Introduction to Human Capital Profiler

The following multiple-choice assessment has been developed by Human Capital Department based on the research of Dr Scott Parry, who identified that managers need to perform in four key ‘quadrants’:

Supervisory – Building a Team.
Cognitive – Clear Thinking.
Communication – Relating to Others &
Administrative – Managing your Job.

At the start of the assessment, you will be asked a number of ‘demographic’ type questions which will be used for calibration purposes. The assessment which should take no longer than 20-30 minutes to complete.

After you have completed the assessment a Human Capital Department Consultant will discuss your report with you. Which will help drive and inform a Personal and Professional Development Plan.

Full Name

Email Address

Company Name

Job Title

Number of Employees

1 out of 13

What type of instructions do you provide your staff when you decide to delegate?

Give them clear assignments and instructions.

Give them the task and identify definite milestones, clear instructions, and a follow-up system.

Give them the task and ask how they will deliver the required outcome.

Give them the task and check their progress after they have started.

Give them step by step instructions.

What process do you follow when delegating a task?

I communicate the task and check when finished.

I communicate the task and ask them to update me daily.

I communicate the task and review it with them.

I explain the task and will check the employee’s progress.

I print out the instructions, communicate the task and do a demonstration.

How do you decide which tasks to delegate to which employees?

I let them self-select the tasks they’re most interested in taking over.

I delegate as per their previous experience and performances.

I trust my intuition and simply delegate.

I ask others their opinion and delegate accordingly.

I check their progress chart and delegate accordingly.

Managers should develop people; how should they accomplish this?

Be confident in the instructions you give and support your team to achieve them.

Criticise where the individual is wrong and create a support plan.

Check up on your team and discuss how they can achieve their targets.

Set targets with individuals and ask them to update you their progress.

Set clear expectations and let them have independence.

Why should managers set targets according to what challenges their team?

The team is clear about the manager’s expectations and follow through the plans.

The team know where they need to improve.

The team will feel accomplished and challenged.

The team always has tasks to do and are not underachieving.

The team is learning at a level that motivates them to keep improving.

What should a typical training course be like?

Based around developing the employee's current knowledge, understanding and skills.

Based on the qualification standards and the companies objectives and limited by its constraints.

Based on supporting the growth of the company.

Based on the companies targets and constraints.

Based on how much time the trainee takes to develop.

What is a good approach to selecting the right people for a task?

Have a vote on people’s preferences.

Group people according to their perceived knowledge, skills and understanding.

Discuss with individuals their strengths and areas for improvement.

Test them beforehand and identify strengths and areas for improvement.

Choose according to the last project's outcome and result.

What helps individuals understand their strengths and weaknesses?

By reviewing their performance and identifying their successes and failures.

By testing their speed and achievements using appropriate/reliable assessment tools.

Asking others’ opinions on their job performance.

Constructive feedback by identifying their successes and areas for improvement or development.

Send report cards showing their level of performance against a range of tasks.

You gave training sessions, yet the participants had difficulty in understanding the topics you were covering. What would you do?

Identify what they did not understand.

Write down all of their questions.

Give anonymous feedback about the session.

Email them to ask if they understood.

Invite them to discuss the task with me.

What would you do when you must coach an employee to perform a task?

Agree on the expectations and outcomes required and how they will receive constructive feedback.

Explain what is required, plan going forward and demonstrate how the task should be performed.

Assign a team member who has more experience in that task to support others.

Assign a team member who is eager to try and provide coaching support.

Give written and verbal instructions, talk them through each task.

2 out of 13

Which option is a must to assess your virtual team’s performance?

Hold regular team meetings – establish one on one discussions - provide face-to-face feedback.

Hold regular team meetings – discuss the outcomes required together - assess the achievements and efforts of the team.

Hold regular team meetings – explain the expectations and outcomes required - assess the results.

Hold meetings – ask them to email every week – expected outcomes and their progress in achieving the outcomes required.

Send invitations well in advance to team members – email progress logins – assess the results.

What would be the ideal annual performance management process?

Quarterly reviews, quarterly 360 feedback reviews, calibration meetings and year-end assessment.

