Salary Grade: FLSA Status: Approved Date: * Ability to write reports and business correspondence * Ability to handle large volume of work, set priorities, multitask, and meet deadlines * Ability to focus on details and perform accurate work * 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 * Valid driver's license * Ability to read, write, speak, and comprehend English language * Ability to add, subtract, multiply and divide, calculate figures and amounts Preferred Qualifications Minimum Qualifications * High School Diploma/GED * At least 21 years of age * Basic Microsoft Office skills (Word, Excel, PowerPoint, and Outlook) * Plans and assists all departments in company meal meetings Supervisory Duties * Ability to effectively delegate, make decisions, and motivate in the absence of all the above listed company officers. Answer questions and, if unfamiliar or unsure, find out the answer in order to solve the problem at hand. * Maintains company's records regarding entertainment venues, sports tickets events, and their logistical scheduling on a weekly basis, including menus * Attends and participates in Suite Holder Arrangers' meetings * Makes travel arrangements for anyone necessary in company requiring events direction * Acts as Events Director for company annual meetings, and interim in-house supplier meetings, including catering, scheduling, hall bookings, reservations, holiday mailings, funerals, etc. Job Description: Executive Assistant CNonexempt Administration Division: Department: Corporate Job Summary Assists company's General Manager, and Chief Executive Officer. Acts as company's liaison with Corporate employees. Essential Functions Reports To: CEO Essential functions include, but are not limited to, the following: Administrative Duties * Assists company's executives with project preparation * Maintains Weekly Management Report, correlating all departmental figures into one report * Administrates, communicates, and interacts for/with General Manager and Chief Executive Officer * Communicates with corporate employees concerning their needs * Assists company's executives with word processing, data entry, scheduling, record keeping, and other administrative duties * Ability to define problems, collect data, establish facts, and draw valid conclusions * Ability to navigate through Windows-based applications * 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 * Associates degree or one to two years related experience and/or training; or equivalent combination of education and experience. * Intermediate Microsoft Office skills (Word, Excel, PowerPoint, and Outlook) * Ability to read, analyze, and interpret general business periodicals, professional journals, technical procedures, or governmental regulations * Ability to apply common sense understanding to carry out instructions furnished in written, oral or diagram form. Performance Management Executive Assistant 1/30/2008* Scanner The employee is regularly required to work in a structured environment with repetitive tasks that require a high degree of accuracy. The employee is often required to engage in face-to-face contact with others in an office and warehouse environment. * Printer Physical Demands While performing duties of this job, the employee is frequently required to sit for long periods of time. The employee is occasionally required to stand, walk, reach, and grasp with hands/fingers, reach with hands and arms, climb or balance, stoop, kneel, crouch or crawl, talk or hear, and taste or smell.. The employee may occasionally lift and/or move up to 50 pounds. Specific vision abilities required by this job include close vision, distance vision, depth perception, and ability to adjust focus. Working Conditions Tools/Equipment * 10-key calculator * Computer (Microsoft Office, internet) * Copier Supplementary Information Performance Management Executive Assistant 1/30/20084 7.00% of base pay 3 5.00% of base pay 2 3.00% of base pay 1 1.00% of base pay N/A Date of Hire Less than 1432 Exceeds some performance expectations Meets performance expectations 1 Less than 1 Performance Evaluation: Executive Assistant 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 Goes above and beyond, consistently exceeding expectations High performance behaviors Exceeds performance expectations Meets some performance expectations Does not meet performance expectations Low performance behaviors Meets performance expectations Review Period Employee Name March–September 2007 Merit Increase Schedule Meets some performance expectations Does not meet performance expectations Today’s Date Exceeds performance expectations Exceeds some performance expectations 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. Evaluator Type of Evaluation: Goal Review Performance Management Executive Assistant 1/30/20080.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Competency Customer Service Competency Rating 0.00 Rating Cognitive Skills—Communication Competency Cognitive Skills—Learning/Numerical Ability 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. 