Performance Evaluation
There were three major reasons I was employed as a communications manager. First is my background training as a professional journalist. As a professional journalist, I am a news reporter, writer, and commentator on public issues and a media relations manager. I bring with me to the job my training in public administration. All these factored together make my background training best suited to work in the management of an agency or nonprofits as an image maker, making the public understand the services the agency or nonprofit offers, and resolving any misunderstanding or misconception that the public may have or harbor concerning the agency or nonprofit’s service delivery.
Summary/Overview of the position: The communications manager is charged with managing the development and implementation of internal relations and communications strategy, plans and programs in support of the organization’s wide-goals - spanning organization’s entities, departments and disciplines to achieve objectives and develop positive relations with all stakeholders. Essential functions are initiating, developing and implementing a communications process linking organizational goals with communication objectives, strategies, messages and vehicles. Manages ongoing communications, consults with leadership for development of strategies, key messages and the needs for communications to support organizational programs. The public communications manager is familiar with and possesses a sound knowledge of the agency or nonprofit’s operations and service delivery. This is necessary to avoid unnecessary entanglement and avoidable exacerbation of minor errors in the handling of the agency or nonprofit’s day to day relationship with its public, and unintentional creation of flaws for the leaders of the agency or nonprofit.
Performance Review
Employee Name: Abiodun Giwa Date:01/02/2018 - 04/10/2018
Position: Communications Manager Department: Public Affairs
Part 1: Circle the number or description/remark that best represents employee’s performance for each attribute or use the rating section to indicate employee’s performance level for each attribute.
Quality/Accuracy of work 1 2 3 4 5
1. Deficiency
2. Below Standard
3. Meets Expectations
4. Above Standard
5 Outstanding
. Quantity of work 1 2 3 4 5
1. Deficiency
2. Below Standard
3. Meets Expectations
4. Above Standard
5. Outstanding
Dependability 1 2 3 4 5
1. Deficiency
2.Below Standard
3. Meets Expectations
4. Above Standard
5.Outstanding
Attendance/Punctuality 1 2 3 4 5
1. Deficiency
2 Below Standard
3. Meets Expectations
4. Above Standard
4. Outstanding
Rating
Quality/Accuracy Quantity of work Dependability Attendance/Punctuality
5
5
5
5
5
Trait evaluation
Overall evaluation --------------- 4 Public Contacts--------------------5
Quality of work---------------------5 Appearance-------------------------5
Work initiative--------------------- 4 Knowledge of work----------------6
Judgement--------------------------3 Cooperation------------------------- 5
Dependability----------------------6 Supervisory--------------------------6
Unsatisfactory = 1 Improvement needed = 2 Average = 3
Very Good = 4 Outstanding = 5 Excellent = 6
Performance factors
Establishment of effective and result oriented media relations and establishment of robust relationship with the organization’s stakeholders, using the social media to advantage for effective interactions.
Develops a communication policy for internal use in dealing with the media, policy endorsed by and disseminated from the leadership of the organization.
The policy clearly underlines organization’s proactive and reactive stance guidelines for disclosure (what is proprietary and what is not) and who will be authorized spokesperson for the organization.
This means that no one in the organization can speak to the media concerning the organization without prior knowledge and approval of the Public Affairs department. Members of staff are informed of this development and if contacted by the media on any issue, the reporter of the media house be referred to the Public Affairs.
Only those medias and editors that can help ensure meeting organization’s goals and objectives are given seriously consideration for the organization’s media relations needs. They are considered as critical to organization’s success.
Ensures that there is nothing critical about the organization’s in news reports that goes unanswered from the media relations department in conjunction with the head of the division involved in the development.
It is official that the Public Affairs department cannot intervene in any news report, no matter how adverse to the agency, without first getting the truth of the matter from the head of division affected by the report.
It is also official that no staff of the agency can talk to the media on any development in the agency without formal approval from the Public Affairs department. This has been communicated to all staff of the agency and it has become agency policy.
Giwa has brought excellent inter-personal skills to bare on the public Affairs interaction with other divisions in the agency aside from new rules guarding the agency’s interaction with the public.
It is very rare to see an employee beaming with life and moving across divisions, interacting with divisional heads and staff with an aim to know about how the Public Affairs is doing in term of interaction with the public through the media.