Regular reviews and calibration meetings with feedback.

Quarterly reviews, monthly feedback, calibration meeting and year-end assessment.

Quarterly review, calibration meeting and year-end assessment.

Monthly review, weekly meetings, daily check-in with feedback.

What activities will you initiate to encourage teamwork within your department?

Weekend team gathering for a drink.

Twice a week team meetings to generate ideas and improvements.

Blended Learning.

Invite them to social gatherings.

Create social media group chats.

What are the top five skills for a team lead when working with a team?

Communication – Delegation – Support -Understanding – Support.

Communication – Delegation – Support – Empathy – Leadership.

Communication – Delegation – Support – Empathy – Management.

Communication – Good work ethic – Feedback – Leadership –Understanding.

Communication – Support – Delegation – Empathy – Seriousness.

As a manager, what could you do to encourage good teamwork?

Provide mentoring or support to individuals and as a group.

Group individuals together every week to complete tasks and share learning.

Ask them to speak to each other and create positive work environments.

Create team-building activities more regularly based on the team’s preferences.

Host social gatherings and set team-building activities regularly.

How should you give an appraisal?

Hold a 1-2-1 meeting to review job performance and acknowledge successes, identify areas for improvement, agree an ongoing review process during the next review period.

Congratulate them and tell them what you think of their performance.

Leave them to figure out where they have succeeded.

Give rewards and constructive feedback.

Acknowledge good performance and identify areas of improvement for the next meeting.

Why is positive reinforcement often used in regulating good behaviour in employees?

Ensures the work environment is positive and good communication takes place.

It is the most efficient approach and people respond well.

It ensures business standards are consistently met.

Employees are more likely to respond well.

Employees will respect you more.

What could you use to evaluate your team’s performance?

Monthly progress check-ups.

The quality of work they have completed and by reference to feedback received from clients or service users.

Assessing employee's competency and general capability against reliable and accepted standards.

Ask them their opinion on their progress.

Compare them to other companies.

How should you set expectations?

According to the business objectives, targets and anticipated future demands.

By aligning peoples existing knowledge, skills, understanding and future potential.

According to the companies’ goals and performances of individuals.

By measuring the team against the competency standards requirements.

Testing knowledge, understanding and the employee's opinion.

How would you analyse the learning needs of your team members?

Check on the employee's performance and identify the gap.

Using the competency standards to measure their job performance and identify any gaps in their knowledge and understanding.

Consider any learning and development needs.

Monitor their computer.

Review individual performance against other members of the team.

3 out of 13

What factors should be considered when applying discipline?

The seriousness of the case/problem.

Degree of socialisation.

Frequency and nature of the problem.

Check-ups and punishments.

Zero tolerance.

Under what circumstances could a disciplinary action go wrong for an employer?

Dismissing for a reason not covered by your disciplinary policy.

Decreasing sanction to dismissal on appeal.

Choosing an inappropriate decision-maker.

Given based on opinions.

Given based on effectiveness.

To properly document a discipline, what facts should be included in the documentation?

Date all conversations – document in a timely manner – remain neutral – create a balanced record.

Date all conversation with proof – document in a timely manner – remain neutral.

Document in a timely manner – remain neutral – create a balanced record.

Written and recorded communication – agreed on contract – dated.

Dated – signed – recorded – photocopied – scanned.

What are the benefits of counselling skills to employees?

Builds comfort and security amongst the employees.

Builds a responsible relationship with the staff member.

Better engagement with employees’ problems, creates open and transparent relation.

Easier communication and honesty with employees.

Better work ethic in the company.

Disciplinary procedures permit managers to deal fairly and consistently with employees who breach the rules. Although there is no legally required structure, which is the best procedure?

Informal warning, formal written warning – dismissal.

Informal warning – formal verbal warning – written warning – final written warning – dismissal.

Formal written warning – dismissal.

Informal warning – written warning – signed contract – final written warning – dismissal.

Dismissal – final warning – signed contract.

How should you discipline and counsel individuals to trust the company policy is right?

Remain neutral and unbiased when acting.

Guarantee them a support plan if it is incorrect.

Listen to the individual’s explanation and others.