0.00 Competency Interpersonal Leadership Rating Rating Rating 0.00 0.00 0.00 Rating Competency Supervision & General Management—Developing Employees & Managing Work Competency Business Leadership—Planning & Decision Making 0.00 Total Rating (sum of weighted ratings) Competency Interpersonal Leadership Cognitive Skills—Learning/Numerical Ability Supervision & General Management—Upholding Policies Supervision & General Management—Upholding Policies 0.00 Supervision & General Management—Developing Employees & Managing Work Cognitive Skills—Communication Business Leadership—Planning & Decision Making Competency Rating Customer Service Rating X Weight = Weighted Rating Performance Management Executive Assistant 1/30/2008Follow-Up Date Date Date Action Plan/Goal 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. Performance Improvement Plan (any areas scoring a 1 or below) 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 Executive Assistant 1/30/2008Discuss with the employee specific areas for career development and arrive at mutually agreed-upon action plans for the coming performance period. Follow-Up Date Date Date Career Development Goals Career Development Goal Action Plan 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.Manager Signature Employee Signature Performance Management Executive Assistant 1/30/2008Date of Hire Date Employee Signature Manager Signature Date Compensation Summary and Employee Acknowledgment Goal Review Bonus amount (if applicable) 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 Type of Evaluation: Compensation Overview Current base pay rate Merit increase percentage #N/A Evaluator Review Period 0 March–September Employee Name Today’s Date 0 Performance Management Executive Assistant 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 attend to morale or teamwork of shift employees; engages in behavior that serves to detract from cooperation or leads to employee complaints. Encourages positive morale and teamwork among shift employees. Finds unique approaches to inspiring and maintaining positive morale and a cooperative team approach to work among shift employees and other supervisors. 0.00 2 Lacks effective working relationships with department and non-department personnel; focuses more on self or own workload; refuses to assist others who have special requests. Builds effective working relationships with department and non-department personnel; assists others with special requests when asked or when time allows. Builds and maintains strong working relationships with department and nondeparrtmen personnel; seeks opportunities to increase familiarity; goes out of one’s way (within reason) to assist others with special requests. 0.00 3 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. 0.00 4 Does not treat shift employees equally; may play favorites or make exceptions to rules for certain individuals. Generally treats shift employees equally, but may occasionally be influenced by his/her feelings toward individual employees. Applies equal and fair treatment consistently across employees. 0.00 5 Ignores conflict or grievances; reacts negatively to interpersonal issues. Addresses conflict and grievances effectively for the most part; takes action to address interpersonal issues when needed. Skillfully manages and resolves conflict and grievances; seeks to prevent future occurrences when possible. 0.00 6 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. 0.00 Interpersonal Leadership Overall Rating 0.00 Interpersonal Leadership The degree to which one displays leadership, fairness, and a service orientation in interactions with others and works well with people both inside and outside of one’s department. Performance Management Executive Assistant 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Says “no” to others’ requests for assistance; or provides grudging or minimal assistance. Responds to requests with relevant assistance, if little or no personal sacrifice is involved. Goes out of one’s way, within reason, to provide assistance or to obtain information for others, in spite of personal costs. 0.00 2 Passes customer questions or requests off to others; is rude or ineffective when talking to customers. Listens to customer questions or requests but may involve others instead of handling it on own; maintains one adequate style of customer service. Independently responds to customer questions or requests with professionalism and action; adapts customer service style as needed (knows when to be firm and when to concede). 0.00 3 Rarely follows up with others to ensure that requests or concerns are resolved. Usually 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. 0.00 4 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 difficult others with tact, empathy, and patience. 0.00 5 Reacts defensively or emotionally to setbacks; reacts to stress by panicking or complaining to others. Most of the time, keeps emotions under control; tolerates stressful situations with supervisor assistance. Handles difficult situations or emotions with ease and composure; effectively manages stressful situations without supervisor assistance. 0.00 6 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). 