Meca Portfolio

MECA
Training and Development Manager
Portfolio
Job Analysis
Structured Interview
Employee Evaluation
Employee Satisfaction
Michael Heredia
Eileen Joyce-Prahalis
Cara Laban
Angela Ninivaggi
MECA
Job Analysis
Tasks by Category
Incumbent Survey
Knowledge, Skills, Abilities and Other
Task and KSAO Crossover
Competencies
Cara Laban
Eileen Joyce-Prahalis
Michael Heredis
Angela Ninivaggi
TASKS BY CATEGORY
I.
Needs Analysis
1. Conduct Organizational Analysis to decide what the organization as a
whole may need
2. Assess training needs for departments with management team
3. Assess employees need for training to improve productivity
4. Conduct surveys to identify training needs based on projected production
processes, changes, and other factors
5. Conduct Work/Task Analysis to see what work tasks need to be trained
6. Investigate what type of training best suits the needs for the organization
(I.e. class-room training vs. virtual training)
II.
Budget Management
7. Create a complete and efficient training budget
8. Budget expenditures for materials, production and distribution
9. Ensure operations are managed within authorized budgets
10. * Validity Check Item
11. Conduct Cost-Benefit Analysis to calculate the return on training
III.
Program Development
12. Align training with the organizations strategic goals
13. Develop programs that optimize available resources for training
14. Identify opportunities to outsource training curriculum design,
development & delivery
15. Partner with regional and global operations to optimize business results
16. Facilitate activities and events based on organizational climate to
enhance training effectiveness
17. Develop training for New Hires to follow company policies
18. Develop Continued Education Training to keep employees up-to-date
19. Develop programs in leadership, soft skills, technical skills and train-thetrainer
IV.
Instructor Training
20. Teach training methods and skills to instructors and supervisors to properly
implement courses
21. Manage staff of classroom facilitators to ensure consistency
22. Help managers and trainers solve specific training problems, either on a
one-to-one basis or in groups
MECA
V.
Employee Training
23. Coach and support staff through operational changes and supervision
issues
24. Conduct orientation sessions for new employees
25. Conduct continuing education training to keep employees current
26. Conduct New Hire Training to train new employees in company policies
27. Devise individual learning plans, if needed
28. Use classroom training, demonstrations, on-the-job training, meetings,
conferences, and workshops, as methods for training
29. Conduct or arrange for ongoing technical training and personal
development classes for staff members
VI.
Program Revision
30. Keep current with developments in training methods
31. Update training programs to ensure that they are current
32. * Validity Check Item
33. Research new technologies in the workplace
34. Present research findings to upper management
35. Apply new instructional methods, as needed
36. Maintain a thorough knowledge of policies, procedures, products and
services, system changes and updates as well as regulatory issues
VII.
Program Supervision
37. Monitor training schedule
38. Keep detailed training records
39. Manage training delivery, measurement and follow-up as necessary
40. Manage external training and accreditation facilities
41. Organize logistics for training
42. Monitor activities, costs, and performance so goals are attained
43. Report on activities, costs, and performance to assess goal
44. Prioritize demands and deadlines to avoid confusion
VIII.
Employee Progress Evaluation

45. Develop tests and exercises that will demonstrate the knowledge level of
trainee
46. Consult with management on employees job performance
47. Provide recommendations for improvement
48. Conduct performance evaluations
49. Provide performance feedback
50. Assist with the development of strategic plans
51. Report course results to upper management
MECA
IX.
Program Effectiveness Evaluation

52. Evaluate the effectiveness of training programs
53. Evaluate instructor effectiveness
54. Implement methods to measure training effectiveness
55. Provide on-going analysis of learning programs
56. Utilize feedback to initiate changes, refinements and improvements
X.
Interpersonal Relations
57. Build cross-functional relationships to ensure cohesiveness
58. Develop trusting relationships across all levels to create common goals
59. Address employee conflicts to avoid future problems
60. Provide support to employees undergoing training to ease stress
61. Coordinate with liaison team on training activities
XI.
Legal
62. Conduct all required ethical training
63. Ensure all training meets internal and external regulations
64. Confer with HR regarding policies and procedures
XII.
Staff Management
65. Manage Training and Development of employees
66. Assign work tasks for staff
67. Recruit employees, as needed
68. Conduct staff meetings to update staff
MECA
MECA
INCUMBENT SURVEY
This is a survey being conducted by MECA to help us learn more about your job duties and responsibilities. The following
survey will help us to provide accurate compensation, benefits, performance appraisals, hiring procedures and training
needs. You are receiving this survey because we feel your input would help us to gain valuable insight into your jobs
duties. Please be advised that any results recorded in the following survey will remain anonymous.
The following survey will ask you about a variety of different possible job tasks. You will be asked to make 2 ratings for
each task, one for frequency, You are to read each item carefully and circle the answer you feel corresponds most with
your job. Use the scale to select the best number. Please be sure to answer each item truthfully, we appreciate you
taking the time to complete this survey.
Scale- Frequency
Scale- Importance
0=Never
UI=Unimportant (Not necessary for job performance)
1=Less than once a week
SI=Somewhat Important (Aids in job performance)
2=1-2 times per week
E=Essential (Vital for job performance)
3=3-4 times per week

4=5 or more times per week
Task
Frequency
Importance
Never <1/wk. 1-2/wk. 3-4/wk.
5/wk.
UI
SI
1.
Conduct Organizational Analysis to decide what

the organization as a whole may need
2.
Assess training needs for departments with

management team
3.
Assess Employees need for training to improve

productivity
Scale
Frequency:0=Never, 1=Less than once a week, 2=1-2 times per week 3=3-4 times per week 4=5 or more times per wee
Importance: UI=Unimportant (Not necessary for job performance) SI=Somewhat Important (Aids in job performance)
MECA
Task
Frequency
Importance
Never <1/wk. 1-2/wk. 3-4/wk.
5/wk.
UI
SI
Conduct surveys to identify training needs based on

projected production processes, changes, and
other factors
5.
Conduct Work/Task Analysis to see what work tasks

need to be trained
6.
Investigate what type of training best suits the

needs for the organization (i.e. classroom training
vs. virtual training)
7.
Create a complete and efficient training budget
8.
Budget expenditures for materials, production and

distribution
9.
Ensure operations are managed within authorized

budgets
10.
* Analyze and modify compensation and benefits

policies
11.
Conduct Cost-Benefit Analysis to calculate the

return on training
12.
Align training with the organizations strategic goals
13.
Develop programs that optimize available

resources for training
14.
Identify opportunities to outsource training

curriculum design, development and delivery
4.
Scale
MECA
Task
Frequency
Importance
Never <1/wk. 1-2/wk. 3-4/wk.
5/wk.
UI
SI
15.
Partner with regional and global operations to

optimize business results
16.
Facilitate activities and events based on

organizational climate to enhance training
effectiveness
17.
Develop training for New Hires to follow company

policies
18.
Develop Continued Education Training to keep

employees up-to-date
19.
Develop programs in leadership, soft skills, technical

skills and train-the-trainer
20.
Teach training methods and skills to instructors and

supervisors to properly implement courses
21.
Manage staff of classroom facilitators to ensure

consistency
22.
Help managers and trainers solve specific training

problems, either on a one-to-one basis or in groups
23.
Coach and support staff through operational

changes and supervision issues
24.
Conduct orientation sessions for new employees
25.
Conduct continuing education training to keep

employees current
Scale
MECA
Task
Frequency
Importance
Never <1/wk. 1-2/wk. 3-4/wk.
5/wk.
UI
SI
26.
Conduct New Hire Training to train new employees

in company policies
27.
Devise individual learning plans, if needed
28.
Use classroom training, demonstrations, on-the-job

training, meetings, conferences, and workshops, as
methods for training
Conduct or arrange for ongoing technical training

and personal development classes for staff
members
30.
Keep current with developments in training

methods
31.
Update training programs to ensure they are

current
32.
* Manage backup, security and user help systems
33.
Research new technologies in the workplace
34.
Present research findings to upper management
35.
Apply new instructional methods, as needed
36.
Maintain a thorough knowledge of policies,