Make sure no one is aware of the discussions.

Ensure disciplinary action occurs.

Which disciplinary action should managers use?

Positive reinforcement.

Positive emails.

Individual counselling with a support plan.

Positive reinforcement with support plan and counselling.

Criticise them every time they repeat the behaviour.

How responsive should managers be with bad behaviour?

React straight away, collect accounts on the problem and set up a disciplinary plan.

Understand the seriousness of the situation and discuss and create an appropriate disciplinary action.

Understand the problem, plan, and apply disciplinary action and follow up with counselling.

Remain neutral and apply disciplinary action in due course.

Find the employee and make them redundant first.

How should a manager approach problems in the workplace?

As soon as possible.

After asking what had happened and collected evidence.

Remain neutral, take note, and assess the situation.

Remain calm and investigate the problem according to witnesses.

Investigate the problem without suspicion.

Managers should treat the employees’ cases with care. How should they ensure this?

Tell everyone to carry on what they were doing and and take time off if needed.

Send private emails to everyone, ask them to ignore others problems.

Approach the employee in the workplace and ask them to discuss the matter in less busy office hours.

Send a private email asking the employee to have a discussion during less busy office hours.

Make sure everyone is focused on something more important.

4 out of 13

Which answer is the key to effective problem-solving?

Research, analyse and active listening.

Clear communication and emotional intelligence.

Intuition and cultural intelligence.

Neutral and curious.

Impartial and aware.

Which answer is an efficient way to solve team problems?

Have an open-door policy and be clear about tasks so, each team member knows his/her own responsibilities.

Set up weekly one-to-one meetings in rotation.

Identify group leader and meet team lead weekly.

Email individuals.

Set up good social events.

As a Line Manager, how should you approach a problem?

Maintain an open mind - Trust your intuition.

Rely on reason rather than emotions – Maintain an open mind to alternative interpretations.

Collecting peer’s opinion - Counting on survey results.

Maintain neutral – Ask for others’ opinions.

Strategic and rational.

In a 7-step effective problem-solving process, which answer is the last step?

Identify the issues.

Agree on contingencies, monitoring and evaluation.

Document agreements.

Finding a team to agree.

Implement the solution.

Leaders with an aptitude for problem-solving have the ability …

To analyse, diagnose, deal with problems.

To listen, delegate and report the problems.

To understand, plan and delegate the solutions.

To listen and to find solutions instantly.

To find solutions that are effective.

The risk management process is broadly broken down into a number of questions. Which one would you ask?

What are the risks?

What could be their reaction?

Who could be responsible?

Who could have the most information?

What is the success rate?

Which answer is not the most important principle in solving problems?

Identify the goals that the problem is blocking.

Collect data to help identify the root cause.

Explore the causes before selecting solutions.

Ask questions.

Test whether there are assumptions.

What should managers aim to do when finding solutions to problems?

Ensure they have a proper understanding of the problem.

Find the cause to help your team to resolve the problem.

Have team discussions of what they think is going wrong.

Identify problems and have team meetings.

Take the time to meet and discuss with the team, find the root problem and assess the most suited plan.

In what order should you identify and solve problems?

Discuss problems with the team – identify root problems – team meeting – create a plan.

Research the problem – identify root problems – hold individual meetings – discuss a plan.

Set team meetings – address the problem – speak to individuals – create a plan.

Create a plan – discuss with the team – address new problems – hold a team meeting.

Team meeting – discuss with the team – address the problem – create a plan.

Why should you meet your team regularly to discuss problems and ideas?

Each week a new problem or idea could occur and needs developing.

Others might bring inspiration to the team.

To catch up.

To resolve problems upfront.

To ensure socialising happens.

5 out of 13

As a manager, what is the most important principle in making a decision and weigh risks?

Assign weights to pros and cons.

Explore several options.

Count on peers’ opinions.

Which is the fastest.

Which one is most profitable?

Which decision-making process would you apply?

Identify the problem - Gather relevant information - Identify the alternatives - Weigh the evidence - Choose among alternatives – Decide - Review your decision.

Identify the problem - Gather Information – Consider the consequence – Make your decision – Evaluate your decision.

