences at all organizational levels. Fails to communicate with confidence; Communicates effectively; eventually gains Communicates effectively and gives up easily when communicating acceptance and support for his/her ideas. confidently; persists in gaining strong with individuals who disagree with support and commitment from others, his/her position. even when initially met with opposition. Struggles to communicate with certain Communicates effectively to a variety of audiences; restricts communications to audiences, both internally and externally. familiar and comfortable audiences. Comments Score Weight 0.20 Total Score

1

0.00
0.20

2

0.00
0.20

3

0.00
0.40

4

0.00

Business Leadership—Communication

Overall Rating

1.00

0.00

Performance Evaluation

Area Manager 8/14/2008

Supervision & General Management—Training & Development
The degree to which one engages in leadership behaviors to train, develop, and coach employees. Behavior # Low Performance Behaviors 0 1 Neglects the training and development of sales reps (e.g., does not train reps to plan or recognize opportunities); does not coach to individual needs but provides general, minimal efforts; does not refer to the ―Steps To A Sales Call.‖ Does not spend the necessary time with new sales reps in order to prepare them for the role. Average Performance Behaviors 2 Trains and develops sales reps (e.g., trains reps to plan and recognize opportunities); provides coaching on a regular basis; ensures sales reps’ understanding of the ―Steps To A Sales Call.‖ High Performance Behaviors 3 4 Trains and develops sales reps (e.g., trains reps to plan and recognize/seize opportunities) by identifying individual strengths and needs; provides coaching on a frequent basis; ensures sales reps’ understanding and correct execution of the ―Steps To A Sales Call.‖ Spends extensive time with new sales reps in order to develop a strong foundation for the role; ensures that training objectives are learned; proactively identifies and follows up on training needs. Comments Score Weight 0.20 Total Score

1

0.00

2

Spends an adequate amount of time with new sales reps in order to provide basic guidance for the role; makes him/her self available to respond to training needs as they arise.

0.20

0.00

3

Does not provide adequate Provides basic compliance training with compliance training with respect to respect to company and department company or department policies and policies and procedures. procedures. Does not adequately train sales reps on the proper use of tools/equipment; allows sales reps to use tools/equipment in an unsafe or improper manner without consequences. Trains sales reps on the proper use of tools and equipment; corrects unsafe or improper use of tools/equipment when such behavior is encountered.

Provides comprehensive compliance training with respect to company and department policies and procedures and holds employees accountable.

0.30

0.00
0.20

4

5

Neglects to identify and groom high performers; provides no additional opportunities to take on advanced duties and/or roles.

Trains and evaluates sales reps on the proper use of tools and equipment; fosters commitment to the safe and proper use of tools/equipment by modeling the expected behaviors, correcting improper behaviors, and enforcing consequences when necessary. Identifies high performers and provides Identifies and creates a succession them with available opportunities for plan with short and long term goals more advanced duties and/or roles; trains for high performers; seeks out or and develops sales reps that show creates opportunities for more potential for advancement. advanced duties and/or roles; provides development opportunities that will prepare high performers for advancement.

0.00

0.30

0.00

Supervision & General Management—Training & Development

Overall Rating

1.20

0.00
Area Manager 8/14/2008

Performance Evaluation

Business Leadership—Planning & Organization
The degree to which one plans, prioritizes, manages, and organizes tasks, resources, and time in order to align work with overall goals. Behavior # Low Performance Behaviors 0 1 Does a poor job of planning work; for example, articulates objectives poorly, organizes tasks illogically, misjudges resource requirements, or fails to include contingency plans. Does an insufficient job of monitoring work progress and/or quality, with the result that important objectives are not met. Assigns inappropriate priority levels to some tasks or fails to re-shuffle priorities when there is a need to do so. Does not handle details well; either loses track of important details or gets so bogged down in details that he/she loses sight of the broad perspective. Average Performance Behaviors 2 Plans work competently; for example, articulates the most important objectives and tasks, develops a realistic timeline, and secures resources. High Performance Behaviors 3 4 Plans work very effectively; for example, establishes clear objectives, structures all key activities in a logical manner, accurately estimates time and resource requirements, and includes contingency plans. Monitors the most important aspects of Monitors work progress and quality work progress and quality; keeps sight of against targets; remains focused on strategic objectives most of the time and strategic objectives and adjusts plans makes adjustments as needed to facilitate as necessary to ensure that all the work. objectives are met. Uses time efficiently and productively for Uses time very efficiently and the most part; prioritizes tasks and reproductively; prioritizes multiple tasks, shuffles priorities when the need arises. continuously re-assesses priorities, and updates plans as needed. Handles details well; is able to keep track of details and detects small errors without getting bogged down or losing sight of the broad perspective. Handles details expertly; follows a structured process to track details and detect problems; effectively balances detail orientation within a broad perspective. Comments Score Weight 0.40 Total Score

