The Manager Contribution Assessment is a cost effective and efficient tool that
evaluates how well a manager performs from up to 4 different respondent group perspectives (the manager and supervisor, reports,
peers and a 4th as needed). It evaluates quickly and objectively 5 Managerial Challenges based on 15 Personal Capabilities,
those management practices that are crucial to the attainment of a high level of individual performance. The Manager Contribution Assessment:
- Identifies a manager’s strengths and weaknesses
- Enables the manager with the supervisor to select areas for improvements
- Helps the manager compare the perceptions of different groups with whom he/she works
- Enables the manager to make a comparison with the aggregate evaluations of other managers (benchmarking)
The Manager Contribution Assessment uses a customized questionnaire of 4 questions for each Personal
Capability answered by the manager, his/her supervisor and reports (the respondents rates each question on a scale of 0-10), and 2
questions for peers and an optional fourth category (e.g. senior management).
The following table defines each of these 15 Personal Capabilities and the 5 Managerial Challenges
that make up the model on which the diagnostic is based. These Personal Capabilities and Challenges are common to managers at all
levels and are made specific to the organization by the customized questions.
| 5 Managerial Challenges |
15
Personal Capabilities |
PERSONAL PERFORMANCE
improving one’s personal results. |
| Quantity/Quality of Output Is my output at its optimum? |
| Problem Solving
Can my problem solving abilities be improved? |
| Decision Making Is my decision making accurate and timely? |
|
MANAGEMENT EFFECTIVENESS
managing effectively both human and physical assets. |
| Employee Selection Do I ensure that the best person has been selected for the position according to a current job profile? |
| Workplace Environment Within my authority, do I develop a work environment that stimulates my employees to do their best? |
| Team Building Do I generate a spirit of teamwork and build effective teams when needed? |
|
EMPLOYEE SUPPORT
ensuring that the work atmosphere is cooperative, non threatening and supportive. |
| Employee Dialogue Do I discuss with my employees their performance with a view to helping them improve? |
| Employee Coaching Do I ensure my employees get training to improve performance or arrange appropriate job changes in a timely manner? |
| Employee Partnering
Do I, through my actions, develop loyalty and trust with my employees? |
|
LEADERSHIP
being seen as a leader by employees. |
| Influence Through my actions, ability and knowledge, can I motivate and convince employees? |
| Foresight With the help of research and inquiry, am I sufficiently sensitive to the impact of future events? |
| Customer Focus Do I instill in my employees the importance of being responsive to the beneficiaries of our team output? |
|
MANAGEMENT STYLE
developing a management style that is participatory, open, flexible and inclusive. |
| Employee Involvement Do I promote an exchange of ideas/information to stimulate employees to feel involved with the success of the organization? |
| Supervisory Approach Am I sufficiently adaptable and open and do I welcome discussion? |
| Responsibility Delegation Am I willing to give employees opportunities to take on more responsibility? |
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| All CSI diagnostics are implemented in a similar
manner (see “Implementation”) |
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MANAGER CONTRIBUTION ASSESSMENT
Benefits |
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All managers who are committed to self improvement can benefit from an individual
Manager Contribution Assessment. Information contained in the 3600 assessment report, with the help of
an H.R. professional internal or external to the organization, will identify
the individual’s strengths and weaknesses. Based on this, a training or
mentoring plan can be put into place that will benefit both the manager and the
organization.
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| SUPERVISOR/MANAGER ALIGNMENT |
Does the manager see him/her self in the same way as his/her supervisor. Where the perception of a weakness is shared, improvement initiatives are obvious. Where alignment is lacking, an open and candid discussion will help clarify differences? |
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| REPORTING EMPLOYEE PERCEPTIONS |
The perceptions of the manager’s reports (employees reporting to him/her) helps the manager adjust his/her approach to improve team output?
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| PEER PERCEPTIONS |
How does the manager integrate with the management team as seen by his/her peers?
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| SENIOR MANAGEMENT IMPRESSIONS |
As an option, what impression does senior management have of the manager |
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