0.00 Customer Service Overall Rating 0.00 Customer Service The degree to which one is oriented towards serving internal and external customers and actively attends to their needs with professionalism and despite difficulties. Performance Management Executive Assistant 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Requires considerable time to learn job content (e.g., codes, terminology, procedures, rules, policies, products). Learns job content (e.g., codes, terminology, procedures, rules, policies, products) at a reasonable pace. Learns job content (e.g., codes, terminology, procedures, rules, policies, products) quickly and easily. 0.00 2 Displays difficulty with categorization and alphabetizing tasks. Adequately handles categorization and alphabetizing tasks. Excels at categorization and alphabetizing tasks. 0.00 3 Exhibits difficulty understanding basic functions in job-relevant software/tools. Understands basic functions in jobreleevan software/tools. Understands advanced functions in job-relevant software/tools. 0.00 4 Does not understand explanations or instructions; requires frequent repetition. Understands explanations or instructions if thorough or with occasional repetition. Quickly understands explanations or instructions with no repetition required. 0.00 5 Requires frequent assistance or repeatedly makes errors in numerical calculations or when entering data (or when handling money). Calculates numbers or enters data (or handles money) correctly most of the time, but requires occasional assistance/correction. Calculates numbers or enters data (or handles money) quickly and accurately without assistance. 0.00 Cognitive Skills—Learning/Numerical Ability Overall Rating 0.00 Cognitive Skills—Learning/Numerical Ability The degree to which one effectively and efficiently learns and utilizes the required job knowledge, skills, and information. Performance Management Executive Assistant 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Score # 0 1 2 3 4 1 Does not pay attention to what others are saying. Pays attention to what others are saying. Actively listens to what others are saying and asks for clarification when needed. 0.00 2 When responding to questions, does not provide a relevant or informed response. Responds to questions, but may not always have the most relevant or informed response. Expertly responds to questions with a relevant and informed response. 0.00 3 Does not keep others appropriately informed. Keeps others informed as needed. Proactively keeps others informed at all times. 0.00 4 Does not speak clearly and logically. Speaks clearly and logically most of the time. Displays exceptional speech clarity and logic. 0.00 5 Consistently relies on one mode of communication (e.g., email, phone, face-to-face) when other modes would be more appropriate and effective for a situation. Communicates as needed, even if the most appropriate mode of communication (e.g., email, phone, face-to-face) for a situation is not always used. Accurately determines the most appropriate mode of communication (e.g., email, phone, face-to-face) for the situation; is effective across modes. 0.00 6 Makes several errors in paperwork and written communications. Makes few errors in paperwork and written communications. Accurately completes paperwork and written communications. 0.00 Cognitive Skills—Communication Overall Rating 0.00 Cognitive Skills—Communication The degree to which one is able to adequately convey and receive messages and maintain open exchanges of information through speech and writing. Performance Management Executive Assistant 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Assigns work to employees in a random manner or uses work assignments to punish employees; does not take productivity goals or resource distribution into consideration. Assigns work based on productivity, resources, and with some regard for training objectives. Assigns work in a way that clearly contributes to increased productivity, intelligent distribution of resources, and employee training/development; considers experience, speed, and order difficulty for each assignment. 0.00 2 Does not participate in setting department goals; does not monitor goal achievement. Works with manager to establish department goals; documents goals; tracks and updates goals as required. Suggests and documents appropriate department goals; monitors, evaluates, and adjusts goals on a regular basis; submits regular goal reports. 0.00 4 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. 0.00 5 Requires assistance when generating possible solutions and hesitates or is resistant to making decisions or solving problems. May not generate many alternatives, but makes decisions or solves problems within a reasonable time frame. Generates and evaluates alternatives independently and is still able to quickly make decisions or solve problems. 0.00 6 Does not take action following decisions; remains thoughtful versus active. Takes action following decisions. Quickly takes action following decisions; proactively evaluates the decision and follow-up activity. 