Sample Resume - Controller

Exempt Job Summary Performs daily and monthly duties related to accounts payable and receivable, invoicing, reconciliation, inventory, and other financial activities. Prepares and files regular financial reports and shares them with management. Reports To: Director of Finance Approved Date: Department: Accounting FLSA Status: Division: Administration Salary Grade: Job Description: Controller E Essential Functions Essential functions include, but are not limited to, the following: Financial/Audit Duties * Performs month-end duties, including accounts payable closings, general ledger closings, predraft financials, account reconciliation, inventory reconciliation, and reporting of accruals * Prepares monthly financial statements * Completes annual 1099 forms * Maintains current knowledge of organizational policies and procedures, federal and state policies and directives, and current accounting standards * Prepares reports required by the company and regulatory agencies * Understanding of basic accounting principles * Understanding of basic business practices Minimum Qualifications * Bachelor's degree from a four-year college or university, in business, accounting, or a related field * 3-5 years of relevant experience * CMA or CPA certification * Ability to calculate figures and amounts such as discounts, interest, commissions proportions, percentages, area, circumference, and volume, and ability to apply concepts of basic algebra and geometry * Microsoft Office skills (basic skills in Word and Outlook, plus advanced skills in Excel) * Ability to read, write, speak, and comprehend English language * Ability to read, analyze, and interpret general business periodicals, professional journals, technical procedures, or governmental regulations Preferred Qualifications * Experience working in a distribution-related environment * Ability to operate additional computer programs and software, including GP, VIP, ADP (info-link), Adobe writer, and FRX forecaster * Ability to write reports, business correspondence, and procedure manuals * 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 * Ability to handle large volume of work, set priorities, multitask, and meet deadlines * Ability to focus on details and perform accurate work Supplementary Information Tools/Equipment * Computer * Copier * Fax * 10-key calculator Working Conditions While performing the duties of the job, the employee is regularly exposed to a fast-paced office environment. The noise level in the work environment is moderate. Physical Demands While performing the duties of this job, the employee is regularly required to sit; use hands to finger, handle, or feel; and talk or hear. The employee is occasionally required to stand, walk, and reach with hands and arms. The employee must occasionally lift and/or move up to 10 pounds. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, and ability to adjust focus. Performance Management Controller 1/30/20084 5.00% of base pay 3 4.00% of base pay 2 2.50% of base pay 1 1.00% of base pay N/A Date of Hire Performance Evaluation: Controller 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 Exceeds performance expectations Goes above and beyond, consistently exceeding expectations High performance behaviors 3 Exceeds some performance expectations Meets all basic requirements and exceeds some expectations High performance behaviors 2 Meets performance expectations Meets all basic requirements Average performance behaviors 1 Meets some performance expectations Meets some, but not all, expectations; needs improvement in quality/quantity of work Low performance behaviors Less than 1 Does not meet performance expectations Performs significantly below expectations; performance action required Low performance behaviors Semi-Annual Bonus Payout Schedule Exceeds performance expectations Exceeds some performance expectations Meets performance expectations Meets some performance expectations Does not meet performance expectations Employee Name Today’s Date Less than 1 Evaluator Review Date Performance Management Controller 1/30/2008Rating Weight Weighted Rating 0.00 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 1 Company Goal: Results/Comments: 2 Department Goal: Results/Comments: 0.00 0.00 0.00 0.00 Results/Comments: 3 Individual Goal: Results/Comments: 4 Individual Goal: 0.00 Results/Comments: Overall Rating Definition of Performance Ratings 5 Individual Goal: 4 Exceeds performance expectations Goes above and beyond, consistently exceeding expectations High performance behaviors 3 Exceeds some performance expectations Meets all basic requirements and exceeds some expectations High performance behaviors 2 Meets performance expectations Meets all basic requirements Average performance behaviors 1 Meets some performance expectations Meets some, but not all, expectations; needs improvement in quality/quantity of work Low performance behaviors Less than 1 Does not meet performance expectations Performs significantly below expectations; performance action required. Low performance behaviors Performance Management Controller 1/30/20084 7.00% of base pay 3 6.00% of base pay 2 3.00% of base pay 1 1.00% of base pay N/A Date of Hire 0.00 0.15 0.00 0.00 0.15 0.00 0.00 0.08 0.00 0.00 0.10 0.00 0.00 0.09 0.00 0.00 0.08 0.00 0.00 0.09 0.00 0.00 0.08 0.00 2007 Merit Increase Schedule Exceeds performance expectations Exceeds some performance expectations Meets performance expectations Meets some performance expectations