procedures, products and services, system
changes, and updates on regulatory issues
Monitor training schedule
29.
37.
Scale
MECA
Task
Frequency
Importance
Never <1/wk. 1-2/wk. 3-4/wk.
5/wk.
UI
SI
38.
Keep detailed training records
39.
Manage training delivery, measurement and followup as necessary
40.
Manage external training and accreditation

facilities
41.
Organize logistics for training
42.
Monitor activities, costs, and performance so goals

are attained
43.
Report on activities, costs, and performance to

assess goals
44.
Prioritize demands and deadlines to avoid

confusion
45.
Develop tests and exercises that will demonstrate

the knowledge level of trainee
46.
Consult with management on employees job

performance
47.
Provide recommendations for improvement
48.
Conduct performance evaluations
49.
Provide performance feedback
50.
Assist with the development of strategic plans
Scale
MECA
Task
Frequency
Importance
Never <1/wk. 1-2/wk. 3-4/wk.
5/wk.
UI
SI
51.
Report course results to upper management
52.
Evaluate the effectiveness of training programs
53.
Evaluate instructor effectiveness
54.
Implement methods to measure training

effectiveness
55.
Provide on-going analysis of learning programs
56.
Utilize feedback to initiate changes, refinements

and improvements
57.
Build cross-functional relationships to ensure

cohesiveness
58.
Develop trusting relationships across all levels to

create common goals
59.
Address employee conflicts to avoid future

problems
60.
Provide support to employees undergoing training

to ease stress
61.
Coordinate with liaison team on training activities
62.
Conduct all required ethical training
63.
Ensure all training meets internal and external

regulations
Scale
MECA
Task
Frequency
Importance
Never <1/wk. 1-2/wk. 3-4/wk.
5/wk.
UI
SI
64.
Confer with HR regarding policies and procedures
65.
Manage Training and Development of Employees
66.
Assign work tasks for staff
67.
Recruit employees, as needed
68.
Conduct staff meetings to update staff
MECA
KNOWLEDGE, SKILLS, ABILITIES AND OTHER

A Training and Development Manager must have the knowledge of:
1. Conducting an organizational analysis (capital, time, human, tools)
2. Detecting training needs of employees and be familiar with certain
specific training methods
3. Survey development and implementation
4. A Work/task analysis
5. All training methods including classroom instruction, on the job training, elearning, mobile learning, virtual training, and self-directed learning
programs
6. Budget development
7. Cost-benefit analysis implementation
8. Development of training programs to best fit company on hand
9. Development of training specializing in new hires
10. Development of continued education training for employees
11. Keeping training in accordance to policies and procedures
12. Leadership development
13. Teaching training to trainers and advanced knowledge of the jobs at
hand
14. What to look for in hiring classroom facilitators
15. Development of individual learning plans
16. Up-to-date training techniques
17. How to conduct research
18. Up and coming trends in workplace development
19. statistical analysis
20. Statistical program operations (SPSS, ITEMAN, etc.)
21. Federal, State and local employment laws pertaining to personnel
practices
22. Appropriate accredited training facilities
23. Types of criterion relevancy (have training program aligned with

enhancing KSAs to perform successfully on the job)
24. Types of criterion deficiency (degree to which tasks are identified in a
needs assessment that are not present in the actual criteria)
25. Types of criterion contamination (potential extraneous variables that can
show unreliable changes in a measure)
26. Performance evaluations (pre and post training)
27. Deadlines for projects and training in the organization
28. Goals and expectations of the organization
29. Person analysis
30. KSAOs required for job performance
31. Test design
32. Content validity and how it applies to the organizations needs
33. Psychological learning techniques (Operant conditioning, Classical
conditioning)
34. Human behavioral responses to stimulus (positive reinforcement, negative
reinforcement, positive punishment, and negative punishment)
35. Barriers and assets in the evaluation process
36. Internal and External validity and threats to them
37. Experimental Design
38. Microsoft Office products (Word, Outlook, Power Point, and Excel)
39. Transfer Climate of the organization
40. Interview structure (Structured, Unstructured, and Hybrid approach)
41. Ethical restrictions
42. Conflict resolution
A Training and Development Manager must have the skills to:
1. Listen and comprehend what others are saying.
2. Organize data, maintain files and process paperwork.
3. Facilitate the open exchange of ideas and information.
4. Representing the organization to colleagues in different countries.
MECA
5. Identify existing and potential problems; recognizes the need to shift to an

alternative course of action.
6. Establish work standards and expectations. Assigns/delegates work and
authority to others to accomplish goals.
7. Apply procedures, requirements, regulations and policies.
8. Identify cost effective approaches to set priorities when preparing the
budget.
9. Using Microsoft Office Suite, other software and e-mail.
10. Translating or interpreting information.
11. Assess performance of employees.
12. Identifying the educational needs of others.
13. Selecting and using training/Instructional methods and procedures.
14. Choose the right mathematical formulas to solve a problem.
15. Handling complaints, settling disputes, resolving grievances and conflicts.
16. Expresses ideas and information in an oral and/or written form.
17. Obtaining information from all relevant sources.
18. Keep goals and objectives in sight at all times, monitor progress toward
goals; work to overcome obstacles.
A Training and Development Manager must have the ability to:
1. Pay attention to details.
2. Be objective and evaluate different aspects of a situation.
3. Adapt concepts, technologies or systems to new applications.
4. Exercise good judgment by making sound decisions.
5. Understanding the needs, interests, strengths, and weaknesses of others.
6. Contributing to the growth and development of others.
7. Modify, respond to, and integrate change.
8. Listen, understand, and follow directions or instructions.
9. Combine information to form general rules or conclusions.
10. Implement responsibilities.
11. Creativity and alternative thinking.
MECA
12. Be open, honest and straight forward with others.

13. Respond to the needs of others.
14. Listening to views without bias.
15. Arrange ideas or actions in a certain order.
16. Stay the course in times of difficulty.
17. Identify an alternative solution to a problem.
18. Advise employees when procedures need correction.
19. Deal effectively with pressure, maintain focus, and remain optimistic,
persistent, even under adversity.
20. Develop and maintain inner strength based on desire to succeed.
21. Speak clearly.
22. Identify and understand the speech of another person.
23. Accept criticism/dealing calmly and effectively with high stress situations.
24. Inspire, motivate and guide others toward goal accomplishments.
A Training and Development Manager must have other characteristics, such as:
1. Creativity
2. Patience
3. Amicability
4. Assertiveness
5. Versatility
6. Consciousness
7. Emotional Resilience
8. Extraversion
9. Openness
10. Organization
MECA
MECA
TASK LIST AND KSAO CROSSOVER

Task
KSAO
Knowledge
Skills
Abilities
1, 16, 18, 27, 28,

35, 38, 39, 40
1, 3, 5, 9-10,
12-13,16-17
1-2, 4, 9, 12-14,
15, 21
Assess training needs for departments with management team
2, 3, 4, 5, 8, 9,
17, 19, 20, 23,
24, 25, 26, 29,
30, 32, 38, 39,
40
1, 3, 8, 10, 16,18
1-2, 5, 7, 9, 12,
13-14, 21-22
3.
Assess Employees need for training to improve productivity
2, 3, 4, 5, 8, 9,
17, 19, 20, 23,
24, 25, 26, 29,
30, 32, 38, 39,
40
1, 3, 5, 10-12,
15-17
2, 5-6,12-14, 18,
21-22
4.
Conduct surveys to identify training needs based on projected

production processes, changes, and other factors
1, 2, 3, 6, 7, 11,
17, 19, 20, 26,
27, 28, 29, 31,
32, 35, 38, 41
1-3, 7-9, 10, 17
1, 9, 15, 24
5.
Conduct Work/Task Analysis to see what work tasks need to be

trained
2, 3, 4, 17, 27,
28, 38, 40
1-3, 5, 11, 13,

15, 17
1- 3, 5, 9,
15, 23
6.
Investigate what type of training best suits the needs for the
organization (i.e. classroom training vs. virtual training)
2, 5, 7, 8, 16, 17,
18, 30, 34, 35,
38, 39, 41
1-3, 5, 9-10,
12-13, 16
1-3, 7, 11-14,
21-22
7.
Create a complete and efficient training budget
5, 6, 7, 27, 28
2, 5, 7-9, 18
1-2, 4-5, 11-13,