Identify your goal – Consider the consequence – Make your decision – Evaluate your decision.

Identify the problem – Plan towards the goal – Test the plan.

Plan – Ask for different perspectives – Test the plan.

What would you do if your team does not agree with your decision?

I will set a team meeting and ask them the reason for this disagreement, then amend my decision accordingly.

I will send an email to the team and explain the main factors of my decision and remind them of the effective date.

I will set a team meeting and explain that I valued their input, but based upon xyzzy, I made my decision.

I will set social gatherings – ensure the team is happy – ask for a discussion individually.

Email your disagreement and ask for their opinion – schedule a meeting to discuss.

Among these five types of decision making, which is the best for the benefit of the organisation?

Go or No Go.

Have a clear understanding of the steps required in making decisions.

Evaluate available alternatives and select the best options.

Use weight decision making grid.

Create alternatives through team discussion and decide with decision matrix.

You have made the decision and need to weigh the risks before informing the stakeholders. Which process would you choose?

Identify the risks – Assess the risks – Control the risks – Review control measures – Inform stakeholders.

Identify who/what/how – Assess the risks - Make a record of the findings – Review the risk assessment -Inform the stakeholders.

Identify the risk – Analyse the risk – Evaluate and rank the risk – Monitor the risk - Make a record of risks - Use control measures – Review the outcome – Inform the stakeholder.

Identify risks – Assess possible alternatives – Test and evaluate – Inform the stakeholder.

Inform the stakeholder – Discuss with the stakeholder – Create a new plan – Assess the risks – Make a new decision.

You are considering reducing the workforce to cut operating costs to make the company more profitable - How would you proceed?

Freeze pay raises for two years and up skill all employees with new training programmes.

Fire the last joiners for economic reasons and provide a benefits package if they are unconvinced.

Provide voluntary termination incentives to allow employees to decide whether to quit in exchange for a package of benefits.

Provide a support plan – Create a list of employees that could be fired – Decide based on performance.

Create a list of top performers – Dismiss all employees that do not rank a voluntary termination.

Managers need to make decisions based on:

Possible consequences.

Best alternative.

Best alternative and success rate.

All the above and feedback received.

None of the above – profits.

What consequences should you consider when you make a decision?

Clients responses.

Best alternative.

Best alternative and success rate.

All the above and feedback received.

None of the above – profits.

How important is understanding the risks of the decision made?

Second priority and considered after every decision.

Following intuition is best.

When you have experienced a failure before.

When a customer advices you of their concerns.

Always the first priority and considered after every decision.

Managers should be able to make decisions and think clearly in stressful conditions. To do this, they should:

Listen to information carefully and actively question inferences. Consider other views.

Considers other perspectives.

Take accounts of each witness.

Remain calm.

Ensure everyone has a break.

6 out of 13

What process do you have to do until you draw a conclusion?

Listen to others’ opinions – vote on the opinion – test the opinion.

Write down a plan – share the plan – test the plan.

Listen to others' – note – question inferences – consider other perspectives and test on evidence.

Question inferences – test inferences – decide which option is best.

Choose the best alternative – listen to others’ opinions – test and reselect the best alternative.

Why should managers decide based on evidence?

To not let emotion and bias opinions decide.

To check, it’s factual.

To eliminate irrelevant data or incomplete information.

To seem hardworking.

To be impartial, apply logic and clear thinking.

How do you minimise thinking unclearly?

Ask to be reviewed.

Follow a list of company policy procedures.

Remain calm and collected.

Follow through testing inferences and assumptions.

Ask for second opinions and test for logical thinking.

Managers can utilize other employees to give different perspectives. What else could they ask other employees to do to help investigate information?

Ask them to socialise with everyone.

Ask certain questions that you need to know.

Take their account of the situation and discuss how they could bring forward new ideas.

Ask them to help you take notes so that you haven’t missed any information.

Ask each of them the same question.

To analyse a team debate, which question will you think / ask first?

What are the issues and conclusion?

How good is the evidence?

What assumptions have been made?

Who was involved?

What information has not been shared by members of the team?

How would you improve your critical thinking skills?

