Supervisors are responsible for managing employees and meeting company requirements. Upper management creates their objectives through gap analysis and assessments, which can lead to corrective actions and personal goal-setting. Each supervisor’s review process should be tailored to their individual goals.
Supervisors are usually part of a company’s management team, although they do not represent the highest level of management. In many cases, supervisors are responsible for looking after employees and ensuring that these individuals meet a company’s requirements. The supervisor’s goals can range in nature from improving a department’s output to training employees in new skills. Executive management is often responsible for creating the supervisor’s objectives. A common process for this activity is to identify gaps in the supervisor’s area, conduct an assessment, and develop corrective actions with the supervisor to close the identified gaps.
Gap analysis is a very common business activity, although this is not always the case. Supervisor goal setting usually occurs after owners and executives review a supervisor’s work and operational area. Upper management reviews what they expect to see in the supervisor’s work and actual results during the gap analysis process. Differences between these two represent opportunities for goals that will bridge the gap between expectations and actual activities. Supervisors can undergo a formal review here when performing a gap analysis.
Assessments are quite common for supervisors, who often undergo annual reviews of their actions and supervised areas. In some cases, a supervisor may undertake a personal self-assessment with the intent of rating themselves prior to the formal review. This provides input to upper management who will assess the extent to which the individual can achieve personal goals. The self-assessment can provide information for senior management and help set specific goals for the supervisor. The supervisor’s goals defined here then frame future reviews of the individual’s effectiveness in the company.
In some cases, gap analysis and self-assessments can lead to corrective action as part of the supervisor’s goals. These actions will alter the way the individual completes tasks and deals with problems. The development of lower-level supervisors is often necessary so that a company can promote from among the most suitable individuals to higher management positions. Corrective actions can also improve an entire area in a business. How a supervisor responds to these changes and corrective actions may also form part of the supervisor’s objectives.
Not all supervisors have the same goals. Upper management should tailor each review process to a supervisor and review each independently. Creating a measurement bar for all supervisors can be a dangerous tactic. Senior managers must invest time and effort in each individual supervisor in order to make them a success.
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