14-15
5,6,10
8.
Budget expenditures for materials, production and distribution
5, 6, 7, 27, 28
2, 7, 8-9, 11-17
1, 9, 12, 15, 17-18
6,10
9.
Ensure operations are managed within authorized budgets
5, 6, 7, 27, 28
2, 5, 7, 9, 11
1, 9, 12, 15
4,5
1.
2.
Conduct Organizational Analysis to decide what the

organization as a whole may need
Other
MECA
Task
KSAO
Knowledge
Skills
Abilities
Other
10.
* Analyze and modify compensation and benefits policies
11.
Conduct Cost-Benefit Analysis to calculate the return on

training
6, 7, 19, 20, 38
1-2, 8-10, 14, 17
1, 4, 9, 11, 15
Align training with the organizations strategic goals
1, 2, 5, 15, 16,
27, 28, 29, 30,
31, 32,39, 41
1-2, 6-7, 9, 13,

18
3, 7, 11-12, 15,
24
1, 5,6, 10
13.
Develop programs that optimize available resources for training
2, 5, 6, 7, 8, 9,
10, 11, 15, 16,
17, 18, 21, 23,
24, 25, 26, 27,
28, 29, 30, 37,
38, 39, 41
1-3, 6-7, 9, 11-12,

13, 18
1-3, 7, 9, 11,
15-19
1, 2, 5, 6, 9
14.
Identify opportunities to outsource training curriculum design,

development and delivery
2,8, 22
1, 3-6, 9, 13,
16-18
1-4, 7, 11, 16-17
1, 9
Partner with regional and global operations to optimize business

results
2,8, 18, 21, 22
1-4, 6-8, 9-10,

17-18
2-4, 11,15,
17, 24
3, 8
Facilitate activities and events based on organizational climate

to enhance training effectiveness
2,8, 18, 21, 22
1, 3, 5, 9, 13,
16-17
1, 5-6, 13, 17
Develop training for New Hires to follow company policies
2, 5, 6, 7, 8, 9,
10, 11, 15, 16,
17, 18, 21, 23,
24, 25, 26, 27,
28, 29, 30, 37,
38, 39, 41
1-3,12,
16-17
1, 5, 12-14, 21,
24
1, 6, 10
Develop Continued Education Training to keep employees upto-date
2, 5, 6, 7, 8, 9,
10, 11, 15, 16,
17, 18, 21, 23,
24, 25, 26, 27,
28, 29, 30, 37,
38, 39, 41
2, 7, 9-10, 13,
17-18
3, 11, 17
1, 6, 10
12.
15.
16.
17.
18.
MECA
Task
19.
20.
KSAO
Knowledge
Skills
Abilities
Other
Develop programs in leadership, soft skills, technical skills and

train-the-trainer
2, 5, 6, 7, 8, 9,
10, 11, 12, 15,
16, 17, 18, 21,
23, 24, 25, 26,
27, 28, 29, 30,
37, 38, 39, 41
1-3, 6, 10, 12-13,

15, 18
1, 5, 6, 12,
13, 24
1, 5,10
Teach training methods and skills to instructors and supervisors

to properly implement courses
12, 13, 14,24,

28, 41
1, 5-7, 11-12,
15-18
3, 5, 9, 12-14,
24
2, 3, 4, 8
21.
Manage staff of classroom facilitators to ensure consistency
14, 24, 27, 28,41
1-3, 6-7, 10, 13,

16, 18
1-3, 5-6, 12-13, 24
3, 4,6,7,8
22.
Help managers and trainers solve specific training problems,

either on a one-to-one basis or in groups
12, 13 ,24, 28,

41
1-3, 5-10, 15-16
1, 12-14, 17, 19
2,4,5,7
Coach and support staff through operational changes and

supervision issues
12, 13 ,24, 28,

41
1, 3, 5-7, 10,
15-18
1, 6, 12-13, 14, 16,

18, 24
1,3,8
21, 41
1, 3, 6-7, 12, 18
1-2, 5, 12-14,
21-22, 24
2,3,4,8,10
10, 13, 18
1-3, 7, 9, 12,
13, 17
2, 3, 5-7, 12-14,
24
1,2,3,4,5,7,
8,10
2, 5, 6, 7, 8, 9,
10, 11, 15, 16,
17, 18, 21, 23,
24, 25, 26, 27,
28, 29, 30, 37,
38, 39, 41
1, 3, 6,7, 11-13,
16
1, 12, 24
1,2,3,4,5,7,
8,10
15, 29, 30
1, 3, 7, 10, 12,13,
16
1, 5,6, 12-13,
14, 24
1,2,5,6
2, 5, 28
1, 3, 6,7, 9, 11,
13, 16
1-3, 7, 15, 17,

23
1,6,10
23.
24.
Conduct orientation sessions for new employees
25.
Conduct continuing education training to keep employees

current
26.
Conduct New Hire Training to train new employees in company

policies
27.
Devise individual learning plans, if needed
28.
Use classroom training, demonstrations, on-the-job training,

meetings, conferences, and workshops, as methods for training
MECA
Task
29.
Conduct or arrange for ongoing technical training and personal

development classes for staff members
KSAO
Knowledge
Skills
Abilities
Other
2, 5, 6, 7, 8, 9,
10, 11, 15, 16,
17, 18, 21, 23,
24, 25, 26, 27,
28, 29, 30, 37,
38, 39, 41
1, 3, 7, 10-13, 17
1-2, 5-6, 12-14,

21-24
2,3,4,5
30.
Keep current with developments in training methods
16, 21
7, 9, 10-11,13,
17
2, 3,17
5,6,9
31.
Update training programs to ensure they are current
16, 21
1, 9, 13, 17
1-2, 4
6,9,10
32.
* Manage backup, security and user help systems
33.
Research new technologies in the workplace
16, 21, 28, 41
1, 3, 9-10,
13-17
1-3, 7, 11, 17,

24
2,9
34.
Present research findings to upper management
17, 19, 20, 38
1, 3, 9-10, 16,
18
4, 7, 9, 12, 15,
24
3,4,8,10
35.
Apply new instructional methods, as needed
5, 16
7, 9-10, 13
1-3, 7, 11, 14,

17
36.
Maintain a thorough knowledge of policies, procedures,

products and services, system changes, and updates on
regulatory issues
21
2, 6-7, 9-10, 17
3, 9-11, 24
5,10
37.
Monitor training schedule
27
1, 3, 5, 9-11, 17
1-2, 4, 15, 18,

21-22
38.
Keep detailed training records
2, 9, 17-18
1, 4, 9, 15
6,10
39.
Manage training delivery, measurement and follow-up as

necessary
13
1-3, 10-11, 15-17
1-4, 6-7, 9, 17
4,6
13, 22
1, 4-5, 7, 9, 11,
15, 17-18
1, 4, 9, 15, 24
3,4,10
23, 24, 25
1, 5, 7, 9, 17
1-2, 4, 11, 17
40.
Manage external training and accreditation facilities
41.
Organize logistics for training
MECA
Task
KSAO
Knowledge
Skills
Abilities
Other
4
42.
Monitor activities, costs, and performance so goals are attained
7, 26, 27, 28
1, 3, 6, 9-11,
17-18
1-2, 7, 9, 15, 24
43.
Report on activities, costs, and performance to assess goals
7, 26, 27, 28
1-3, 7, 9, 17-18
1-2, 4, 9, 12,
15, 24
44.
Prioritize demands and deadlines to avoid confusion
27, 28
1, 3, 9-10, 16-18
1-2, 4, 7, 15, 24
6,10
45.
Develop tests and exercises that will demonstrate the

knowledge level of trainee
26, 29, 30, 31,

32
2, 10-12, 16-17
1, 5-6, 9, 12-14,
21-22, 24
1,5,6,10
26
2, 7, 10, 16-17
1-2, 9, 12, 15, 23
3,8
5, 33, 34
1, 3, 9-11, 15, 17
1-2, 4, 9, 11, 15,

