GDD Evaluation Form HR Form 2230 One Year Review ✓ Solved

Gdd Evaluation Form Hr Form 2230one Year Review Evaluation Periodthi

GDD EVALUATION FORM HR Form 2230 ONE YEAR REVIEW; Evaluation Period This evaluation is for the last year of employment () and the first year as Delivery Department Head. EVALUATOR: Division Head EMPLOYEE: You DEPARTMENT: Package Delivery Station JOB TITLE: Department Head EMPLOYEE BACKGROUND: You have been working for GDD for seven years. The first six years was in the position of Team Leaders at the Ontario Station Package Delivery Department. A year ago, your success as Team Leader was rewarded with a promotion to Department Head after your predecessor retired. In the last year, the department seems to be less productive and employees are not working well together.

In view of production loss and as part of the one-year review, a 360 evaluation was requested so that management could obtain a complete picture as to what may be causing the loss. The 360 evaluation has been completed and the results attached. Technical Skills Excellent. Knows how to get the packages delivered to clients quickly. Professional Communication Needs Improvement. Does not let employees know plans or targets for the entire department resulting in confusion and late deliveries. Initiative Good. Recognizes a problem or opportunity and is proactive in solving the problem or seizing opportunities. Problem Solving Generally Good. Needs improvement in involving others to help with creative solutions, ideas and implementation. Teamwork Capable of leading a small team but is less successful in leading large teams within the department. Coworker Relations Needs improvement. Appears to be losing his people to confusion in job direction. Work Ethic Excellent. Works long hours and cares about the work. In need of developing better people skills, he could work fewer hours and relax more. Adaptability Needs improvement. Is accepting of change but does not always know how to implement the change. Success in Meeting Departmental Goals Needs improvement. Department has only met two of five goals set for the department in the past year, which has significantly affected the success of the package delivery at his station. Shows Direction and Vision Needs improvement in all areas. Accountability to Others Weak. See Peer review summary for details. Approachable Needs improvement. Peer Feedback: The review consists of six department heads in other GDD stations. The following is a summary of the results: While liked personally, it is at times difficult to produce a consistent work product. Several flights with package loads have not arrived in a timely fashion and deliveries have frequently been late. As a result, credits were issued to clients. In the past several months, many of the department heads have sensed a state of confusion regarding the priorities of the workload. When the team leader was pressed for information, a clear answer is not always received. Direct Report Feedback: · Viewed as person who behaves in a manner consistent with GDD values. · Displays conflicting attitudes about helping others. Sometimes he is willing to help but at other times he cannot be bothered, especially if it involves people who are working in a team other than his old group. · Complies with company policies but seems to ignore procedures if it means that his favorite team needs something fast. · Although courteous, is indifferent with others who are not in his favorite group. This point was noted by several people as a change from when he was Team Leader. He seemed to be available to everyone then and was jovial. “It is almost as if his personality changed from nice guy to snob. He acts like he knows everything and you don’t.” · Always positive when interacting with customers but can gently push aside others to control the conversation. This was noted by replacement Team Leader of his old group. · Does not demonstrate a willingness to listen to what others have to say. One of the workers said that he did not listen to others. Comments included, “he seems to be absent from the conversation. I am afraid to relate important ideas and information because I do not know if he heard me. I cannot trust him to remember what I was saying. Frankly, I am sure he is deliberately not listening because I am the opposite sex. I have not observed him treating the same sex this way”. · Does not demonstrate respect for the work and ideas of others. His replacement in the old group said, “I can be working on a project, and call a customer only to find that he has just gotten off the phone with them and has agreed to something completely different. The work is useless and my ideas are completely invalidated. Something the customers are quick to pick-up on this attitude. They no longer ask to speak to me since the call goes straight to him. Worse yet, my team is ignoring me too. They are tired of getting one set of instructions from me and having it changed quickly by him. I think I may have to look for another job if something is not done soon.” · Does not follow through with tasks. He is just not setting the targets for everyone to work. Many direct reports commented that they just do not know what to do anymore. If a process is supposed to change because it cut down on delivery time, you would start to work on the issue and then boom another task would take priority. The delivery time is still too long, costing us money, and the new tasks would not be done because a new priority would override the tasks. · Seems to play favorites with who gets the workload. Comments suggest that his old group gets the plum work while the other teams in the department are left with the mundane assignments. The old group is upset because they are overworked and the other teams are angry that they do not have interesting work to do. Oddly, the direct reports do not see the old group complicit in the division of work but rather there is a need to control all the “big” jobs instead.

Sample Paper For Above instruction

Introduction

Effective leadership in organizational settings relies heavily on the sophisticated use of people skills, which encompass communication, trust, emotional intelligence, and the ability to build meaningful relationships. Leadership is not solely about strategic vision or technical competence; rather, it is fundamentally rooted in the capacity to foster positive interactions and cultivate a collaborative environment. As organizations face evolving challenges, the importance of interpersonal skills becomes increasingly critical for achieving sustained success and maintaining a motivated workforce. This paper examines the importance of people skills for leaders, assesses personal strengths and weaknesses based on a hypothetical evaluation, and proposes a comprehensive relationship-building action plan aimed at enhancing leadership effectiveness.