Practice active listening skills – Ask Questions – Evaluate existing evidence.

Ask for leadership opportunities.

Become more self-aware – Ask Questions – Collect more feedback.

Brainstorm other ideas.

Understand the issue - ask questions - evaluate evidence - agree a conclusion.

How will managers implement the most appropriate courses of action?

Adopting a plan, which outlines the issues, identifies what needs to change and the steps to deliver the plan.

A plan that is the fastest at changing an employee’s behaviour.

A plan, which includes a systematic procedure that identifies issues through discussion with employees, improving performance and behaviour.

Discussion with the employee the steps they need to take to improve.

A schedule of changes in the behaviour of the employee.

What encourages your team to be honest with you?

Being clear and transparent.

Holding regular 1-2-1 meetings with employees to get to know them better.

Let them speak openly without interruption.

Let them speak freely and whenever they need to, without judgement from you.

Remain neutral.

Why should managers be open to feedback?

It helps to find better, more creative alternatives and identify the blind spots.

It helps to improve the decision and test whether it is appropriate.

Ensures everyone is onboard the idea.

It gets team support.

The team can help clarify any issues not visible to you.

Managers can benefit from brainstorming with their peers. Why is this?

They can socialise more and become a closer team.

Other’s voices are heard and it can create ideas.

They include the opinions of others so that they feel included.

It engages the team to know what goals to achieve and, action needed.

The team is better informed and interacting with one another.

7 out of 13

The purpose of active listening is to fully absorb what the other person is communicating. As such, active listening requires that you:

Listen, reflect and understand.

Concentrate on the individual.

Be aware of the verbal and nonverbal cues and reflect on what you observe.

Be patient.

Not judge the speaker and take notes.

Being organised when listening means:

Focus on the person and note down what they say.

Create a structure and be well equipped to be flexible.

Ask questions and have a time schedule.

Be equipped and well informed of the employee you are interviewing.

Be flexible and follow interviewing techniques step-by-step.

My understanding of active listening is …

Appearing relaxed and approachable.

Listening without interrupting, tuning into the verbal and nonverbal cues and reflect on what I am hearing.

Listening actively and nodding to ensure the other person.

Easy, good, and clear.

Patient and without interruption.

What is the most efficient action/reaction when you get biased information?

Probe to clarify, listen to third parties and delve deeper.

Challenge - look for the evidence.

Trust the person and act accordingly.

I don’t have any expression or reply.

Wait 5 minutes.

As a manager, when I get information from one of my team members, to ensure that I get unbiased information, I consider…

Evidence.

Witness statements and proofs from other team members - Factual information.

Involving HR.

Security footage.

The time of the day.

In my team, to get the full and accurate picture, I often …

Listen, observe, check-back and reflect.

Try to understand a different perspective.

Follow my intuition.

Ask around.

Gather evidence from footage and other colleagues.

Managers need to remain unbiased and neutral when they receive information. What process should they take to ensure this?

Understand the information – organise how to follow up – analyse the validity – decide the best response.

Under the information – ask what other’s opinions are – log the information.

Review the information – highlight the key points – see if the key points fit other’s viewpoints.

Listen carefully and do not react.

Do not react and practice being neutral.

When taking information in, it’s important to:

Focus on details, follow up their answers with relevant questions.

Write down what you think is important and ask questions that clarify your understanding.

Check with individuals every time you are uncertain of what they mean.

Listen carefully and record any concerns and details.

Watch the non-verbal ques of the individual speaking.

What should you ask about when listening to new information?

Ask about anything you are uncertain about in their answer.

Ask following-up questions to help clarify your understanding.

Anything you think is relevant.

Opinions and people’s names they mention.

Information that relates to the company and where assumptions are made.

How could you motivate your team?

Ask how they are doing every day.

Buy gifts for the team every week.

Be supportive and reassure them they can achieve their targets.

Find what motivates them.

Use what motivates them, support and reassure them they can achieve their targets.

8 out of 13

Which one is the best way to give clear instruction to your team?

Regularly review team priorities, objectives and standards.

Be clear, specific, set a timeline and have an example if needed.

Be clear and ask for clarification.