21-22
1,4
4,6
46.
Consult with management on employees job performance
47.
Provide recommendations for improvement
48.
Conduct performance evaluations
26, 35, 36, 37
1, 3, 10-11, 17
1-2, 5-6, 12-14, 18,

21, 24
49.
Provide performance feedback
20, 26, 29, 30
1,3, 10-11, 16-17
5-6, 12-14, 17-18
50.
Assist with the development of strategic plans
18, 28, 30, 37
1, 3, 9, 16, 17-18
1-4, 9, 15, 21, 24
51.
Report course results to upper management
19, 20, 26, 29,

30, 38
1, 3, 9, 16-17
2, 4, 9, 12, 15, 21
3,4,8
52.
Evaluate the effectiveness of training programs
3, 26, 28, 29, 30,

35, 37
1, 3, 9, 10-11,
16-17
1-2, 4, 9, 17-18
6,10
53.
Evaluate instructor effectiveness
3, 26, 28, 29, 30,

35, 37
1, 3, 11, 16-17
1-2, 4-6, 12-14,

18, 21
4,6
54.
Implement methods to measure training effectiveness
3, 19, 20, 26, 28,

29, 30, 35, 37
2, 6, 9-10, 13,
17-18
2, 4-5, 9, 12-14,
21, 24
55.
Provide on-going analysis of learning programs
19, 20
1, 3, 10-11, 17-18
1, 4, 7, 17
56.
Utilize feedback to initiate changes, refinements and

improvements
3, 26, 28, 29, 30,

1, 3, 10-11, 15, 17
35, 37
4, 7, 9, 13, 17, 23
1,2,4,5,7
MECA
Task
57.
Build cross-functional relationships to ensure cohesiveness
58.
Develop trusting relationships across all levels to create

common goals
59.
Address employee conflicts to avoid future problems
60.
Provide support to employees undergoing training to ease stress
61.
Coordinate with liaison team on training activities
KSAO
Knowledge
Skills
Abilities
Other
18, 21, 22
1, 3-4, 6, 10,
16-18
1, 5-6, 12-14,
18, 21
3,5,8
1, 3, 15, 17-18
1, 5-6, 12-14, 21
3,5,8,9
1, 3, 15, 17
1, 5, 12-14, 17-18
2,3,4,6,7,8,
9
1, 3, 10, 15, 16-17
1, 5, 12-14, 17
1,2,3,6,7,8
1, 28, 39
1, 3, 6-7, 10-11,
16-17
1-2, 5, 7, 12-14,
21
3,4,8
2, 5, 6, 7, 8, 9,
10, 11, 15, 16,
17, 18, 21, 23,
24, 25, 26, 27,
28, 29, 30, 37,
38, 39, 41
1, 3, 6-7, 18
2, 4, 6, 24
21, 41
1, 3, 6, 9, 17-18
1-4, 8, 12, 24
42
62.
Conduct all required ethical training
63.
Ensure all training meets internal and external regulations
64.
Confer with HR regarding policies and procedures
11, 21, 41
1, 3-4, 9, 16-18
2, 4-5, 9, 12-14,
21, 23
3,8
65.
Manage Training and Development of Employees
2, 5, 6, 7, 8, 9,
10, 11, 15, 16,
17, 18, 21, 23,
24, 25, 26, 27,
28, 29, 30, 37,
38, 39, 41
1, 3, 10-13, 15-17
1-2, 5-6, 9, 12-14,

18, 24
2,3,4,8,10
66.
Assign work tasks for staff
1, 3, 6, 10, 16-18
1-2, 4-6, 12-14,

21, 24
67.
Recruit employees, as needed
1, 3, 10, 12, 16-17
1, 5-6, 8, 12-14,
21, 24
1,2,3,5,8
68.
Conduct staff meetings to update staff
1, 3, 5, 11, 16-17
1-3, 5-6, 9, 12-14,

21, 24
1,3,4,5,6,8,
9,10
40, 30

COMPETENCIES
1. Leadership
2. Problem Solving
3. Communication
4. Assessment
5. Technology
6. Teaching
7. Finances
8. Strategic Planning
ME
This report uses information from sources such as:

American Society for Training and Development
http://www.astd.org
Human Resource Development International
Personality Traits And Career Satisfaction Of Human Resource Professionals
O*NET OnLine
www.onetonline.org
Society for Human Resource Management
www.shrm.org
U.S. Bureau of Labor Statistics
What Training and Development Managers Do
www.bls.gov
MECA
Structured Interview
Question Standards
Job Analysis Reference
QUESTION STANDARDS
The following document is a list of standardized questions and standards used to conduct a structured interview. This document also
includes the job analysis references (J.A. Ref) to show how all questions link back to the tasks of the job. The structured interview is
used to assess the qualifications of applicants for the job of Training and Development Manager.
Please read each of the following questions to the applicant and check the standards box that most corresponds with the applicants
response. Some questions do include follow-up questions, please be sure to ask these when necessary. Upon completing the
interview, thank applicant for applying and inform them someone will get back to you soon with a decision. After applicant leaves
add up the standards numbers selected during the interview. Standards should range from 15-60 (45-Meets job requirements).
J.A. Ref
1,2,3,4,5
Questions
1.
When identifying employee-training

needs in an organization what
methods do you use?
Standards
Does not meet
Job
Requirements
Approaching
Job
Requirements
Meets
Job Requirements
Exceeds Job
Requirements
1
Has no experience
with conducting
needs analysis
2
Has some
understanding of
conducting needs
analysis but cannot list
all steps
3
Has complete knowledge
of conducting Needs
Analysis (i.e.
Organizational Support,
Organizational Analysis,
Requirements Analysis,
Tasks and KSAOs Analysis,
Cost Benefit Analysis)
3
4
Has superior (detailed)
knowledge of
conducting needs
analysis (i.e. can
explain steps in a
recent Needs Analysis)
a. Please, explain the steps you have

taken in a recent needs analysis?
6, 16
2.
Name and describe at least 5 training

styles that can be used in our
organization?
Has little knowledge

and cannot name
methods of training
Has some knowledge

and can name 1-4
different methods of
training
Has knowledge and can

name at least 5 different
methods of training (i.e. In
classroom training, virtual
training, self-directed
learning, simulated work
settings, etc.)
Has in depth
knowledge and
experience with many
different methods of
training
a. Tell me about your experience with

these methods.
7, 8, 9
3.
How would you prioritize your training
J.A. Ref
Questions
budget?
a. How many years of experience do
you have with budgeting?
12, 17, 18, 19
14, 15, 16
4.
5.
Explain the steps you take to use the

results from the needs analysis to
develop a program?
When have you found it appropriate

to outsource a training program?
a. Can you tell us your experiences
with outsourcing?
Standards
Does not meet
Job
Requirements
Approaching
Job
Requirements
Meets
Job Requirements
Exceeds Job
Requirements
Has no understanding
of prioritizing a budget
and has no or less
than 1 year
experience with
budgeting
Has partial
understanding of
prioritizing budget or
seems to have
complete
understanding with less
than a year of
experience
Has complete
understanding of
prioritizing budget for
example (i.e. Can identify
essential costs, keeps track
of spending, knows how to
be flexible when there are
discrepancies)
and has 4-6 years of
experience with
budgeting
3
Has complete
understanding of
prioritizing a budget
and
has 7 or more years of
experience with
budgeting
Is able to give detailed

description of developing
a program from needs
analysis (i.e. Assess training
needs, set organizational
training objectives, create
training action plan,
Implement training
initiatives and evaluate
and revise training.)
Is able to give detailed

description of
developing a program
from needs analysis
and gives examples of
experiences
Is unable to display
knowledge of
developing a
program from a needs
assessment
Is able to display basic

knowledge of
developing a program
from a needs
assessment
Doesnt display
knowledge about
when to outsource
training
Displays basic
knowledge about
when to outsource
training but cannot
give a personal
experience
Is knowledgeable about
when to outsource
training and can give a
personal experience (i.e.
Reduce and control
operating costs, improve
Is exceedingly
knowledgeable about
when to outsource
training and can give
more than one
personal experience
J.A. Ref
Questions
Standards
Does not meet
Job
Requirements
20, 21, 52, 53,