Almost everyone in the agency say that as a new communications manager, he has brought a new lease of life to the Public Affairs department.
And when he is confronted with this fact, he says it is what must be done and do not expect a special appreciation, because it is what he is paid to do. He says it clearly that if he is in a different organization, he will do the same thing.
He says that it is part of his plan to leave a footprint as a permanent feature of the Public Affairs department, for the staffs to take their work seriously toward impacting the agency and enhance the agency’s performance.
Justification Sheet and Development Plan-Interim
Began as an communications manager at the public Affairs department June. 20, 2017 in charge of media relations. He has demonstrated a rare knowledge and understanding of effective media relations beyond mere establishment of contacts with the media. Giwa has proved that he is a communications specialist and an asset to the agency. He adheres to the practices, policies and procedures of the Public Affairs department and the agency. He has continued with the enhancement of the Public Affairs department for the agency’s benefits.
Contextual Performance
He is in his office ahead of his subordinates. And he is mostly left behind after closing hours still busy. He is noted for his readiness to helps others when needed. He is hands on training his subordinates to do the new ways that he has introduced to the Public Affairs department. He has demonstrated interest in general leadership, negotiation, achievement striving, friendly disposition, sensitivity to others, collaborative work tendency, general trustworthiness. adherence to work ethics, attention to details, desire to generate ideas, tendency to think things through and emotional stability as enumerated by Joan E. Pynes in Personality Based Job Analysis.
Endorsement
I have reviewed the assessment and discuss the major goals, major job responsibilities, performance factors, point accumulation methodology and the evaluation conversion to the overall rating.
My signature indicates that I approve the elements.
Rater: Employee
Wednesday, March 2018
* I agree Disagree with the rating
* I agree Disagree with the endorsement
* I agree Disagree with the all elements
My signature indicates that the rater’s position is affirmed.
Date: Wednesday, December 13, 2018
Reviewer. Manager
Works Cited
Pynes E Joan. Human Resources Management for Public and Nonprofit. San Francisco: John Wiley, 2013. Print.
Anthony Daniel. Par Committee Model Civil Service Commission: Employee Form. State of New Jersey Civil Service Commission. New Jersey, 2018. Print.
Howard M. Carole, Mathews Wilmer K. On Deadline: Managing Media Relations. Waveland Press, 2000. Illinois. Print.
Summary/Overview of the position: The communications manager is charged with managing the development and implementation of internal relations and communications strategy, plans and programs in support of the organization’s wide-goals - spanning organization’s entities, departments and disciplines to achieve objectives and develop positive relations with all stakeholders. Essential functions are initiating, developing and implementing a communications process linking organizational goals with communication objectives, strategies, messages and vehicles. Manages ongoing communications, consults with leadership for development of strategies, key messages and the needs for communications to support organizational programs. The public communications manager is familiar with and possesses a sound knowledge of the agency or nonprofit’s operations and service delivery. This is necessary to avoid unnecessary entanglement and avoidable exacerbation of minor errors in the handling of the agency or nonprofit’s day to day relationship with its public, and unintentional creation of flaws for the leaders of the agency or nonprofit.
Performance Review
Employee Name: Abiodun Giwa Date:01/02/2018 - 04/10/2018
Position: Communications Manager Department: Public Affairs
Part 1: Circle the number or description/remark that best represents employee’s performance for each attribute or use the rating section to indicate employee’s performance level for each attribute.
Quality/Accuracy of work 1 2 3 4 5
1. Deficiency
2. Below Standard
3. Meets Expectations
4. Above Standard
5 Outstanding
. Quantity of work 1 2 3 4 5
1. Deficiency
2. Below Standard
3. Meets Expectations
4. Above Standard
5. Outstanding
Dependability 1 2 3 4 5
1. Deficiency
2.Below Standard
3. Meets Expectations
4. Above Standard
5.Outstanding
Attendance/Punctuality 1 2 3 4 5
1. Deficiency
2 Below Standard
3. Meets Expectations
4. Above Standard
4. Outstanding
Rating
Quality/Accuracy Quantity of work Dependability Attendance/Punctuality
5
5
5
5
5
Trait evaluation
Overall evaluation --------------- 4 Public Contacts--------------------5
Quality of work---------------------5 Appearance-------------------------5
Work initiative--------------------- 4 Knowledge of work----------------6
Judgement--------------------------3 Cooperation------------------------- 5
Dependability----------------------6 Supervisory--------------------------6
Unsatisfactory = 1 Improvement needed = 2 Average = 3
Very Good = 4 Outstanding = 5 Excellent = 6
Performance factors
Establishment of effective and result oriented media relations and establishment of robust relationship with the organization’s stakeholders, using the social media to advantage for effective interactions.
