"Performance Evaluation Form - Executive Director/ Chief Executive Officer - International Federation of Gynecology and Obstetrics"

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Tool 3.15
Template: Performance Evaluation Form - Executive Director/
Chief Executive Officer
Note: This document is provided for information purposes only. Health
professional associations making use of this resource should revise and modify it
for use in their specific circumstances.
This performance evaluation can be adapted for the position of senior
administrative staff.
[
]
The Association of Ob/Gyn of XXX
[ADDRESS]
Please note: If no performance objectives have been set for the first performance evaluation, skip
Section 1 and proceed with the next sections.
Date of the evaluation:
Name of the Executive Director/Chief Executive Officer:
Name of the evaluators:
Period covered by this evaluation:
SECTION 1: KEY OBJECTIVES AND PERFORMANCE EVALUATION
Key objectives of the Executive Director/Chief Executive Officer’s job description:
1.
2.
3.
4.
5.
6.
1
Tool 3.15
Template: Performance Evaluation Form - Executive Director/
Chief Executive Officer
Note: This document is provided for information purposes only. Health
professional associations making use of this resource should revise and modify it
for use in their specific circumstances.
This performance evaluation can be adapted for the position of senior
administrative staff.
[
]
The Association of Ob/Gyn of XXX
[ADDRESS]
Please note: If no performance objectives have been set for the first performance evaluation, skip
Section 1 and proceed with the next sections.
Date of the evaluation:
Name of the Executive Director/Chief Executive Officer:
Name of the evaluators:
Period covered by this evaluation:
SECTION 1: KEY OBJECTIVES AND PERFORMANCE EVALUATION
Key objectives of the Executive Director/Chief Executive Officer’s job description:
1.
2.
3.
4.
5.
6.
1
Tool 3.15
Key objectives defined and agreed to by the Executive Director/Chief Executive Officer and the
Board/Executive Committee for this evaluation period
Key objectives
Performance indicators
1.
2.
3.
4.
5.
SECTION 2: PERFORMANCE EVALUATION — COMMENTS
Provide comments on the performance of the Executive Director/Chief Executive Officer with regard
to the following (insert comments in bullet form):
Remember:
Keep in mind the Executive Director/Chief Executive Officer’s performance objectives agreed
to for this period;
Focus on performance and not personality;
List achievements and difficulties/weaknesses;
Include examples where possible.
Skills
To consider when assessing
Direction
Leadership
The Executive Director/Chief Executive Officer:
Participates in the creation and the promotion
Comments:
of the association’s mission, vision and values;
Initiates and follows through with change;
Is visible, approachable and earns respect;
Inspires and motivates others;
Builds a high performance team, which
includes volunteer members and staff;
Demonstrates the high standards of integrity,
honesty and fairness expected;
Carries forward decisions of the governing
body.
Strategic thinking and planning
Identifies strategic aims and anticipates future
demands, opportunities and constraints;
Comments:
Demonstrates knowledge and sensitivity of
stakeholders’ needs, within and outside the
association;
Translates strategic aims into practical and
achievable plans;
Makes decisions in a timely manner, even in
uncertain circumstances.
Delivery of results
Defines results, taking into account the needs
of the stakeholders, within and outside the
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Tool 3.15
Comments:
association;
Delivers results on time, on budget and
according to the agreed upon standards;
Demonstrates strong project and contract
management skills;
Ensures that others organise their work to
achieve the objectives set out;
Encourages feedback on performance and
makes improvements based on them;
Makes clear and considered recommendations
to the governing body.
Management and Communication
Management of people
Consults volunteer members and staff and
identifies their training needs;
Comments:
Establishes and communicates clear work
standards and expectations;
Gives recognition to and helps volunteer
members and staff develop their full potential;
Addresses constructively and appropriately
poor performance;
Builds trust, good morale and cooperation
within the team;
Delegates effectively, making the best use of
skills and resources within the team;
Recognises the importance of face-to-face
communication and responds to feedback
from volunteer members and staff.
Communication
Negotiates effectively and is able to handle
difficult situations;
Comments:
Is concise and persuasive orally and in writing;
Listens to what is said and is sensitive to the
reactions of others;
Demonstrates ability to deliver presentations
and to deal with the media;
Communicates effectively with the President
and other Board/Executive Committee
members.
Management of financial and other resources
Negotiates, commits and realigns resources to
meet key priorities;
Comments:
Leads processes to access new resources and
to use them more effectively;
Ensures administrative systems and processes
are in place to monitor and control resources;
Manages contracts and relationships with
suppliers and funders effectively.
Personal Contribution
Personal effectiveness
Takes a firm stance when circumstances
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Tool 3.15
warrant;
Comments:
Is aware of personal strengths and weaknesses
and their impact on others;
Pursues adopted strategies with energy and
commitment;
Adapts quickly and is flexible to new demands
and changes;
Manages own time well to meet competing
priorities;
Offers objective advice to the Board/Executive
Committee without fear or favour.
Expertise
Has in-depth knowledge and experience
related to the work of the association;
Comments:
Knows when and how to find and use sources
of expertise, within and outside the
association;
Understands the environment within which
the association evolves, including
parliamentary and political processes;
Applies best practices from other sectors and
organisations;
Understands how policy impacts on
operations, staff, volunteers and others who
may be involved with the association.
Intellect and judgement
Generates original ideas with practical
applications;
Comments:
Focuses on key issues and principles;
Defends logic of own position but also
responds positively to reasoned alternatives;
Encourages creative thinking by others;
Delegates decisions appropriately.
SECTION 3: Way Forward
This section should be developed conjointly by the evaluator(s) and the Executive Director/Chief
Executive Officer after the above sections have been shared and discussed with the individual.
Remember:
The key objectives for the next period should be linked to the association’s strategic priorities.
When completing the training and development plan, consider activities such as coaching,
mentoring by someone within the association, courses, conferences or further education, etc.
Job description: Does the job description still reflect the current duties and responsibilities of the
Executive Director/Chief Executive Officer? Does it need updating? If yes, how will this be done (please
specify)?
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Tool 3.15
Key Objectives for Next Period
Key objectives
Timelines
Performance indicators
1.
2.
3.
4.
5.
What major difficulties can the Executive Director/Chief Executive Officer potentially face in
progressing toward achievement of these objectives?
What other resources are needed to achieve these objectives?
Personal training and development plan
Training or
development
Action(s)
Timeline
Responsibility
Estimated budget
needs
Executive Director/Chief Executive Officer’s Comments
Evaluators’ Comments
5