56
6.
Give 3 or more examples of how you

have implemented strategies to
ensure trainers are consistent in
performance?
23, 27
7.
If one of our employees is having

difficulty grasping a concept, how
would you approach the situation?
8.
Our company is focused on

innovation. How do you stay
updated on training trends?
a. Do you know of any other options?
Meets
Job Requirements
Exceeds Job
Requirements
company focus, gain

access to geographic
capabilities, free internal
resources for other
purposes, supplement
internal resources.)
(i.e. has managed

projects entirely on
outsourced basis)
1
No knowledge of or
examples of strategies
2
Knowledge of
strategies but no
experience
3
Offers at least 3 examples
with experience (i.e.
Standardized training
materials, locations, tools,
surveys, etc.)
4
Uses performance
appraisals and gives
rewards and
recognition to trainers
for exceptional
performance
1
Is not supportive and
does not understand
learning styles
2
Is understanding and
supportive but does
not have knowledge of
learning styles
3
Proves to be
understanding and
supportive and is able to
apply different learning
styles (i.e. Objective
learning outcomes,
cognitive, skill, work
characteristics, etc.)
3
4
Provides an example
that shows coaching,
patience and
understanding in a
specific situation that
was successful
Indicates methods to stay

updated and has
implemented at least one
(i.e. Attending lectures,
reading journals, elearning, Ted Talks,
membership with ASTD
etc.)
Practices research in
new training initiatives
and continuing
education
a. How would you decide which

teaching style works best?
30, 31, 33, 35,

36
Approaching
Job
Requirements
Cant indicate any

methods to stay
updated
Can indicate method

to stay updated but
has never
implemented
J.A. Ref
Questions
Standards
Does not meet
Job
Requirements
31, 35, 52, 56
9.
37, 39, 41, 42 ,

44
10.
45, 46, 48
11.
Tell me about any programs you

developed that were found to be
formatively ineffective. How did you
deal with them so they wouldnt result
in a negative summative assessment?
How do you prioritize time

management issues?
Tell me about experiences with

evaluating an employees
performance?
a. Describe measures taken for
proper employee evaluation?
Approaching
Job
Requirements
12.
What are some ways you evaluate a

program and training instructor's
effectiveness?
Exceeds Job
Requirements
Has no experience
with program
development or deals
with ineffective
program incorrectly
(i.e. leaves the
company)
1
Has knowledge of
what they would do
but no experience in
amending programs
Gives example of
experience which was
amended successfully (i.e.
reassigned trainer or
adjusted training design)
Proficient in amending
discrepancies before
the programs
became ineffective
Has no knowledge of
time management
and
cant give an
example
Has moderate
knowledge of time
management but
cant give an example
Has sufficient knowledge

of time management and
can give an example.
( Is proficient in a
scheduling program (i.e.
Microsoft Outlook))
3
Can effectively
manage schedules
and can give multiple
examples of solutions
Can describe measures

taken for proper
employee evaluation and
has had 2 experiences
(i.e. Performance
appraisals, customer
based surveys, etc.)
Can describe
measures taken for
proper employee
evaluation and has
had more than 2
experiences
Cant describe
measures taken for
proper employee
evaluation and hasnt
had any experience
Can describe measures

taken for proper
employee evaluation
but has had only one
experience
b. How would you make sure

employees performance is being
evaluated properly? Describe
experiences.
52, 53, 54 , 55,
56
Meets
Job Requirements
Cant name any ways

to evaluate
instructors
effectiveness
Can name 1-2 ways to

evaluate instructors
effectiveness
Can name 3 ways to

evaluate instructors
effectiveness
(i.e. Progress analysis,
Can name more than

3 ways to evaluate
instructors
effectiveness
J.A. Ref
Questions
Standards
Does not meet
Job
Requirements
57, 58, 59, 60,

61
13.
62, 63, 64
14.
How would you handle a situation

where a trainer complained to you
about an employee not giving
enough effort, while the employee
was complaining to you about the
training taking up too much of their
time and they could not finish their
work tasks?
What policies would you implement

to insure training meets all internal
and external regulations?
a. Do you know of any other policies?
65, 66, 67, 68
15.
Give an example of a recent

management experience and
describe the outcomes of your
tactics?
Approaching
Job
Requirements
Meets
Job Requirements
incumbent test results, on

the job improvements)
3
Handles situation
inappropriately (i.e.
fights, write-ups,
terminations, etc.)
Addresses issue but

does not resolve
conflict (i.e. asks
employee to try
harder)
Listens to both sides,

exhibits patience and
understanding, is able to
amend situation with
compromise
Exceeds Job
Requirements
4
Is able to amend
situation going above
and beyond (i.e.
speaks to employees
manager to find out
why he/she feels
overwhelmed)
Has no knowledge of
policies and
procedures within
organizational
standards
Has some knowledge

of policies and
procedures but never
used them in a
professional setting
Can name at least 3

policies and has at least 1
experience using these
policies
(i.e. Training must be in
accordance with policies
such as sexual harassment
laws, equal opportunity
training, ethical training,
etc.)
Has extensive
knowledge on policies
and procedures and
has had more than 1
experience meeting
regulations
Has no experience in
managing
employees.
Has little management

experience but can
effectively describe
how they would
manage a team
appropriately
Can give an example

managing a team with
positive outcomes
(i.e. production
improvement, employee
satisfaction increases,
Can fully describe

more than 1
management
experience with
exceptional outcomes
and tactics
J.A. Ref
Questions
Standards
Does not meet
Job
Requirements
Approaching
Job
Requirements
Meets
Job Requirements
Exceeds Job
Requirements
decreases absenteeism,
etc.)
(i.e. Positive
reinforcement,
feedback, etc.)
_________
_________
TOTALS:
__________
Total: _________
_________
Job Analysis Reference

1) When identifying employee-training needs in an organization what methods do you
use?
a. Please, explain the steps you have taken in a recent needs analysis?
Tasks:
1. Conduct Organizational Analysis to decide what the organization as a whole may
need
2. Assess training needs for departments with management team
3. Assess employees need for training to improve productivity
4. Conduct surveys to identify training needs based on projected production processes,
changes, and other factors
5. Conduct Work/Task Analysis to see what work task need to be trained
2) Name and describe at least 5 training styles that can be used in our organization?
a. Tell me about your experience with these methods?
Tasks:
6. Investigate what type of training best suits the needs for the organization (i.e. classroom training vs. virtual training)
16. Facilitate activities and events based on organizational climate to enhance training
effectiveness
3) How would you prioritize your training budget?
a. How many years of experience do you have with budgeting?
Tasks:
7. Create a complete and efficient training budget
8. Budget expenditures for materials, production and distribution
9. Ensure operations are managed within authorized budgets
4) Explain the steps you take to use the results from the needs analysis to develop a
program?
Tasks:
12. Align training with the organizations strategic goals
17. Develop training for New Hires to follow company policies
18. Develop Continued Education Training to keep employees up-to-date
19. Develop programs in leadership, soft skills, technical skills and train-the-trainer
5) When have you found it appropriate to outsource a training program?