0.00 7 Struggles to use computer and other technology/tools to aid in planning and monitoring duties; resists technology use or makes errors. Uses computer and other technology/tools as instructed to aid with planning and monitoring duties. Uses computer and other technology/tools in innovative ways (e.g., creates new spreadsheets) to add value to job duties. 0.00 Business Leadership—Planning & Decision Making Overall Rating 0.00 Business Leadership—Planning & Decision Making The degree to which one plans and organizes work according to critical objectives, priorities and available resources, considers alternatives and implications to make sound decisions, and utilizes the appropriate information and tools to solve problems. Performance Management Executive Assistant 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Regularly neglects to conduct adequate staff meetings; omits important elements regarding clarification of activities, goals, policies, procedures, accountability, recognition, and safety. Regularly conducts staff meetings; usually addresses most critical meeting elements including clarification of activities, goals, policies, procedures, accountability, recognition, and safety, but may not be as thorough as expected. Effectively conducts staff meetings, consistently addressing activities, goals, policies, procedures, recognition, and safety; holds employees accountable for this information; motivates employees to ensure a successful shift. 0.00 3 Does not document performance examples; provides little feedback or is unfair or inconsistent in doing so; either neglects or is extremely late when conducting performance evaluations. Documents extreme performance examples; provides fair and regular feedback; conducts performance evaluations as required. Regularly documents positive and negative performance; provides continuous, fair, and targeted feedback; conducts regular performance evaluations. 0.00 6 Mismanages time; spends unnecessary time on administrative or supervisory duties to the neglect of other duties. Manages time effectively most of the time; balances delegation with own involvement so as to meet team objectives; balances administrative and supervisory duties but may require assistance or reminders from time to time. Expertly manages time among multiple demands; not only delegates but empowers employees to increase their development; knows when to assist with activities and can still complete administrative and supervisory duties on time. 0.00 7 Struggles with administrative duties, such as managing PTO and paperwork. Handles administrative duties, such as managing PTO and paperwork, with minimal disruptions. Efficiently and effectively handles administrative duties, such as managing PTO and paperwork, with no disruption; finds way to increase efficiency. 0.00 8 Does not ensure that staff produces the expected quantity and quality of work. Ensures that staff produces the appropriate quantity and quality of work. Ensures that staff produces an above average quantity and quality of work; continually seeks improvements with respect to quantity and quality of work. 0.00 Overall Rating 0.00 Supervision & General Management—Developing Employees & Managing Work 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—Developing Employees & Managing Work Performance Management Executive Assistant 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 communicate new policies or changes in policies to employees in a timely manner; may post notices but does not ensure that all employees have been made aware of the changes. Communicates new policies or changes in policies as instructed by passing on the information (e.g., mentioning the policy to an employee as he/she passes by) within a reasonable time period. Quickly and noticeably calls attention to new policies or changes in policies by explaining the change with appropriate contextual information and detail; follows up with employees to ensure their understanding and acceptance of the change. 0.00 2 Does not promote safety-mindedness in employees. Reminds employees to be safety-minded. Explains safety-related rationale and consequences in order to embed safetymindeednes in all employees. 0.00 4 Does not adhere to policies or ensure employee adherence to policies. Adheres to policies ); monitors employee adherence to policies. Exemplifies strict policy adherence through own behavior; systematically tracks employee adherence to policies. 0.00 5 Applies disciplinary actions unfairly or inconsistently when policies are violated; holds different employees up to different standards. Generally applies disciplinary actions when blatant policy violations occur; holds employees up to the same standards. Consistently, fairly, and immediately applies disciplinary actions in response to policy violations; ensures that employees clearly understand the standards and holds employees equally accountable to those standards. 0.00 Overall Rating 0.00 Supervision & General Management—Upholding Policies The degree to which one communicates, models, and promotes policies and holds employees accountable for adherence to those policies. Supervision & General Management—Upholding Policies Performance Management Executive Assistant 1/30/2008