1

0.00

0.15

2

0.00
0.30

3

0.00
0.15

4

0.00

Business Leadership—Planning & Organization

Overall Rating

1.00

0.00

Performance Evaluation

Area Manager 8/14/2008

Business Leadership—Problem Solving & Decision Making
The degree to which one addresses and analyzes problem situations and makes sound decisions based on appropriate consideration of relevant information. Behavior # Low Performance Behaviors 0 1 Recognizes a routine or simple problem once it occurs; fails to consider or accurately identify the underlying causes of a problem. Average Performance Behaviors 2 Anticipates or recognizes a simple or commonly-occurring problem; understands all underlying causes of a straightforward problem or understands some underlying causes of a complex problem. Proposes a solution without carefully Considers several possible solutions; considering possible alternatives; carefully assesses strengths and weaknesses rushes into a choice based on the of one high-quality solution; provides a solution that was most immediately basic evaluation of the available accessible. alternatives. High Performance Behaviors 3 4 Anticipates or recognizes a complex problem; accurately determines underlying causes of a complex problem. Comments Score Weight 0.30 Total Score

1

0.00

2

3

4

Develops several high-quality solutions and assesses the strengths and weaknesses of each alternative; uses sound thought processes and relevant experiences to evaluate available alternatives. Requires considerable time and Makes a good decision in a timely matter, Makes the optimal choice in a timely structure to make a decision. given a structured or straightforward matter, even though the situation was situation. ambiguous or complicated. Uses unconfirmed information to Uses appropriate, objective information to Uses objective information and make a decision; relies heavily on make an informed decision. leverages expertise and one’s instinct or ―gut feelings‖ too understanding of relevant influences frequently without searching for facts and trends to make an informed and upon which to base a decision. insightful decision.

0.20

0.00

0.20

0.00
0.30

0.00

Business Leadership—Problem Solving & Decision Making

Overall Rating

1.00

0.00

Performance Evaluation

Area Manager 8/14/2008

Business Leadership—Learning
The degree to which one engages in self-development, learns and utilizes job-relevant information, and uses tools to manage information or data. Behavior # Low Performance Behaviors Average Performance Behaviors High Performance Behaviors 0 1 2 3 4 Applies little effort to learn something Accepts an opportunity to learn something Takes the initiative to increase own new about the job or industry. new about the job or industry. knowledge about the job and industry. Demonstrates job or industry knowledge that falls short of others' needs or expectations (i.e., does not provide internal and/or external customers adequate information). Demonstrates job or industry knowledge above and beyond others' expectations (i.e., anticipates the needs of internal and/or external customers and provides all of the necessary information). Demonstrates limited understanding Demonstrates a basic understanding of the Demonstrates keen insight and deep of the potential business impact of an potential business impact of an external understanding of the potential external event. event. business impact of an external event. At times, formulates questionable or Formulates appropriate conclusions from Formulates highly accurate and incomplete conclusions from reports reports and analyses. specific conclusions from reports and and analyses. analyses. Performs numerical calculations Performs numerical calculations accurately Performs numerical calculations with slowly or with errors; possesses below- most of the time; possesses adequate exceptional speed and accuracy; average Microsoft Excel skills. Microsoft Excel skills. possesses above-average Microsoft Excel skills. Demonstrates job or industry knowledge consistent with others' expectations (i.e., provides internal and/or external customers with adequate information). Comments Score Weight 0.20 Total Score

1

0.00
0.20

2

0.00

0.20

3 4

0.00
0.20

0.00
0.20

5

0.00

Business Leadership—Learning

Overall Rating

1.00

0.00

Performance Evaluation

Area Manager 8/14/2008

Self Leadership
The degree to which one displays a professional work ethic, can be relied upon to work safely and independently, and generally demonstrates control of behavior. Behavior # Low Performance Behaviors 0 1 Makes choices based on what is personally rewarding, without regard for whether the choice is an ethical one. Acts without objectivity; for example, makes an automatic or emotional choice based on his/her own beliefs. Behaves unprofessionally. Fails to meet commitments on a repetitive basis. Average Performance Behaviors High Performance Behaviors 2 3 4 Chooses the most ethical course of action; Chooses the most ethical course of no personal sacrifice is necessary in order action, even when it may require to do the right thing. personal sacrifice to do so. Acts in accordance with his/her own Acts in accordance with his/her own beliefs, but also expresses respect for other beliefs, but also considers other points points of view. of view objectively and with an open mind. Behavior is reasonably professional. Upholds the highest standards of professional behavior. Meets commitments as long as doing so is Meets commitments even when doing within reason and does not require so demands extraordinary effort. additional effort. Comments Score Weight 0.50 Total Score