a. Can you tell us your experiences with outsourcing?
Tasks:
14. Identify opportunities to outsource training curriculum design, development &
delivery
15. Partner with regional and global operations to optimize business results
16. Facilitate activities, and events based on organizational climate to enhance training
effectiveness
6) Give 3 or more examples of how you have implemented strategies to insure trainers
are consistent in performance?
Tasks:
20. Teach training methods and skills to instructors and supervisors to properly implement
courses
21. Manage staff of classroom facilitators to ensure consistency
56. Utilize feedback to initiate changes, refinements, and improvements
7) If one of our employees is having difficulty grasping a concept, how would you
approach the situation?
a. How would you decide which teaching style works best?
Tasks:
23. Coach and support staff through operational changes and supervision issues
27. Devise individual learning plans, if needed
8) Our company is focused on innovation. How do you stay updated on training trends?
a. Do you know of any other options?
Tasks:
30. Keep current with developments in training methods
33. Research new technologies in the workplace
36. Maintain a thorough knowledge of policies, procedures, products and services,
system changes and updates as well as regulatory issues
9) Tell me about any programs you developed that were found to be formatively
ineffective. How did you deal with them so they wouldnt result in a negative summative
assessment?
Tasks:
10) How do you prioritize time management issues?
Tasks:
37. Monitor training schedule
39. Manage training delivery, measurement and follow-up as necessary
41. Organize logistics for training
42. Monitor activities, costs, and performance to assess goal
44. Prioritize demands and deadlines to avoid confusion
11) Tell me about experiences with evaluating an employees performance?
a. Describe measures taken for proper employee evaluation.
b. How would you make sure employees performance is being evaluated
properly? Describe experiences.
Tasks:
45. Develop tests and exercises that will demonstrate the knowledge level of trainee
46. Consult with management on employees job performance
48. Conduct performance evaluations
12) What are some ways you evaluate a program and training instructor's
effectiveness?
Tasks:
54. Implement methods to measure training effectiveness
55. Provide on-going analysis of learning programs
13) How would you handle a situation where a trainer complained to you about an
employee not giving enough effort, while the employee was complaining to you about
the training taking up too much of their time and they could not finish their work tasks?
Tasks:
57. Build cross-functional relationships to ensure cohesiveness
58. Develop trusting relationships across all levels to create common goals
59. Address employee conflicts to avoid future problems
60. Provide support to employees undergoing training to ease stress
61. Coordinate with liaison team on training activities
14) What policies would you implement to insure training meets all internal and external
regulations?
a. Do you know of any other policies?
Tasks:
62. Conduct all required ethical training
63. Ensure all training meets internal and external regulations
64. Confer with HR regarding policies and procedures
15) Give an example of a recent management experience and describe the outcomes
of your tactics?
Tasks:
65. Manage Training and Development of employees
66. Assign work tasks for staff
67. Recruit employees, as needed
68. Conduct staff meetings to update staff
MECA
Employee Evaluation
MECA
Employee Performance Review
Employee Information
Name
Employee ID
Job Title
Date
Review Period
Directions
The following document is a list of categories essential for optimum job performance. This document is used to review an employees
job performance and also includes a systematic breakdown of potential job behaviors exhibited by an employee. The employee
performance review is used to assess the behaviors of an employee in the job of Training and Development Manager.
Please read each of the following categories and definitions and check the box that best corresponds with the employees
behaviors. While conducting the performance review, please be sure to write any additional acknowledgments you feel are relevant
to the performance appraisal in the comments section on the final page of this document. Upon completing the employee
performance review, please be sure to add the employees scores up and have both you and the employee sign the document
confirming you had reviewed the results of the review with the employee.
Ratings
TECHNICAL SKILLS
1
Does Not Meet Job Requirements
Job Knowledge
Demonstrates steps for
Demonstrates insufficient or vague
organizing and implementing knowledge and skills regarding the
a training program
steps to conduct job tasks (i.e.
(organizational support,
Organizational Analysis, Needs
organizational analysis, etc.). Assessment, Program Development)
Properly conducts all
Chooses position of
organizational procedures
company that needs
within organization, state,
training without running a
and federal guidelines.
thorough organizational
Keeps current on training
analysis
practices and regularly
Doesnt create proper

attends advancement
evaluation measures to
workshops.
further enhance training.
Survey measures are not

mutually exclusive
Is frequently unable to
answer job related
questions (i.e. How can we
reach the most employees
in one training session?)
2
Approaches Job Requirements
3
Meets Job Requirements
4
Exceeds Job Requirements
Has demonstrated some knowledge but Demonstrates satisfactory

Demonstrates exceptional
lacks sufficient skills and is not proactive knowledge and skill (i.e. Needs knowledge and skills (i.e. Needs
to stay current with the organizations
Analysis, Assess Training and
Analysis, Assess training needs and
goals
Conduct Work/Task Analysis)
Conduct Work/Task Analysis)
Doesnt attend training
Accurately depicts all
Frequently assists other

workshops
relevant aspects of the
departments in enhancing
job when conducting
training and learning
Doesnt make all company

work/task analysis
meetings to obtain updated
Actively participates in a
Makes corrections to
information
training, seminar, or
organizations current
workshop at least once a
Frequently has trouble

training systems based
month
answering questions
on organizations
Keeps training and other
Consistently utilizes
results from a Needs
organizational practices within
knowledge gained to
Analysis
organization, federal, and
improve organization
state guidelines
Participates in required
Is an active member of
training to maintain or
ATD
enhance current
Has published job-related

knowledge of
material
principles, procedures,
methods and/or
technology
Actively participates in
a training, seminar, or
workshop at least once
a month.
MECA
TECHNICAL SKILLS
1
2
3
4
Financial Planning/Budgeting
Creates a complete and
Fails to establish budgetary priorities Rations allocation of resources for
Formulates, prioritizes and
Demonstrates exceptional aptitude
efficient training budget.
and to adequately manage
budget; shows aptitude to forecast
develops budget effectively
to forecast budgets
Operations are managed
resources resulting in excessive cost
budget, but is not always effective
Plans and operates
Anticipates and manages

within authorized budgets
Does not consider all
Can create a training budget

within budget
emergency budget
and conducts Cost-Benefit
expenses when budgeting
and knows routine costs by
revisions
Continually reprioritizes
Analysis to calculate return
memory
Materials
used
in
a
training
to
reflect
changes
in
Manages to identify,
on training.
Sometimes overspends
cannot be utilized in other
resources
investigate, and manage
trainings to decrease costs
allotted budget
budget
Formulates expense
Doesnt utilize technology
Budgets appropriately for
Enhances overall quality of

guidelines for ongoing
as a means for decreasing
organization, but fails to
and future projects
training despite
costs
anticipate unexpected
unanticipated changes in
expenses
costs and management
Organizational training
demands
needs arent met by
completion of training
budget
Frequently exceeds budget

before the end of fiscal
year
TECHNICAL SKILLS
Strategic Planning
Works with employees to
create training and
development programs;
accepts increasing
responsibility and
accountability; makes
recommendations and
suggestions to improve
operations
Unorganized and unprepared for

work tasks
Develops goals but action plan

occasionally lacks quality
Loses/misplaces work
related material
Does not prepare instructor

lesson plans
Trainers are left to fully

design lesson plans without
management guidance
Is often late and does not
express good time
management skills
Operates effectively within the

organizational structure and
Has trouble following through Displays high level of effort and
commitment to performing work
with work tasks
Always prepared for

Fails to make
work tasks
recommendations for
Creates lesson plans

improvement to work projects
and training
and strictly follows
guidelines
Has written lesson plans for
instructors but does not follow
Makes
through with delivery
recommendations to
improve operations
Expresses some time
management skills but work
Accepts increasing
projects are late
responsibility
Often arrives to trainings and
meetings on time but
occasionally unprepared for
work
Anticipates future needs of the

organization by implementing goals,
and plans for the organization;
facilitates sound judgment to
improve operations for the future
Holds weekly meetings to

make sure all incumbents
and instructors are on
schedule
Actively seeks and uses
employee feedback to
implement improvements
for future progress
MECA
1
2
3
4
TECHNICAL SKILLS
Employee Evaluation
Provides regular, balanced Fails to set employee standards or use Has basic understanding of job
Always completes and utilizes
feedback to clarify strengths evaluation feedback data
performance and employee
Employee Evaluations
and weakness; provides
evaluations
Does not utilize feedback
Develops individual
clear standards for employee
from evaluative data to
Demonstrates ability to
performance plans
achievement; proactively
improve (i.e. conduct job
measure job performance
which include work
remains up to date with all
performance and
and employee evaluation, but
standards and/or
principles, procedures and
employee evaluations)
is not consistent
goals/objectives as
methods
appropriate
Lacks required or sufficient
Exhibits support for subjective

knowledge of trainees skills
performance appraisals with
Consistently monitors
and documents
appropriate documentation,
Fails to establish clear

employee
but is not consistent
performance standards or
performance and
Possess general understanding

write appropriate
behavior throughout
goals/objectives for
of only some employees skills
the review period
employees
Employees receive
Provides little
timely, specific
encouragement and/or
feedback to improve
looks for opportunities to
performance
criticize
Superior comprehension regarding