Does not meet performance expectations Employee Name Today’s Date Less than 1 Evaluator Review Period March–September Type of Evaluation: Goal Review 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 Rating Business Leadership—Planning & Organization 0.00 Competency Rating Business Leadership—Problem Solving & Decision Making 0.00 Competency Rating Business Leadership—Learning 0.00 Competency Rating Business Leadership—Communication 0.00 Competency Rating Competency Rating Self Leadership—Self Leadership 0.00 Interpersonal Leadership—Interpersonal Leadership 0.00 Competency Rating Leadership Motivation—Initiative & Achievement 0.00 Competency Rating Leadership Motivation—Persistence & Resilience 0.00 Competency Rating Internal Customer Service—Internal Customer Service 0.00 Competency Rating Organizational Citizenship—Organizational Citizenship 0.00 Competency Rating Rating X Weight = Weighted Supervision & General Management—Supervision & General Management 0.00 Competency Rating Business Leadership—Planning & Organization Business Leadership—Problem Solving & Decision Making Business Leadership—Learning Business Leadership—Communication Self Leadership—Self Leadership Interpersonal Leadership—Interpersonal Leadership Leadership Motivation—Initiative & Achievement Leadership Motivation—Persistence & Resilience Performance Management Controller 1/30/20080.00 0.10 0.00 0.00 0.08 0.00 0.00 Supervision & General Management—Supervision & General Management Internal Customer Service—Internal Customer Service Total Rating (sum of weighted ratings) Performance Management Controller 1/30/2008Follow-Up Date Date Date 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 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 Manager Signature Performance Management Controller 1/30/2008Follow-Up Date Date Date Career Development Goals Career Development Goal Action Plan Discuss with the employee specific areas for career development and arrive at mutually agreed-upon action plans for the coming performance period. 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 Manager Signature Performance Management Controller 1/30/2008Date of Hire Employee Name Today’s Date Evaluator Review Period March–September Type of Evaluation: Compensation Overview Current base pay rate Merit increase percentage #N/A Compensation Summary and Employee Acknowledgment Goal Review Employee Acknowledgment By signing this form, you confirm that you have discussed these changes with your manager. New base pay rate #N/A Merit increase dollar amount #N/A Date Employee Signature Manager Signature Date Bonus percentage (if applicable) #N/A Bonus amount (if applicable) #N/A Performance Management Controller 1/30/2008Controller Business Leadership Planning and Organization Problem Solving and Decision Making Learning Communication Self Leadership Self Leadership Interpersonal Leadership Interpersonal Leadership Leadership Motivation Initiative and Achievement Persistence and Resilience Internal Customer Service Internal Customer Service Organizational Citizenship Organizational Citizenship Performance Management Controller 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 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. Plans work competently; for example, articulates the most important objectives and tasks, develops a realistic timeline, and secures resources. 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. 0.25 0.00 2 Does an insufficient job of monitoring work progress and/or quality, with the result that important objectives are not met. Monitors the most important aspects of work progress and quality; keeps sight of strategic objectives most of the time and makes adjustments as needed to facilitate work. Monitors work progress and quality against targets; remains focused on strategic objectives and adjusts plans as necessary to ensure that all objectives are met. 0.25 0.00 3 Assigns inappropriate priority levels to some tasks or fails to re-shuffle priorities when there is a need to do so. Uses time efficiently and productively for the most part; prioritizes tasks and reshufffle priorities when the need arises. Uses time very efficiently and productively; prioritizes multiple tasks, continuously re-assesses priorities, and updates plans as needed. 0.25 0.00 4 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. 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. 0.25 0.00 Business Leadership—Planning & Organization Overall Rating 1.00 0.00 The degree to which one plans, prioritizes, manages, and organizes tasks, resources, and time in order to align with overall goals. Business Leadership—Planning & Organization Performance Management Controller 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Recognizes a routine or simple problem once it occurs; fails to consider or accurately identify the underlying causes of a problem. 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. Anticipates or recognizes a complex problem; accurately determines underlying causes of a complex problem. 0.15 0.00 2 Proposes a solution without carefully considering possible alternatives; rushes into a choice based on the solution that was most immediately accessible. Considers several possible solutions; carefully assesses strengths and weaknesses of one high-quality solution; provides a basic evaluation of the available alternatives. 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. 