Speak clearly and at an even pace.

Email, speak to them individually.

What is the best way to draw the attention of your team to your speech?

Make a pause and create a silence, then continue.

Ask them to listen to me.

Select an appropriate venue and time.

Stop talking.

Raise attention.

When giving clear information, I tend to …

Be clear and precise.

Be factual and advisory.

Project my voice and can be quite loud.

Be understood easily.

Emphasise key issues.

When under pressure, my communication …

Becomes less clear.

Is assertive, clear and precise.

Aggravated and bold.

Louder, clearer and calmer.

Simpler, easy to understand.

When giving information, it is better to communicate …

Verbally.

In writing or by email

In writing or email and give the recipient an opportunity for a discussion afterwards.

Email, verbalize and check their understanding.

Be direct and simple.

When I give instruction to my team, I often …

Provide key milestones and deadlines.

Pay close attention, manage details by myself.

Identify a team lead and give her/him the responsibility to delegate others.

Make positive comments.

Review outcomes with my team.

Giving clear information requires certain skills in speaking, such as:

Speaking loudly.

Speaking from a planned format.

Truthful and directive.

All the above; simply, preciseness, and well-practiced.

Being easily understood.

Managers need to engage their team to reach their targets. This requires you to:

Tell them what you expect of them.

Understand the abilities of your team and delegate accordingly.

Set and organise your expectations of your team and inform them.

Be truthful, set clear objectives that are achievable and support them with the equipment.

Create a plan with the team.

What helps to maintain the focus of your team?

Stop them from talking and take notes of the objectives and plans.

Clear SMART objectives.

Ask questions and check the focus on your team.

Talk simply and refocus your speech on the objective. Outline the plan you have for them.

Giving lots of breaks and time for discussion.

What will practice giving clear information do?

Help you speak smoothly.

Make you more confident.

Help people get used to your style of speech.

Encourages you to be more organised and speak in a way people can understand you.

Perfects how people can understand you easily and know precisely what you mean.

9 out of 13

The most challenging part of drawing information out of my team correctly is not …

Concentrating fully on what they are saying.

Find the time to dedicate to the fact – finding process.

Being impartial.

Asking too many questions.

Checking the information they are telling me.

Which one is the least efficient process to avoid bias for the year-end performance review?

Year-round journaling and feedback.

General observation.

360 feedback.

Gathering evidence.

Researching the average performance of the team.

When investigating an incident, I …

Take my time to gather as many facts as possible and investigate accordingly.

Delegate the task of gathering information to team lead and take my time review, investigate accordingly following procedure and process.

Make a quick decision as we all have busy agenda.

Take time to plan and go through step by step the success factors.

Brainstorm how to resolve the incident and take time to check the facts.

What should a manager do to respond without a biased approach?

Give all people a consistent response.

Summarise the information, reorganise how you will respond, ensure to not have any emotive or persuasive language.

Organise and plan how you will speak as plainly and concisely as possible.

Write down their thoughts before questioning.

Summarize their thoughts and ensure to have a neutral response.

When should a manager withhold judgement?

When they are speaking to stakeholders.

When they are given new information and need to consider.

When your seniors are checking your work.

When they are angry and emotional.

When they see their team is vulnerable.

Managers should consider other perspectives; this is because….

Helps test your understanding, inferences, and hidden meanings.

You are unsure of your own thoughts.

You want to test whether your decision is right.

You need to be fair.

Others may think they are treated unequally.

Why is it important to seek other perspectives?

To update the understanding of the team.

To help maintain a good social bond with the team.

To test the views of team members.

To test whether there are blind spots and better opinions and skills.

To treat everyone equally.

Managers should be cautious of what information they use; how will they do this?

Obtain every piece of relevant information they can.

Take the time to listen, question and consult with others.

Ask individuals to provide honest feedback.

Focus upon the detail.

Test assumptions.

What interviewing techniques could managers use to get unbiased information?

Use prepared direct and non-direct questions.

Write a list of questionable things the individual says.

Listen to the individual fully.

Listen to the individual, remain neutral and follow up with questions if there is a lack of clarity.