(i.e. Job Performance and Employee
Evaluation)
Proactively remains up to
date with all principles,
procedures, and methods
regarding Employee
Evaluation
Utilizes feedback to initiate

change, monitor, assess
and influence the
performance of
employees
Offers new and innovative

ways to asses employees
COMMUNICATION
Communication/ Listening
Skills
Comprehends oral and
Has difficulty with verbal and written Communication is generally effective

Demonstrates proficient verbal, Mastered unique ability to transmit
communication without spelling and but makes errors during presentations
nonverbal, and written
difficult information in an
grammatical errors
understandable manner
written information; clearly
Shows comprehension of oral communication skills

commensurate with job
and effectively expresses self
Verbal/Written
and/or written instructions
Relays abstract/technical
responsibilities
in presentation of ideas;
communication is vague or
information back to
Consistently attempts to be
develops written work in a
poorly expressed
Effectively presents
presenter to show
effective and attentive listener
logical and comprehensive
personal viewpoint
comprehension
Has difficulty verbalizing

but occasionally talks over
manner where appropriate
thought patterns, or
Demonstrates attentive
Utilizes superior persuasive

others, not allowing them to
expressing facts, ideas,
listening skills and
powers to help stimulate
share their viewpoint
and/or questions needed
positive body
organizational growth
for position
language techniques
COMMUNICATION
Employee Support
Exercises logical thinking and Fails to directly interact with
Listens to and has some contact with
Focuses on employees problems Works closely with organization to
can foresee consequences employees
employees but fails to solve problems as and is aware of certain issues
assure employees are satisfied and
of actions; is supportive,
they arise
within the teams
incentives are comparable and is
Does not focus on

considerate, fair and
incumbents or shows lack of
Offers some advice to
Offers help and advice current on all work related problems

objective in behavior toward
Is exceedingly involved in
interest when a problem
employees when problems
when problems arise
subordinates; establishes and
arises
arise but does not take
each project
Maintains good
maintains cordial and
measures to solve them
Does not address
Meets with employees and

contact with all
harmonious work
employees directly but uses
Has little contact with

instructors and
incumbents on a daily
atmosphere
indirect contact (I.e.
employees
incumbents
basis
Emailing, Phone calls)
Gives some feedback but
Is easily reachable
Does not offer employees

does not follow up on future
through any form of
incentives or feedback
progress
contact
MECA
1
2
3
4
COMMUNICATION
Instruction
Possesses the required
Lacks training program focus and
Makes sufficient effort to create training Facilitates training to have an
Mastered different approaches to
knowledge regarding (i.e.
organization
program outcomes, but is not always
effect on cognitive, skill, and
situations and can be flexible
KSAOs) to perform the duties
effective
attitude changes
Training programs do not
Recommends and
of the job; understanding
have any positive effects on
Training programs are not
Focuses training on
implements further
how the program contributes
learning
always organized
what needs to be
changes to improve
to overall mission of the
learned
training
Frequently goes off topic
Desired learning outcomes

organization
Utilizes workplace
with training purpose
arent always addressed
Creates energetic and

factors to enhance
motivating training
Training is not conducted in
Attempts to conduct training

training
environment to excite
an organized, logical
based on organization needs
employees for training
manner
Training is conducted
in a logical, organized
manner
WORK ETHIC/ INITIATIVE
Leadership
Functions well under widely Does not accept responsibilities for
Exhibits positive behavior concerning
team cohesiveness and has difficulty team although not always viewed as a
different situation and
circumstances; approaches adjusting to change
leader by others
tasks with patience and
Shows concern for others but
Exhibits negative behavior

firmness; motivates and
often is subjective and/or
toward team
encourages fellow
unfair when dealing with
Has difficulty adjusting to

employees to support
employees
changes when developing
change
programs for training
Demonstrates adjustment to
Lacks patience in dealing

change but lacks patience
with team members
when confronted with more
than one task
Sometimes achieves goals

and objectives but Is often
intimidated by employees
and/or the situation
Facilitates accomplishments of
team objectives through
cooperation and support with
assignments beyond normal
area of responsibility
Advocates
adjustment to new
situations and
responsibilities dealing
with program
development
Easily handles a
variety of tasks, often
concurrently
Extremely fair,
supportive, and
objective in behavior
towards employees
Recognizes and chooses

appropriate course of action when
dealing with stress, changes and
employees support
Puts team goals ahead of

personal achievement
and recognition
Functions effectively under

high levels of mental and
emotional stress
Builds close, collaborative

relationships with
employees
Demonstrates superior skill

in ensuring priorities are
adhered to
Examines and
recommends changes to
improve organizations
goals
MECA
1
2
3
4
Initiative
Displays high level of effort
and commitment to
performing work; willingly
accepts increasing
responsibility and
accountability; maintains
work flow and meets
deadlines
Does not complete all work

Displays high level of effort and
Accepts responsibility for meetings that Anticipates problems and
requirements without being
lack structure and accountability for
develops alternative solutions in commitment to performing work;
maintaining deadlines
advance;
consistently reminded
meets all deadlines
Consistently predicts
Meetings are structured but
Tends to procrastinate on
Conducts monthly one-on

and resolves potential
do not have a clearly defined
projects
-one meetings with
objectives
problems
Does not make an effort to

employees to promote a
Delivers work on time, but not
Proactively conducts
communicate with
positive atmosphere and
meeting company standards
weekly meetings with
employees
growth
Sometimes forgets to perform

employees to update
Needs frequent guidance
Resolves potential
company protocols
team
and assistance
problems within the
Shares information
department
and/or resources with
Implements
team
recommendations and
Always delivers work

suggestions to improve
on time that meets to
training and development
company standards
within the organization
Effectively prioritizes
assignments, tasks, and
programs to meet
deadlines
Supervision of Staff
Supervises staff performing
their duties; responds to
training and coaching in a
constructive manner; has
adequate knowledge of all
applicable supervision
policies set by the
organization
Fails to provide any beneficial

Makes effort to fulfill obligations and
Maintains work schedules and
direction or instruction for staff to
follow thru with employee feedback but adjusts assignments to maintain
improve performance
not always consistent
workflow
Complains about assigned
Attempts to monitor training
Maintains and
tasks (i.e. Monitoring training
schedule but schedules
schedules sufficient
schedules)
occasionally run over or under
number of staff to
Often questions staff

allotted time
conduct training
inappropriately during a
Makes an effort to give
Accepts and
program
constructive criticism but
completes assigned
Fails to follow organizational

criticism has been found to be
responsibilities
supervision guidelines (i.e.
unclear/unhelpful
Improves performance
Found to be a distraction
Strives to organize meetings to

following constructive
update staff
during training instruction)
criticism
Criticism has been found to
Follows specific
be disrespectful and
instruction regarding
unwelcomed
policiesset by the
organization
Coordinates work and delegates

appropriately to accomplish goals;
provides immediate and effective
feedback to staff concerning
behavior and performance
Displays exceptional ability

in prioritizing, delegating,
monitoring employees
work activities
Enhances performance
following constructive
criticism
Skillfully manages
subordinates for optimal
performance
MECA
Evaluation
ADDITIONAL COMMENTS
GOALS
(as agreed upon by employee and
manager
Verification of Review
By signing this form, you confirm that you have discussed this review in detail with your supervisor. Signing this form does not necessarily indicate that you agree with this evaluation.
Employee Signature
Date
Manager Signature
Date
I wish to contest my Performance Appraisal ________________________________________________________________ Date
MECA
Scoring
Category
Possible
Points
Does Not Meet

Job
Requirements
Approaches
Job
Requirements
Meets Job
Requirements
Exceeds Job
Requirements
16
1-4
5-10
11-14
15-16
12
1-3
4-6
7-10
11-12
12
1-3
4-6
7-10
11-12
40
<18
18-27
28-37
38-40
Your Score
Technical Skills
Job
Job Knowledge Financial Planning/ Budgeting
Strategic Planning Employee Evaluation
Communication
Communication/ Listening Skills Employee Support
Instruction
Work Ethic/ Initiative

Leadership Initiative Supervision of Staff
Overall Score
What Your Score Means

Score
What It Means
Performance is consistently below expectations.

