JDT Task 3 (1113) value: 0.00 value: 1.00 value: 2.00 value: 3.00 value: 4.00 Score/Level
Articulation of Response (clarity, organization, mechanics) The candidate provides unsatisfactory articulation of response. The candidate provides weak articulation of response. The candidate provides limited articulation of response. The candidate provides adequate articulation of response. The candidate provides substantial articulation of response.
A1. Benefits The candidate does not present the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with no detail, the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with limited detail, the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with adequate detail, the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with substantial detail, the positive results expected from a well-prepared and well-delivered performance appraisal.
A2. Preappraisal Activities The candidate does not provide an appropriate recommendation of preappraisal activities that ensure the performance appraisal process is beneficial to the employee and the company. The candidate provides an appropriate recommendation, with no support, of preappraisal activities that ensure the performance appraisal process is beneficial to the employee and the company. The candidate provides an appropriate recommendation, with limited support, of preappraisal activities that ensure the performance appraisal process is beneficial to the employee and the company. The candidate provides an appropriate recommendation, with adequate support, of preappraisal activities that ensure the performance appraisal process is beneficial to the employee and the company. The candidate provides an appropriate recommendation, with substantial support, of preappraisal activities that ensure the performance appraisal process is beneficial to the employee and the company.
A3. Feedback The candidate does not illustrate what can go wrong when giving feedback to the employee during the delivery of the performance appraisal. The candidate illustrates, with no detail, what can go wrong when giving feedback to the employee during the delivery of the performance appraisal. The candidate illustrates, with limited detail, what can go wrong when giving feedback to the employee during the delivery of the performance appraisal. The candidate illustrates, with adequate detail, what can go wrong when giving feedback to the employee during the delivery of the performance appraisal. The candidate illustrates, with substantial detail, what can go wrong when giving feedback to the employee during the delivery of the performance appraisal.
A4. Managerial Steps The candidate does not provide a logical discussion of steps that a manager might take when delivering a performance appraisal to ensure the process provides value to the employee and the company. The candidate provides a logical discussion, with no detail, of steps that a manager might take when delivering a performance appraisal to ensure the process provides value to the employee and the company. The candidate provides a logical discussion, with limited detail, of steps that a manager might take when delivering a performance appraisal to ensure the process provides value to the employee and the company. The candidate provides a logical discussion, with adequate detail, of steps that a manager might take when delivering a performance appraisal to ensure the process provides value to the employee and the company. The candidate provides a logical discussion, with substantial detail, of steps that a manager might take when delivering a performance appraisal to ensure the process provides value to the employee and the company.
A5. Postappraisal Activities The candidate does not provide an appropriate recommendation of postappraisal activities that ensure there are performance appraisal processes that are beneficial to the employee and the company. The candidate provides an appropriate recommendation, with no support, of postappraisal activities that ensure there are performance appraisal processes that are beneficial to the employee and the company. The candidate provides an appropriate recommendation, with limited support, of postappraisal activities that ensure there are performance appraisal processes that are beneficial to the employee and the company. The candidate provides an appropriate recommendation, with adequate support, of postappraisal activities that ensure there are performance appraisal processes that are beneficial to the employee and the company. The candidate provides an appropriate recommendation, with substantial support, of postappraisal activities that ensure there are performance appraisal processes that are beneficial to the employee and the company.
A6. Company Benefits The candidate does not provide a logical discussion of the benefits to the company of working with employees to further their career goals. The candidate provides a logical discussion, with no detail, of the benefits to the company of working with employees to further their career goals. The candidate provides a logical discussion, with limited detail, of the benefits to the company of working with employees to further their career goals. The candidate provides a logical discussion, with adequate detail, of the benefits to the company of working with employees to further their career goals. The candidate provides a logical discussion, with substantial detail, of the benefits to the company of working with employees to further their career goals.
B1. Team Performance The candidate does not provide a logical summary of their research of at least 2 existing models to assess team performance. The candidate provides a logical summary, with no detail, of their research of at least 2 existing models to assess team performance. The candidate provides a logical summary, with limited detail, of their research of at least 2 existing models to assess team performance. The candidate provides a logical summary, with adequate detail, of their research of at least 2 existing models to assess team performance. The candidate provides a logical summary, with substantial detail, of their research of at least 2 existing models to assess team performance.
