Hi 

I'm really strugling with the correct answer for question #2, the correct answer is listed as "C.Your opinions about what other employees think of Fernando's performance."

Opinions and what other employees think should not be documented for an evaluation, An opinion may or may not be factual how can you prove an opinion? Also it seems very demeaning to be asking other employees what their opinion of their co-worker is and use it on an evluation. The evaluation should be based on facts and performance not on opinions. If anything the answer should have "documented opinions" or factual thoughts and opinions" in the answer...just my thoughts on the answer. Can anyone help change my thoughts on this answer?

When is it appropriate for a non-HR employee to discuss salary?

After delegating the task of CCST training to a subordinate due to personal hectic schedules and a heavy workload, the employee reverse delegated the task back to me because of the time limit set by the software and the already busy work schedule the employee had. I accepted the reverse delegation, rearranged my already busy schedule, and spent four hours online with the training modules because the TWC requirement is critical for our continued work.

We are a small business with 4 employees.. a director, manager, bookkeeper, and receptionist. The receptionist and bookkeeper are required to assist in other areas as needed and they do a good job. Recently the bookkeeper asked for more responsibility. I obliged and discussed the new task she would be performing and gave an outline and discussed standards. She took the job happily. After the first task was completed and we were reviewing her work, I noticed many errors. The errors were in spelling, grammar, incorrect entries, and shortcuts were taken when it was specified not to do so. We discussed the errors and the employee was indignant and not readily accepting responsibility for her shortcomings. I allowed her to reflect and then met with her the next day. She was apologetic and said she would like to try again. She was then assigned a new task closely related to the last. She took it with a good attitude and even said, "I'm going to do it right this time." This task was completed and turned in. Upon review I found the same type of mistakes and errors. When discussing this the same type of behavior was displayed by the employee and she became agitated about her errors. She even argued that she was right. Delegating tasks to her has resulted in double work and more stress. The tasks assigned were entry level. If these tasks can't be completed correctly, there are no more that we can give her. Do you have advice on delegating to employees who are not willing to learn from their mistakes?

Is it appropriate to evaluate part-time employees in the same manner as full-time employees?

When is it appropriate to dismiss/terminate an employee after multiple negative evaluations? And how many evaluations would it take to do so?

If delegating certain tasks, jobs or projects become constant then wouldn't that become part of that persons job description?

What do you find to be the most important qualities in an candidate when deciding on whether to hire?

Why is accountability and validation important in leading employees?

What personalities have you found that you best work with?

What methods have you used to encourage mentoring without potential negative feedback on an annual evaluation? Does a mentor report to the manager?

Delegation has always been one of the areas that I have concentrated on improving through out my career. I will admit that I have become more comfortable as I have progressed in different positions in my career.

Delegating and understanding are important in delegating work i have also read it helps to "write down what was agreed to and have it SIGNED by both the boss and the delegate" to make sure what is need to know is known. Delegation is also good in showing your employe that you trust them with more.