Don’t say anything until they have finished and ask colleagues to seek information that is missing.

What is the most effective method of getting unbiased information?

Using the most suitable form of questioning, reflecting, reaching a conclusion without assumptions, recognising and testing latent information.

Allowing the individual to say everything they want to, question anything that is unclear, recording the information.

Obtain agreement, ask your list of questions you prepared before meeting them, allow them to speak.

Have 4 interviewers, one person to listen, one person to write one to fact check and another for security.

Listen carefully and question whenever there are assumptions.

10 out of 13

Time management skills include a variety of skills that will help you manage your time well. Which one are the most important time management skill?

Prioritisation and Delegation.

To-do list and Stress management.

Organisation and Communication.

Allocating tasks with time limits.

Setting deadlines.

How can you develop good decision making and prioritisation skills?

Urgent + Important: Do, urgent + Not important: Delegate, not urgent + Important: Put in your calendar, not important + Not urgent: Delete.

Urgent + Important: Do, non-urgent + Important: Put in your calendar, not important + Not urgent: Delegate.

Urgent + Not important: Do, non-urgent + Important: Delegate, not important + Not urgent: Delete.

Urgent + Important + not important+ easiest to do: Do easiest + rest of tasks: Put in calendar and highlight.

Highlight urgent + not important: put in calendar easy tasks first. Put in calendar urgent and non-urgent.

Which one is the biggest red flag for time management and prioritisation?

Micromanagement.

No planning.

Communication.

Emotional outbursts.

Long planning lengths.

Which prioritisation method is the most effective?

Eat the frog – (metaphor from a book).

Whats first in line gets done.

Eisenhower Decision Matrix.

Easiest task is done first.

Have team discussion.

Which one is the least practical and least efficient in organising your tasks?

Conventional paper-based diary.

Making lists of tasks and priorities for the day in google.

Using keep notes-reminder app of google.

Writing notes to remind you.

Setting alarms.

In terms of time management in meetings, which one is the most important?

Ask for/ Have the agenda and objective of the meeting.

Know the subject of the meeting.

Know the objective of the meeting.

When the meeting will start and end.

When the meeting has a break.

Managers typically spend their time managing people and tasks. Which one is not the most important task of a manager?

Executing tasks.

Managing tasks.

Managing people.

Time management.

Meeting goals.

Why is it important to manage both yours and your teams time?

So that the team delivers prioritises on time.

To ensure the whole team is time effective.

Control others work performance.

To stay on task.

To be productive and cost effective.

Managers often have multiple ongoing tasks. Some new, some ongoing because of delays. Which is the best plan to follow when you are bombarded with tasks.

Looking at tasks and set a list of to-do lists to be done by the last deadline.

Look at which tasks are easiest to do first – make a schedule – delegate tasks to be done by the deadline.

Assess which task is the most important – create a schedule – encourage good work ethic.

Give tasks to everyone.

Share the tasks between the best performers.

Your team will occur indecisiveness. What helps eliminate indecisiveness?

Use a randomizer to help decide.

Cast a vote, most popular option is decided.

Use decision-making matrixes to assess which option has better success.

Use instinct.

Past the decision to someone else.

11 out of 13

It is important to be present and supportive of your team. What could you do to encourage your team to work well together?

Create non-work-related events for them to socialise.

Schedule team working tasks where their skills are suitable.

Help partner individuals based on their performance for team working tasks.

Eat together.

Allocate breaks together.

What should a manager do to ensure their team understands how to develop themselves?

Set objectives for the team.

Review performance and schedule a discussion.

Discuss with them individually their strengths and weakness – demonstrate how they can improve – set goals.

Review performance and schedule a discussion on how they think they can develop themselves.

Schedule team meeting and highlight where each person has not shown their full potential - schedule development meeting.

Managers must consider what appropriate goals to set according to their team’s ability and wishes. Which factors should they consider?

Wishes, activities and quotas.

Ability, goal, outcome.

Time, skill, progress.

Performance and wishes.

Easiest tasks and performance.

How should managers evaluate performance?

Based on the quality and amount of work done.

Based on the criteria of the company and progress.

Based on the number of people they worked with.