0.15 0.00 3 Requires considerable time and structure to make a decision. Makes a good decision in a timely matter, given a structured or straightforward situation. Makes the optimal choice in a timely matter, even though the situation was ambiguous or complicated. 0.20 0.00 4 Uses unconfirmed information to make a decision; relies heavily on instinct or “gut feelings” too frequently without searching for facts upon which to base a decision. Uses appropriate, objective information to make an informed decision. Uses objective information and leverages expertise and one’s understanding of relevant influences and trends to make an informed and insightful decision. 0.15 0.00 5 Makes decisions without considering broad implications; relies on emotion or unconfirmed information when making decisions. Makes decisions based on short-term consequences but may not consider broader implications; considers relevant information but may require assistance when making decisions. Makes decisions based on both shortaan long-term consequences and broad implications; considers objective and reliable information; is able to make bold decisions on own. 0.15 0.00 6 Does not frequently analyze data or makes errors when doing so; struggles to forecast activity or understand trends. Analyzes data when necessary; forecasts activity based on an accurate understanding of trends. Analyzes data frequently to maintain continual awareness of conditions; forecasts activity based on a detailed and accurate familiarity of trends. 0.20 0.00 Business Leadership—Problem Solving & Decision Making Overall Rating 1.00 0.00 The degree to which one addresses and analyzes problem situations and makes sound decisions based on appropriate consideration of relevant information. Business Leadership—Problem Solving & Decision Making Performance Management Controller 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Applies little effort to learn something new about the job or industry. Accepts an opportunity to learn something new about the job or industry. Takes the initiative to increase own knowledge about the job and industry. 0.25 0.00 2 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 consistent with others' expectations (i.e., provides internal and/or external customers with 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). 0.25 0.00 3 Demonstrates limited understanding of the potential business impact of an external event. Demonstrates a basic understanding of the potential business impact of an external event. Demonstrates keen insight and deep understanding of the potential business impact of an external event. 0.25 0.00 4 At times, formulates questionable or incomplete conclusions from reports and analyses. Formulates appropriate conclusions from reports and analyses. Formulates highly accurate and specific conclusions from reports and analyses. 0.25 0.00 Business Leadership—Learning Overall Rating 1.00 0.00 The degree to which one engages in self-development, learns and utilizes job-relevant information, and uses tools to manage information or data. Business Leadership—Learning Performance Management Controller 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Presents information in an illogical or difficult-to-follow manner; does not respond appropriately to questions; disregards the type or level of the audience. Presents information in a reasonably clear and logical manner; answers questions adequately; makes basic adjustments to presentation based on audience type and level. Presents information in an exceptionally clear and engaging manner; addresses questions with savvy; precisely tailors message to the specific audience type and level. 0.15 0.00 2 Fails to keep others appropriately informed or impedes the exchange of information between individuals or groups. Does an adequate job of keeping others informed; facilitates the exchange of information among individuals or groups. Proactively keeps others informed; facilitates and models an open and honest exchange of information among individuals or groups. 0.15 0.00 3 Does not share information (with various departments) to increase productivity; provides limited instruction to relevant parties on financial needs/issues. Shares basic information (with various departments) to increase productivity; provides some instruction to relevant parties on financial needs/issues. Shares clear, detailed, and useful information (with various departments to increase productivity; seeks every opportunity to train/teach relevant parties on financial needs/issues. 0.20 0.00 4 Struggles to communicate with certain audiences; restricts communications to familiar and comfortable audiences. Communicates effectively to a variety of audiences, both internally and externally. Is able to engage, meaningfully inform, and inspire internal and external audiences at all organizational levels. 0.15 0.00 5 Fails to communicate with confidence; gives up easily when communicating with individuals who disagree with his/her position. Communicates effectively; eventually gains acceptance and support for his/her ideas. Communicates effectively and confidently; persists in gaining strong support and commitment from others, even when initially met with opposition. 0.15 0.00 6 Does not communicate well with various departments; is often inaccessible for important communications. Communicates effectively with various departments; is accessible for regular communication. Proactively communicates with various departments using effective strategies to address issues before they are escalated; is always accessible for open and frequent communication. 