Use an effective chain of command, delegates effectively, maintains current job descriptions and conducts regular performance evaluations.Rate the overall performance of the manager in Financial Management. Met or exceeded all of lender’s financial covenants.Not more than 15 percent of accounts receivable should be more than 60 days old.General Performance Standards (each board should develop their own standards) Standard Actual Achieved Met Exceeded Rate the overall performance of the manager in Marketing. Analyzed member satisfaction or sales patterns during previous year.Annual grain turnover should be greater than 1.2 turns.Specific Performance Standards (examples) Market share in grain greater than 40 percent of the potential in the trade territory.Market share in fertilizer greater than 25 percent of potential in trade territory.Aggressively pursue grain market share.General Performance Standards Not Achieved Met Exceeded Rate the Overall Performance of the Manager in Manager/Board Relations. Seek new business opportunities or ideas for increasing productivity.Assist the board in establishing strategic plans, implementing actions to achieve strategic goals and measure progress toward goals.Advise the board on needed resources, facilities, capital and operating needs.Make good timely decisions, identify and follow up on problems, and provide general leadership?.Develop realistic budgets and operating plans, and provide timely reports identifying progress and reasons for variations.Provide information to the board on a timely basis that allows the board to make informed decisions.General Performance Standards Seldom Always There is also an opportunity at the end of each section to provide additional input by answering the questions provided. The one thing that should remain the same is that the evaluation process is used to help the cooperative move forward.Īnswer each of the following questions by ranking them according to the scale provided at the top of each section. The form can be refined in future years as the board and manager develop and change. The sample evaluation form below can be used as a starting point. Performance standards should be continuously evolving with the growth and changing role of the cooperative.Įach board should develop an evaluation process that they are comfortable with. Setting the standards should be a joint activity of the manager and board. Standards should cover all functions of the manager’s job and can involve both outcome and activities. The appraisal process revolves around the identification of realistic and attainable performance standards. Developing a formal process that is routinely applied makes appraisal less confrontational. Authors: Phil Kenkel, Oklahoma State UniversityĪppraising the manager’s performance is an important activity for the board of directors.
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