Manager and Individual Assessment Test - the question form

1. A manager should listen carefully to an employee, even if the employee goes off topic.

2. Individual review often creates a calmer and more productive work atmosphere.

3. If an employee wants to ask for advice, they should arrange a meeting in advance.

4. It is better to avoid disappointing results during an individual assessment.

5. Individual review is more effective when it is planned for the year.

6. A manager should know the strengths and weaknesses of their subordinates.

7. During an individual assessment, it is better not to raise the issue of cleanliness and personal hygiene.

8. A manager should supervise subordinates not only in technical matters, but also in human and interpersonal aspects.

9. Individual evaluation is not an integral part of a manager’s responsibilities.

10. In almost all situations during an individual assessment, the manager does most of the talking.

11. One of the main goals of an individual assessment is to identify all causes of unsatisfactory results.

12. A subordinate talks more when the manager is truly listening.

13. It is important to distinguish between individual monitoring and evaluation of achievements.

14. Any disagreements should be avoided during an individual assessment.

15. A subordinate will be more willing to speak up if the manager shows interest by taking notes during the conversation.

16. A manager can assess their subordinates better if they have received training in human relations.

17. Because most people have a similar background, they can be treated the same way.

18. For an individual assessment to be effective, it should begin by creating a relaxed atmosphere.

19. People who are good listeners doodle when someone is talking to them.

20. An individual appraisal session is more effective when the manager takes the lead.

21. Whenever possible, a manager should personally supervise their subordinates.

22. A manager who cannot form judgments about people will not be able to evaluate them effectively.

23. A review meeting is often more effective when it is held away from the usual workplace.

24. A recording of an individual review session can be very useful for the Human Resources archive.

25. Individual monitoring is usually more effective when a third person is present.

26. Productivity usually increases when a subordinate can speak freely and with full trust with their manager.

27. It is better to leave the planning and conduct of an individual assessment to specialists.

28. During an individual review, the manager should appear attentive to the employee.

29. If it is not part of the listed job responsibilities, a manager should not be overly eager to conduct an individual review.

30. During an individual assessment, people talk more if they are put under a little pressure.

31. Low performance results from a person being in the wrong role.

32. Any manager should be able to monitor their subordinates.

33. Looking a subordinate in the face during an individual review makes it easier to understand them.

34. A smile is always associated with pleasure.

35. The individual assessment should be conducted while seated.

36. A manager who tries to devote almost all of their time to individual monitoring will be even more effective.

37. An individual review session is usually followed by disciplinary action.

38. At times, subordinates solve their problems on their own if they have the opportunity to talk about them with other people.

39. Usually, one individual assessment session is sufficient.

40. To carry out a high-quality one-to-one review, a manager must be able to speak persuasively.

41. People often express the same feelings in different ways.

42. If a person allows themselves to give in during an argument, it may mean they are not interested in the matter.

43. An individual review session is often more effective over a cup of coffee.

44. The primary purpose of an individual review is to more broadly engage the employee in following company policy.

45. It is easier to talk with someone sitting opposite me than with people sitting on both sides of me.

46. A manager can show interest by nodding their head.

47. If an employee seems upset during an individual review session, it is best to act as if you do not notice it.

48. Even if the manager does nothing more than nod, an individual check-in can be effective.

49. An individual review is a long-awaited opportunity for an employee to clear their conscience.

50. One should never advise a useful subordinate to resign.

51. An individual check-in is mainly an expression of support.

52. An individual check-in is most effective when it feels informal.

53. It is better to help people when they truly need help.

54. Individual monitoring mainly involves telling people what they should do.

55. It is necessary to regularly provide managers with written reports on my performance.

56. An individual review is less effective if the manager always takes the initiative.

57. A manager should give advice every time they are approached about personal problems.

58. An employee should never be criticized in front of their colleagues.

59. It is sometimes appropriate to use irony toward certain employees to encourage them to improve their behavior.

60. One of the main goals of an individual evaluation is to re-educate a subordinate.

61. The quality of an individual assessment depends primarily on the honesty and openness of the people being interviewed.

62. An individual assessment should address only employees' professional life.

63. A good manager listens more than they speak.

64. An individual review is more effective when conducted in a roundtable format.

65. One of the main goals of an individual review is to create an atmosphere in which the employee feels better.

66. An individual review is more difficult to conduct if the employee does not feel they need help.

67. A manager’s excessive accommodation may be perceived as a sign of weakness.

68. Individual appraisal is more effective when the employee chooses how to improve their work performance.

69. Individual follow-up is less effective than simply telling a subordinate what to do.

70. After an individual assessment session, a list of notes and recommendations should be prepared.

71. Breaks interfere with the effectiveness of conducting an individual assessment.

72. The main purpose of an individual assessment is to improve performance.

73. "Individual monitoring" and "advice, help, friendly support" are almost the same thing.

74. During an individual assessment, the manager should always use standard and progressive methods.

75. It is the responsibility of Human Resources staff to give people advice on the best ways to improve their job performance.

76. It is difficult to form an accurate opinion of a person after a single conversation.

77. Individual evaluation is intended primarily to correct people.

78. A subordinate will speak up more if the manager shows interest by making relevant comments.

79. Individual performance reviews are always more effective when a manager and their employee have a friendly relationship.

80. Prolonged silence during an individual assessment session usually means that things are not going well.