Based on their years of experience.

Based on targets set.

What is the importance of goal setting?

Keeping employees occupied.

Improving and regulating the standards of the company.

To keep a schedule.

To motivate hard workers.

Improving the work ethic.

When should managers review the goals and standards they have set?

When performance drops or quality of work lowers.

When employees show stress.

Regularly to see if the goal is effective and if support can be provided.

When counsellors are free to give support.

When the company is at its busiest time of the year.

What are the qualities of effective goal setting for your team?

Goal must be clear, communicated well and challenging to be motivating.

Goal must not be overwhelming to be motivating.

Goal must be kept relevant to be motivating.

Goal must be achievable.

Goal must bring happiness.

Goal setting involves the development of a person or group towards …This can be guided by goal-setting criteria such as ...

Achievement – SMART.

Motivation and improvement – SMART.

Changing - SMART.

Discussion - Today, Tomorrow, future objectives.

Goal – Excel company targets.

When you set standards for your teams’ performance, it is;

Expressed in terms of quantity, quality, timeliness, cost, safety, and outcomes.

Based on the job role, not the individual.

Based on corporate vision and mission.

Average performance.

Time management.

What would you consider when setting up performance standards for your team?

Needs to be motivational, achievable with a reasonable time frame.

Needs to be focus on the position, aligned with other team members.

Needs to identify experience skills and knowledge required.

Needs to be focused on the companies’ goals.

Needs to be fair, realistic, achievable and agreed.

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Which one is the most important in task planning and scheduling within your team to deliver good quality projects on time?

Consider the strengths and weaknesses of team members.

Consider whether tasks could be a developmental opportunity for a member of the team.

Consider the teams area of interest.

Consider if it is challenging enough.

Consider if they are happy.

Planning and scheduling work is an important business function as:

Help us ensure that we keep our commitment to clients.

Help us to manage the workforce, planning and allocate resources appropriate to optimize cost if needed.

Help us to manage the output of our employees.

Stay on task.

Help us to review progress of our employees.

What is the most effective way of assessing the workload of your team?

Determine the priorities of projects and allocate accordingly.

Evaluate the skills and experience of the team and identify gaps.

Understand how much work we must complete in the coming week, months or periods.

Comparing their performances against targets.

Comparing their performance against best performers.

Which approach should you take when keeping your team focused?

Ask them to not talk at all.

Monitor and review their actions on a system.

Control interruptions by picking up distractive behaviour.

Silence the room.

Have individuals answer questions.

What will help you plan and schedule?

Write down all the key tasks and assign team members for each task.

Set a schedule for tasks to be done according to most difficult to easiest.

Use management planning tools to measure the importance of each task and set tasks.

Create a planning tool that will delegate the right tasks and measure the completion rate.

Decide which tasks are priority and use a management planning tool to plan and delegate according to limited resources.

How can you tell a schedule is appropriate?

Your team shows signs of being challenged and stressed.

The team reacts well by all communicating together.

The tasks set are achieved and there is good teamwork.

The tasks are achieved and you don't need to check on your team.

Your team frequently updates you with the tasks they completed.

When planning and scheduling tasks how can you make tasks achievable?

Order them easiest – most difficult.

Analyse the complexity of the task and the manpower needed – make tasks into manageable units.

Provide a written schedule incorporating key, relevant information setting out the steps needed to complete the task.

Ask if your team can complete it.

Analyse the steps needed to complete the task.

How can you know if a task is manageable for an employee?

Monitor their progress each week and each month and review.

Check their submissions.

See how often they attend meetings.

How they are coping with the work and if the work is challenging them enough.

Because they are happy and are best at the skill.

Based on their qualifications.

How should you delegate resources to elevate the use of them?

According to the lowest resource location.

Where they are most appropriate and improve the work.

Where they are appropriate.

Where they can replace old resources.

Anywhere if it’s used.

How do you organise your workload when you have multiple projects at the same time?

Estimate the required time, effort, and resource for each task.

Use to do list, separate urgent from important tasks and delegate.

Use support tools, applications and communications.

Schedule and monitor work in progress.

Install google calendar and arrange tasks.

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