0.20 0.00 Business Leadership—Communication Overall Rating 1.00 0.00 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. Business Leadership—Communication Performance Management Controller 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Makes choices based on what is personally rewarding, without regard for whether the choice is an ethical one. Chooses the most ethical course of action; no personal sacrifice is necessary in order to do the right thing. Chooses the most ethical course of action, even when it may require personal sacrifice to do so. 0.25 0.00 2 Acts without objectivity; for example, makes an automatic or emotional choice based on his/her own beliefs. Acts in accordance with his/her own beliefs, but also expresses respect for other points of view. Acts in accordance with his/her own beliefs, but also considers other points of view objectively and with an open mind. 0.25 0.00 3 Demonstrates an unprofessional, negative attitude towards the work; openly criticizes the company's goals or decisions. Demonstrates professionalism, enthusiasm, and speaks positively of the company; does not openly criticize the company's goals or decisions. Demonstrates a polished professionalism and enthusiasm even in face of challenging workloads; supports the company and champions company goals and decisions. 0.25 0.00 4 Fails to meet commitments on a repetitive basis. Meets commitments as long as doing so is within reason and does not require additional effort. Meets commitments even when doing so demands extraordinary effort. 0.25 0.00 Self Leadership—Self Leadership Overall Rating 1.00 0.00 The degree to which one displays a professional work ethic, is reliable and generally demonstrates control of behavior. Self Leadership—Self Leadership Performance Management Controller 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Does not convey ideas with enthusiasm; lacks energy in interactions with others. Presents his/her ideas with enthusiasm, but does not generate similar excitement among others. Generates excitement for his/her ideas that mobilizes others to achieve the desired results. 0.14 0.00 2 Struggles to persuade or negotiate; does not know when to concede, compromise, or remain firm. Persuades or negotiates with success most of the time, despite being a bit too forceful (or weak). Persuades or negotiates with tact and ease; knows when to concede, compromise, or remain firm. 0.14 0.00 3 Ignores conflict or grievances; reacts negatively to interpersonal issues. Addresses conflict and grievances effectively for the most part; takes no action to address interpersonal issues when needed. Skillfully manages and resolves conflict and grievances; seeks to prevent future occurrences when possible. 0.14 0.00 4 Is unable to gain others' trust and has difficulty building and/or maintaining work relationships. Is moderately effective and successful in gaining others' trust and at building and/or maintaining work relationships. Is completely effective and successful in gaining others' complete trust and can easily build and/or maintain work relationships. 0.15 0.00 5 Delays or ignores internal complaints even after they have been escalated, which may jeopardize internal relationships. Responds to internal complaints once they have been escalated and involves other departments as necessary in order to maintain solid internal relationships. Is proactive in handling potential internal complaints and takes ownership over solving problems before they are escalated, which results in strong, collaborative internal relationships. 0.14 0.00 6 Often fails to meet productivity standards and does not value the importance of meeting company needs. Maintains standards for productivity and understands the importance of meeting company needs. Consistently searches for ways to improve productivity and places the highest priority on meeting company needs. 0.15 0.00 7 Remains passive in group settings; is reluctant/complacent about offering new ideas. Speaks up with ideas in comfortable group settings; asks for support when implementing new ideas. Asserts oneself and appropriate ideas in all group settings; champions new ideas by involving others and soliciting support. 0.14 0.00 Interpersonal Leadership—Interpersonal Leadership Overall Rating 1.00 0.00 The degree to which one interacts and works well with others in ways that serve interpersonal or situational needs. Interpersonal Leadership—Interpersonal Leadership Performance Management Controller 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Sets easy goals for him/herself, or only pursues a difficult goal when someone else imposes it upon him/her. Sets fairly challenging goals for him/herself. Sets very challenging goals for him/herself. 0.15 0.00 2 Does not display an interest in producing high quality work. Finds satisfaction in producing high quality work. Demonstrates tremendous satisfaction and pride in producing high quality work. 0.15 0.00 3 Prefers established ways of doing things; does not attempt to improve work processes. Occasionally applies original ideas to improve existing work processes. Generates original, innovative approaches to improve work processes or performance on tasks and problems. 0.15 0.00 4 Avoids opportunities to increase the variety and scope of work. Accepts new challenges at work when it is suggested by someone else. Seeks out and volunteers for new assignments or challenges. 