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development facilitated
by Jorie Philippi of Performance Plus Consultants
It is possible to develop a set of indicators and a rating scale in order to score characteristics or skills which are not easily tested by more standard methods. Below are some examples developed by supervisors in a company in Illinois.
| QUALITY CONSCIOUSNESS - Rate from 5 (high) to 1 (low): | ||||||||
| 5 |  |
4 | |
3 | |
2 | |
1 |
| Talks about specific measurements and uses quality terms | Cannot use quality terms or data | |||||||
| Uses correct kinds of math needed for the situation | Makes errors in simple math or record keeping | |||||||
| Doesn't rush through a job or take shortcuts | Expresses concern about doing a job the right way | Passes on bad parts without checking or correcting them or telling anyone | ||||||
| Checks work thoroughly throughout process to ensure accuracy | Performs procedure to the best of his/her ability | Makes many errors on the job | ||||||
| Figures out the cause of a problem | Is unaware of the right information to ask for | |||||||
| WORKING WITH OTHERS - Rate from 5 (high) to 1 (low): | ||||||||
| 5 | |
4 | |
3 | |
2 | |
1 |
| Pitches in to help others with problems, offers to help others when done with own job | Does what he/she is supposed to do | Refuses to help others unless told he/she has to | ||||||
| Listens to everyone's concerns and makes helpful suggestions | Displays cooperative behavior when in a group | Is unable to adjust to co-workers, seldom speaks to others | ||||||
| Shows respect for opinions of others | Jumps to conclusions quickly | |||||||
| Is aware of differences and tries to work out good compromises | Shows an open-minded attitude | Sees only one side of any problem | ||||||
| Blames others for problems | ||||||||
| Argues, complains constantly | ||||||||