Develops a communication policy for internal use in dealing with the media, policy endorsed by and disseminated from the leadership of the organization.
The policy clearly underlines organization’s proactive and reactive stance guidelines for disclosure (what is proprietary and what is not) and who will be authorized spokesperson for the organization.
This means that no one in the organization can speak to the media concerning the organization without prior knowledge and approval of the Public Affairs department. Members of staff are informed of this development and if contacted by the media on any issue, the reporter of the media house be referred to the Public Affairs.
Only those medias and editors that can help ensure meeting organization’s goals and objectives are given seriously consideration for the organization’s media relations needs. They are considered as critical to organization’s success.
Ensures that there is nothing critical about the organization’s in news reports that goes unanswered from the media relations department in conjunction with the head of the division involved in the development.
It is official that the Public Affairs department cannot intervene in any news report, no matter how adverse to the agency, without first getting the truth of the matter from the head of division affected by the report.
It is also official that no staff of the agency can talk to the media on any development in the agency without formal approval from the Public Affairs department. This has been communicated to all staff of the agency and it has become agency policy.
Giwa has brought excellent inter-personal skills to bare on the public Affairs interaction with other divisions in the agency aside from new rules guarding the agency’s interaction with the public.
It is very rare to see an employee beaming with life and moving across divisions, interacting with divisional heads and staff with an aim to know about how the Public Affairs is doing in term of interaction with the public through the media.
Almost everyone in the agency say that as a new communications manager, he has brought a new lease of life to the Public Affairs department.
And when he is confronted with this fact, he says it is what must be done and do not expect a special appreciation, because it is what he is paid to do. He says it clearly that if he is in a different organization, he will do the same thing.
He says that it is part of his plan to leave a footprint as a permanent feature of the Public Affairs department, for the staffs to take their work seriously toward impacting the agency and enhance the agency’s performance.
Justification Sheet and Development Plan-Interim
Began as an communications manager at the public Affairs department June. 20, 2017 in charge of media relations. He has demonstrated a rare knowledge and understanding of effective media relations beyond mere establishment of contacts with the media. Giwa has proved that he is a communications specialist and an asset to the agency. He adheres to the practices, policies and procedures of the Public Affairs department and the agency. He has continued with the enhancement of the Public Affairs department for the agency’s benefits.
Contextual Performance
He is in his office ahead of his subordinates. And he is mostly left behind after closing hours still busy. He is noted for his readiness to helps others when needed. He is hands on training his subordinates to do the new ways that he has introduced to the Public Affairs department. He has demonstrated interest in general leadership, negotiation, achievement striving, friendly disposition, sensitivity to others, collaborative work tendency, general trustworthiness. adherence to work ethics, attention to details, desire to generate ideas, tendency to think things through and emotional stability as enumerated by Joan E. Pynes in Personality Based Job Analysis.
Endorsement
I have reviewed the assessment and discuss the major goals, major job responsibilities, performance factors, point accumulation methodology and the evaluation conversion to the overall rating.
My signature indicates that I approve the elements.
Rater: Employee
Wednesday, March 2018
* I agree Disagree with the rating
* I agree Disagree with the endorsement
* I agree Disagree with the all elements
My signature indicates that the rater’s position is affirmed.
Date: Wednesday, December 13, 2018
Reviewer. Manager
Works Cited
Pynes E Joan. Human Resources Management for Public and Nonprofit. San Francisco: John Wiley, 2013. Print.
Anthony Daniel. Par Committee Model Civil Service Commission: Employee Form. State of New Jersey Civil Service Commission. New Jersey, 2018. Print.
Howard M. Carole, Mathews Wilmer K. On Deadline: Managing Media Relations. Waveland Press, 2000. Illinois. Print.
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