0.15 0.00 5 Procrastinates when faced with new work. Takes on challenges with little hesitation. Enthusiastically tackles new challenges. 0.20 0.00 6 Displays a lack of confidence in his/her abilities. Maintains a moderate degree of confidence in his/her abilities, even when facing criticism or setbacks. Maintains a high degree of confidence in his/her abilities, even when facing criticism or setbacks. 0.10 0.00 7 Avoids taking a stand in defense of his/her principles and viewpoint. Tries hard to defend his/her principles and viewpoint when faced with opposition. Confidently and effectively defends his/her principles and viewpoint under very difficult circumstances. 0.10 0.00 Leadership Motivation—Initiative & Achievement Overall Rating 1.00 0.00 The degree to which one displays confidence and motivation and is driven to excel. Leadership Motivation—Initiative & Achievement Performance Management Controller 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Gives up easily when faced with obstacles or setbacks. Expends extra effort and does not give up when faced with obstacles or setbacks. Tenaciously persists and increases effort to complete work, despite difficult obstacles or setbacks. 0.20 0.00 2 Loses focus and drive when working on difficult projects or assignments. Remains fairly focused and driven when working on a difficult project or assignment. Dedicates tremendous focus and drive to difficult projects or assignments. 0.20 0.00 3 Exerts inconsistent amounts of energy below what is needed for basic job requirements; displays low energy at the end of shifts or during busy periods. Exerts an appropriate amount of energy to handle basic requirements of the job. Sustains a high level of energy on a continuous basis, despite long hours or heavy workload. 0.20 0.00 4 Quickly becomes cynical or loses hope of success in a difficult situation. Maintains a largely positive attitude despite challenging circumstances. Maintains a strong positive attitude despite very difficult circumstances. 0.20 0.00 5 Is unable to function effectively when faced with stressful situations; outwardly displays frustration. Takes a mostly calm and constructive approach to stressful circumstances; tries to make the best of bad situations. Takes a completely calm and constructive approach to stressful circumstances; achieves great results despite bad situations. 0.20 0.00 Leadership Motivation—Persistence & Resilience Overall Rating 1.00 0.00 The degree to which one remains optimistic and calm and continues to exert effort in the face of challenges or heavy workload. Leadership Motivation—Persistence & Resilience Performance Management Controller 1/30/2008Behaviors Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Shows little or no interest in providing assistance to other company personnel making requests. Provides relevant assistance to other company personnel making requests, if little or no personal sacrifice is involved. Goes out of one’s way, within reason, to provide relevant assistance to other company personnel making requests, in spite of personal costs. 0.25 0.00 2 Loses control and/or responds inappropriately when faced with difficult individuals. Tolerates difficult individuals and responds tactfully. Defuses and resolves a tense situation by responding to others with tact, empathy, and patience. 0.20 0.00 3 Reacts defensively or emotionally to setbacks; reacts to stress by panicking or complaining to others; has outward displays of frustration. Most of the time, keeps emotions under control; tolerates stressful situations with supervisor assistance; generally masks frustration. Handles difficult situations or emotions with ease and composure; effectively manages stressful situations without supervisor assistance; masks frustration. 0.20 0.00 4 Rarely follows up with others to ensure that requests or concerns are resolved. Follows up with others to ensure that requests or concerns are resolved. Proactively follows up with others to ensure that requests and concerns are always resolved; watches out for signs of additional concerns. 0.20 0.00 5 Displays an unprofessional appearance and attitude that is not representative of Monarch Beverage's image (e.g., inappropriate attire, negative attitude). Displays a moderately professional appearance and attitude, usually consistent with Monarch Beverage's image (e.g., appropriate attire, positive attitude). Displays a highly professional appearance and attitude that is exemplary of Monarch Beverage's image (e.g., appropriate attire, positive attitude). 0.15 0.00 Internal Customer Service—Internal Customer Service Overall Rating 1.00 0.00 The degree to which one is oriented towards serving others within the company and actively attends to their needs with professionalism and despite difficulties. Internal Customer Service—Internal Customer Service Performance Management Controller 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Provides minimal assistance to company personnel. Provides assistance to other company personnel when it does not require personal sacrifice. Provides assistance to company personnel in spite of personal costs. 0.20 0.00 2 Reacts poorly to being asked to help coworkers; is slow to pitch in. Helps coworkers when asked/directed; pitches in eventually. Finds ways to help coworkers without being asked/directed; quickly pitches in at every opportunity. 0.20 0.00 3 Displays a poor attitude and is inflexible towards changes in demands and schedule. Displays a reasonable attitude and tolerates changes in demands and schedule. Displays a positive attitude and quickly adapts to changes in demands and schedule. 