A rating at this level requires that a performance plan be written.
Supervision: Requires excessive time and attention by supervisor.
Performance is somewhat below expectations for full competence, but some

elements of satisfactory performance are exhibited
A rating at this level anticipates that improvement is achievable.
This rating requires that a performance support plan be written.
Supervision: Requires greater than usual time and attention by supervisor.
An individual in this category consistently meet expectations and at times

exceeds them in demonstrating organizational values.
The requirements of performance were met and goals and objectives were
achieved.
Individuals in this category consistently exceed expectations in most of the
organizational values.
All Job Competence requirements, objectives were achieved well above
expectations.
Accomplishments were made in unexpected areas.
MECA
Employee Satisfaction Survey
MECA
EMPLOYEE ATTITUDE SURVEY
The following survey is being conducted by MECA to help us learn more about your opinion of
your job and the company. This survey will help us to provide accurate compensation, benefits,
performance appraisals, hiring procedures and training needs. We feel your input will help us
gain valuable insight into employee attitudes towards MECA. Please be advised that any
results recorded in the survey will remain anonymous.
The survey consists of ten dimensions containing a variety of statements. Rate each statement
based on your level of agreement. Read each item carefully and check the answer you feel
corresponds most with your opinion. Provide any additional comments you may have below
each section in the space provided. Please be sure to answer each item truthfully. We
appreciate you taking the time to complete this survey.
Rating Scale
1=Strongly Disagree 2=Disagree 3=Neutral 4=Agree 5= Strongly Agree
Statement
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Communication
1.
2.
3.
4.
5.
I am informed about MECA issues that

affect me.
The direction and goals of the
organization are communicated to all
employees.
I can speak freely without fear of
reprisal.
At MECA, my suggestions are given
serious consideration.
Employees use appropriate forms of
communication, such as face-to-face,
telephone and e-mailing.
Additional Comments:
Relationship with Upper Management

6.
I feel comfortable speaking with my

manager if I am having job related
issues.
7.
It is easy to contact a manager when

needed.
8.
There is open communication between

managers and employees.
9.
Managers communicate tasks in an

appropriate and timely manner.
MECA
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
17. MECA is current on organizational

trends and standards.
18. My company supports technological

innovation.
19. I dont feel safe in my work

environment.
20. I am always able to access the

resources I need to effectively
complete my work tasks.
21. I often feel physically and emotionally

comfortable at work.
22. I know how and where to present ideas

for improving efficiency and company
standards.
23. I feel comfortable expressing ideas to

improve efficiency and company
programs.
Statement
10. My managers treat me with respect.
11. My manager often does not take me
seriously when I present ideas.
12. My manager values my work.
Co-worker Relationships
13. I often get along with my coworkers.
14. I can disagree with coworkers and still
maintain a professional relationship.
15. Working with my coworkers is
bothersome and time consuming.
16. Employees work together to share ideas
and resolve issues.
Culture/ Environment
Adaptability/ Flexibility
MECA
Statement
24. The company accommodates my
personal needs.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Training and Development

25. I am aware of opportunities for training
and developing my skills.
26. I am encouraged to participate in
organizational training opportunities.
27. MECA supports employee growth.
28. Training has helped improve my skills on
the job.
29. My manager helps me identify my
training and development needs.
30. My training is job related.
Compensation/ Benefits
31. I am informed about the compensation
and benefit programs at MECA.
32. I am paid adequately for my

responsibilities.
33. The pay at MECA is competitive with

similar organizations.
34. I am satisfied with my compensation.
35. I am satisfied with my benefits.
36. Benefits available are appropriate for
my family and me.
Opportunities for development and growth

37. I am aware of promotion opportunities.
38. I have the opportunity to advance
within my department.
MECA
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
41. At MECA, I find performance

evaluations fair.
42. In the last year, my manger and I

discussed my progress.
43. My supervisor provides adequate

feedback.
44. I know my job expectations.
46. My work gives me a feeling of personal

accomplishment.
47. I feel bored with my work tasks.
Statement
39. I have the opportunity to progress
within MECA.
40. MECA employees advance at the
same rate as other companies.
Performance Feedback
45. I understand my performance

appraisal.
Job Satisfaction
48. My job and responsibilities are

rewarding.
49. I look forward to coming into work.
50. I am recognized for good work
performance.
MECA
OVERALL:
On a scale of Excellent to Poor, how would you rate your overall work experience at MECA and why?
Excellent
Good
Average
Poor
Comments:
If you had an opportunity to change anything at MECA to make it a better place to work, what
improvements would you make?
Duration of Employment:
0-5 Years
6-10 Years
11-20 Years
>20 Years
My Job Category is:
Finance
Management
Human Resources
Legal Affairs
Information Services
Payroll or Relations
* References: This survey contains information derived from www.hr-survey.com

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MECA

Training and Development Manager

Training and Development Manager

Employee Progress Evaluation

Program Effectiveness Evaluation

UI=Unimportant (Not necessary for job performance)

1=Less than once a week

SI=Somewhat Important (Aids in job performance)

2=1-2 times per week

E=Essential (Vital for job performance)

3=3-4 times per week

Never <1/wk. 1-2/wk. 3-4/wk.

Conduct Organizational Analysis to decide what

Assess training needs for departments with

Assess Employees need for training to improve

E=Essential (Vital for job performance)

Never <1/wk. 1-2/wk. 3-4/wk.

Conduct surveys to identify training needs based on

Conduct Work/Task Analysis to see what work tasks

Investigate what type of training best suits the

Create a complete and efficient training budget

Budget expenditures for materials, production and

Ensure operations are managed within authorized

* Analyze and modify compensation and benefits

Conduct Cost-Benefit Analysis to calculate the

Align training with the organizations strategic goals

Develop programs that optimize available

Identify opportunities to outsource training

E=Essential (Vital for job performance)

Never <1/wk. 1-2/wk. 3-4/wk.

Partner with regional and global operations to

Facilitate activities and events based on

Develop training for New Hires to follow company

Develop Continued Education Training to keep

Develop programs in leadership, soft skills, technical

Teach training methods and skills to instructors and

Manage staff of classroom facilitators to ensure

Help managers and trainers solve specific training

Coach and support staff through operational

Conduct orientation sessions for new employees

Conduct continuing education training to keep

E=Essential (Vital for job performance)

Never <1/wk. 1-2/wk. 3-4/wk.

Conduct New Hire Training to train new employees

Devise individual learning plans, if needed

Use classroom training, demonstrations, on-the-job

Conduct or arrange for ongoing technical training

Keep current with developments in training

Update training programs to ensure they are

* Manage backup, security and user help systems

Research new technologies in the workplace

Present research findings to upper management

Apply new instructional methods, as needed

Maintain a thorough knowledge of policies,

Monitor training schedule

E=Essential (Vital for job performance)

Never <1/wk. 1-2/wk. 3-4/wk.

Keep detailed training records

Manage training delivery, measurement and followup as necessary

Manage external training and accreditation

Organize logistics for training

Monitor activities, costs, and performance so goals

Report on activities, costs, and performance to