B2. Strategy The candidate does not provide a logical justification of the models the company should adopt to assess team performance. The candidate provides a logical justification, with no support, of the models the company should adopt to assess team performance. The candidate provides a logical justification, with limited support, of the models the company should adopt to assess team performance. The candidate provides a logical justification, with adequate support, of the models the company should adopt to assess team performance. The candidate provides a logical justification, with substantial support, of the models the company should adopt to assess team performance.
B3. Performance Differences The candidate does not illustrate the differences between evaluating team performance and individual performance. The candidate illustrates, with no detail, the differences between evaluating team performance and individual performance. The candidate illustrates, with limited detail, the differences between evaluating team performance and individual performance. The candidate illustrates, with adequate detail, the differences between evaluating team performance and individual performance. The candidate illustrates, with substantial detail, the differences between evaluating team performance and individual performance.
C1. Succession Planning The candidate does not present the reasons for adopting succession planning. The candidate presents, with no detail, the reasons for adopting succession planning. The candidate presents, with limited detail, the reasons for adopting succession planning. The candidate presents, with adequate detail, the reasons for adopting succession planning. The candidate presents, with substantial detail, the reasons for adopting succession planning.
C2. Organization Use The candidate does not present a potential succession planning process for the company. The candidate presents, with no detail, a potential succession planning process for the company. The candidate presents, with limited detail, a potential succession planning process for the company. The candidate presents, with adequate detail, a potential succession planning process for the company. The candidate presents, with substantial detail, a potential succession planning process for the company.
C3. Company Use The candidate does not provide a logical discussion of how succession planning may be utilized by the given company. The candidate provides a logical discussion, with no detail, of how succession planning may be utilized by the given company. The candidate provides a logical discussion, with limited detail, of how succession planning may be utilized by the given company. The candidate provides a logical discussion, with adequate detail, of how succession planning may be utilized by the given company. The candidate provides a logical discussion, with substantial detail, of how succession planning may be utilized by the given company.
D1. Conclusion The candidate does not present a conclusion reiterating key points. The candidate presents, with no detail, a conclusion reiterating key points. The candidate presents, with limited detail, a conclusion reiterating key points. The candidate presents, with adequate detail, a conclusion reiterating key points. The candidate presents, with substantial detail, a conclusion reiterating key points.
D2. Next Steps The candidate does not provide an appropriate recommendation for steps that should be taken to implement the key points covered in the presentation. The candidate provides an appropriate recommendation, with no detail, for steps that should be taken to implement the key points covered in the presentation. The candidate provides an appropriate recommendation, with limited detail, for steps that should be taken to implement the key points covered in the presentation. The candidate provides an appropriate recommendation, with adequate detail, for steps that should be taken to implement the key points covered in the presentation. The candidate provides an appropriate recommendation, with substantial detail, for steps that should be taken to implement the key points covered in the presentation.
E. Presenter Notes The candidate does not include relevant presenter notes for each slide. The candidate includes relevant presenter notes, with no detail, for each slide. The candidate includes relevant presenter notes with, limited detail, for each slide. The candidate includes relevant presenter notes, with adequate detail, for each slide. The candidate includes relevant presenter notes, with substantial detail, for each slide.
F. Sources There is evidence of quoted, paraphrased or summarized content without acknowledgement of source information. This level is also appropriate if task instructions require the candidate to quote, paraphrase or summarize content from a source to complete the assessment, and this has not yet been done. The candidate provides required acknowledgement of source information for quoted, paraphrased and summarized content. However, in-text citations and/or source information is incomplete or inaccurate with respect to author, date, title and the location of the information (e.g., publisher, journal or website URL). N/A N/A The candidate provides source information for all quoted, paraphrased and summarized content. Source information appears to include accurate and complete acknowledgement of source information regarding the author, date, title and location of the information (e.g., publisher, journal or website URL) as well as appropriate in-text citation. This level is also appropriate if there is no evidence of quoted, paraphrased or summarized content, and it is not required by the instructions.