0.15 0.00 4 Shows disrespect or a lack of understanding for diversity in people and opinions. Shows a general understanding of and respect for diversity in people and opinions. Fosters a deep appreciation for diversity in people and opinions. 0.15 0.00 5 Resists direction from authority. Accepts direction from authority. Trusts authority. 0.15 0.00 6 Appears unconcerned or unfamiliar with Monarch Beverage's mission and principles. Maintains awareness of and adheres to Monarch Beverage's mission and principles. Embodies and promotes Monarch Beverage's mission and principles. 0.15 0.00 Organizational Citizenship—Organizational Citizenship Overall Rating 1.00 0.00 The degree to which one is a loyal, team-oriented employee and displays a positive attitude towards work, others, and the organization as a whole. Organizational Citizenship—Organizational Citizenship Performance Management Controller 1/30/2008Behaviors Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Does not attend to employee morale or motivation; engages in behavior that leads to employee complaints or interferes with employee productivity. Motivates employees to get their assignments completed on time and with accuracy; works to influence employee morale. Motivates employees to go above and beyond the call of duty; works to enhance employee speed and accuracy despite employee desires for overtime; devises approaches for creating and maintaining positive morale among employees and supervisors. 0.12 0.00 2 Does not conduct even the most basic team building activities, such as getting to know supervisors and new employees and checking in with existing employees. Gets to know all employees, but does not take the time to fully understand new or existing employees’ and supervisors strengths, weakness, needs, and motivators. Builds and maintains solid working relationships with new and existing employees and supervisors by seeking to understand their individual strengths, weaknesses, needs, and motivators. 0.12 0.00 3 Does not conduct fair and timely performance evaluations; is reactive when dealing with employee performance issues (i.e., only focuses on the issue at hand when it becomes a crisis and does not attempt to address root causes or problems before they become critical). Conducts fair and timely performance evaluations; effectively handles current performance problems, but may not proactively address the underlying issues to prevent future occurrences. Conducts fair, timely, and detailed performance evaluations; expertly handles performance issues by addressing the issue at hand, as well as proactively seeking out the root cause of and taking steps to address underlying issues before they become urgent problems. 0.12 0.00 4 Is inconsistent in taking disciplinary action against employees who violate policies and procedures; shows favoritism or holds certain employees to different standards. Is consistent in taking disciplinary action against employees who violate policies and procedures; applies same standards to all employees. Is consistent in taking disciplinary action against employees who violate policies and procedures; ensures that employees fully understand the rationale behind the actions; holds all employees to same standards and ensures those standards are known. 0.12 0.00 5 Makes excuses regarding areas of concern within job responsibilities; does not ultimately accept responsibility. Is accountable for areas of concern within job responsibilities, but may provide excuses from time to time. Is consistently aware of and accountable for areas of concern within job responsibilities; does not make excuses and devises methods to make improvements. 0.12 0.00 6 Struggles to manage time across administrative, supervisory, and trade duties; wastes time or spends too much time in one area to the neglect of other areas. Usually manages time well across administrative, supervisory, and trade duties, but may require reminders at times. Effectively balances time across administrative, supervisory, and trade duties without reminders. 0.15 0.00 7 Neglects the training and development of employees; does not coach to individual needs but provides general, minimal efforts. Trains and develops employees; provides coaching on a regular basis; ensures employee's understanding. Trains and develops employees by identifying individual strengths and needs; provides coaching on a frequent basis; ensures understanding and correct execution. 0.15 0.00 8 Does not attend to the "6 critical questions" -does not manage with the critical questions in mind and does not ask the questions even when reminded. Manages with some regard to the "6 critical questions" -focuses own activities towards ensuring that employees can answer "yes" to the critical questions. Constantly keeps the "6 critical questions" in mind when managing employees -not only works to ensure that employees can answer "yes" to these questions, but also asks the questions and trains employees to ask the questions as well. 0.10 0.00 Supervision & General Management—Supervision & General Management Overall Rating 1.00 0.00 The degree to which one manages one's time as a supervisor, utilizes effective leadership behaviors to supervise, train, and manage employees and their work activity, and is accountable for key areas of responsibility. Supervision & General Management—Supervision & General Management Performance Management Controller 1/30/2008