The Importance of People Skills for Leaders

People skills serve as the foundation for effective leadership because they influence how leaders communicate, motivate, and influence their followers (Goleman, 1998). Leaders with strong interpersonal skills are better equipped to create trust, foster collaboration, and resolve conflicts, all of which are essential for organizational cohesion and performance (Liden et al., 2014). Additionally, leaders who demonstrate empathy and emotional intelligence can adapt their approach to meet the diverse needs of their team members (Goleman, 2000). Such skills directly impact employee satisfaction, engagement, and ultimately, organizational success (Kouzes & Posner, 2017). The ability to build genuine relationships enhances a leader’s credibility and inspires followers to align their efforts with organizational goals.

Identified Weaknesses in Relationship Building

Based on the hypothetical evaluation, several key weaknesses hamper effective relationship building. These include poor communication skills, a perceived indifferent attitude towards followers, favoritism, and inadequate follow-through on tasks. For example, the leader does not clearly communicate plans or targets, leading to confusion and reduced productivity among team members. Furthermore, displays of indifference and inconsistency in helping others erode trust and diminish team cohesion (Block, 2011). The preference for specific groups over others fosters perceptions of unfairness, undermining morale and collaboration. These weaknesses collectively hinder the leader’s ability to foster a positive work environment and to build the trust and rapport necessary for effective leadership.

The Impact of Weak People Skills on Success

Weak people skills significantly impede a leader’s ability to achieve organizational objectives. Communication deficiencies result in misunderstandings, delays, and decreased accountability. For instance, inconsistent instructions and favoritism create confusion, reduce staff motivation, and increase turnover (Kerns, 2014). A leader’s inability to display emotional intelligence affects their capacity to understand and manage their own emotions and those of others, leading to strained relationships and conflict escalation (Goleman, 2006). Without trust and respect, followers are less likely to be engaged, committed, or willing to go above and beyond their responsibilities. Consequently, these deficiencies are linked to lower departmental productivity, increased errors, and diminished customer satisfaction (Bass & Riggio, 2006).

The Significance of Leader-Follower Relationships

The relationship between leaders and followers is central to the strategic success of an organization. Strong leader-follower relationships are characterized by mutual trust, respect, and open communication (Graen & Uhl-Bien, 1995). These relationships facilitate the alignment of individual and organizational goals, fostering a collaborative environment necessary for implementing strategic initiatives (Dirks & Ferrin, 2002). When followers perceive their leader as trustworthy and supportive, they are more likely to exhibit high levels of engagement, innovation, and willingness to accept change (Boehm & Staples, 2016). Conversely, poor relationship quality can create resistance to change, undermine morale, and inhibit the achievement of strategic objectives (Yukl, 2013). Therefore, cultivating positive relationships is fundamental for translating strategic vision into organizational practice.

The Critical Factor Affecting Future Success

The most critical factor identified from the evaluation that could negatively impact future leadership success is the leader’s inconsistent communication and perceived favoritism. If these issues are not addressed, they will continue to erode trust and create divisions within the team, ultimately impairing organizational performance (Liden et al., 2014). Such perceptions can lead to disengagement, increased turnover, and a toxic work environment, threatening the leader’s ability to implement strategic goals and foster a cohesive team. Therefore, immediate corrective action is necessary to rebuild trust, promote fairness, and enhance communication transparency to ensure sustainable leadership effectiveness.

Practical Recommendations for Skill Improvement

1. Enhance Communication Skills: Engage in targeted training to improve clarity, active listening, and feedback techniques. Regularly communicate departmental goals and expectations to reduce confusion and foster alignment (Hackman & Johnson, 2013).
2. Develop Emotional Intelligence: Practice self-awareness and empathy through reflective exercises and coaching, thereby improving relationships and conflict management (Goleman, 2000).
3. Establish Fairness and Consistency: Implement transparent policies to ensure equitable distribution of work and recognition. Consistently apply procedures and avoid favoritism to rebuild trust and morale (Kerns, 2014).

Implementing these steps will strengthen interpersonal skills, improve organizational climate, and foster a culture of trust and collaboration. These improvements will enable the leader to move from a reactive management style to a proactive, relationship-centered leadership approach that aligns with organizational strategy and employee well-being (Northouse, 2018).

Conclusion

In leadership, the ability to build and maintain strong relationships is paramount for organizational success. Recognizing personal weaknesses and actively seeking to develop people skills are crucial steps toward effective leadership. Addressing issues such as communication gaps, favoritism, and emotional intelligence deficits will foster trust, enhance team cohesion, and improve overall performance. By adopting a strategic, ethical, and empathetic approach to relationship building, leaders can create a positive work environment that motivates employees, aligns with organizational goals, and ensures sustainable success in a dynamic business landscape.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
• Block, P. (2011). It's about people: The design of work. Jossey-Bass.
• Boehm, R., & Staples, H. (2016). Building trust and cooperation in teams: The role of leadership. Journal of Organizational Psychology, 16(2), 45-58.
• Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Goleman, D. (2006). Emotional intelligence in leadership. Harvard Business Review, 84(1), 82-91.
• Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219-247.
• Hackman, M. Z., & Johnson, C. E. (2013). Leadership: A communication perspective. Waveland Press.
• Kerns, C. D. (2014). Fostering communication, trust, and teamwork in organizations. Sage Publications.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson Education.