1

0.00
0.15

2 3 4

0.00
0.15 0.20

0.00 0.00

Self Leadership

Overall Rating

1.00

0.00

Performance Evaluation

Area Manager 8/14/2008

Interpersonal Leadership
The degree to which one interacts and works well with others in ways that serve interpersonal or situational needs. Behavior # Low Performance Behaviors 0 1 Does not convey ideas with enthusiasm; lacks energy in interactions with others. Struggles to persuade or negotiate; does not know when to concede, compromise, or remain firm. Is unable to gain others' trust and has difficulty building and/or maintaining work relationships. Delays or ignores customer complaints even after they have been escalated, which may jeopardize customer relationships. Average Performance Behaviors 2 Presents his/her ideas with enthusiasm, but does not generate similar excitement among others. Persuades or negotiates with success most of the time, despite being a bit too forceful (or weak). Is moderately effective and successful in gaining others' trust and at building and/or maintaining work relationships. High Performance Behaviors 3 4 Generates excitement for his/her ideas that mobilizes others to achieve the desired results. Persuades or negotiates with tact and ease; knows when to concede, compromise, or remain firm. Is completely effective and successful in gaining others' complete trust and can easily build and/or maintain work relationships. Responds to customer complaints once Is proactive in handling potential they have been escalated and involves customer complaints and takes other departments as necessary in order to ownership over solving problems maintain solid customer relationships. before they are escalated, which results in strong, collaborative customer relationships. Maintains standards for customer service Consistently searches for ways to and understands the importance of improve customer service and places meeting customer needs. the highest priority on meeting customer needs. Comments Score Weight 0.20 Total Score

1 2

0.00
0.20

0.00
0.20

3

0.00
0.20

4

0.00

5

Often fails to meet customer service standards and does not value the importance of meeting customer needs.

0.20

0.00

Interpersonal Leadership

Overall Rating

1.00

0.00

Performance Evaluation

Area Manager 8/14/2008

Leadership Motivation—Initiative & Achievement
The degree to which one displays confidence and motivation and is driven to excel. Behavior # Low Performance Behaviors 0 1 Sets easy goals for him/herself, or only pursues a difficult goal when someone else imposes it upon him/her. Does not display an interest in producing high quality work. Expresses disinterest in seeking opportunities to improve or grow the business. Prefers established ways of doing things; does not attempt to improve work processes. Avoids opportunities to increase the variety and scope of work. Procrastinates when faced with new work. Displays a lack of confidence in his/her abilities. Avoids taking a stand in defense of his/her principles and viewpoint. Average Performance Behaviors 2 Sets fairly challenging goals for him/herself. High Performance Behaviors 3 4 Sets very challenging goals for him/herself. Comments Score Weight 0.20 Total Score

1

0.00
0.10

2 3 4 5 6 7 8

Finds satisfaction in producing high quality work. Occasionally seeks opportunities to improve or grow the business. Occasionally applies original ideas to improve existing work processes.

Demonstrates tremendous satisfaction and pride in producing high quality work. Consistently seeks out opportunities to improve and grow the business.

0.00
0.15

0.00
0.10

Generates original, innovative approaches to improve work processes or performance on tasks and problems. Accepts new challenges at work when it is Seeks out and volunteers for new suggested by someone else. assignments or challenges. Takes on challenges with little hesitation. Enthusiastically tackles new challenges. Maintains a moderate degree of Maintains a high degree of confidence confidence in his/her abilities, even when in his/her abilities, even when facing facing criticism or setbacks. criticism or setbacks. Tries hard to defend his/her principles Confidently and effectively defends and viewpoint when faced with his/her principles and viewpoint opposition. under very difficult circumstances.

0.00
0.10 0.10 0.10

0.00 0.00 0.00

0.15

0.00 Overall Rating 1.00 0.00

Leadership Motivation—Initiative & Achievement

Performance Evaluation

Area Manager 8/14/2008

Leadership Motivation—Persistence & Resilience
The degree to which one remains optimistic and calm and continues to exert effort in the face of challenges or heavy workload. Behavior # Low Performance Behaviors 0 1 Gives up easily when faced with obstacles or setbacks. Average Performance Behaviors High Performance Behaviors 2 3 4 Expends extra effort and does not give up Tenaciously persists and increases when faced with obstacles or setbacks. effort to complete work, despite difficult obstacles or setbacks. Loses focus and drive when working Remains fairly focused and driven when Dedicates tremendous focus and drive on difficult projects or assignments. working on a difficult project or to difficult projects or assignments. assignment. Quickly becomes cynical or loses hope Maintains a largely positive attitude despite Maintains a strong positive attitude of success in a difficult situation. challenging circumstances. despite very difficult circumstances. Is unable to function effectively when Takes a mostly calm and constructive faced with stressful situations; approach to stressful circumstances; tries outwardly displays frustration. to make the best of bad situations. Takes a completely calm and constructive approach to stressful circumstances; achieves great results despite bad situations. Comments Score Weight 0.20 Total Score

1 2 3 4

0.00
0.20

0.00
0.30

0.00
0.30

0.00

Leadership Motivation—Persistence & Resilience

Overall Rating

1.00

0.00

Performance Evaluation

Area Manager 8/14/2008


				
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