This report identifies key performance indicators and behavioral patterns showcased by one of the university’s professors. This report’s aim is to examine the professor’s overall performance in the workplace from multiple perspectives and help her improve it. It deals with concerns that have been raised in relation to the professor in question, as well as her personal concerns, and provides recommendations for the future.
The professor possesses a reliable work ethic and always prepares her class materials meticulously, getting the most out of the time allocated to her classes. She is always present at her workplace on time and is known for her punctuality. She has an excellent knowledge of her field and the inner workings of the university, making her one of the most knowledgeable and experienced colleagues on campus. However, there have been multiple complaints filed against her in relation to her short temper and the instances of harassment. No formal action was taken, but the concerns appear to be a repeating pattern. She has been referred to as personally unsuitable and has failed all of the required reference checks for internal promotions.
The professor has achieved a consistent output of excellent and high grades from the students in her module. They have the second lowest percentage of re-sit examinations within the college and demonstrate consistently high attendance rates. During the cross-teaching instances, other professors and teaching assistants noted her students’ outstanding discipline and deep knowledge of the subject. The class average has consistently remained between 80 and 90 points for the last five years.
Other professors and multiple teaching assistants have commented on the professor’s rudeness, short temper, and instances of harassment and bullying. She has been reported to be quick to angry and insensitive throughout her communication with her colleagues. Several cases of deliberately insulting behavior on the professor’s side were reported to the college’s Human Rights Office, but no further action was taken. At the moment, she is regarded with dislike among her colleagues despite her outstanding performance in the area of knowledge and experience.
Her students have filed similar complaints to the Human Rights Office, as well as discussed the situation with the members of the student union. The professor has, on multiple occasions, brought her students to tears in public. Her communication and interpersonal skills have become a concern among her colleagues and students alike and are likely preventing her from getting the promotion she is looking for.
Areas of Improvement
Communication and Interpersonal Skills
At the moment, the professor’s communication and interpersonal skills are significantly less developed compared to her academic knowledge. She is known for being a difficult person and has been in instances of conflict with the majority of her colleagues. The professor would benefit from changing her approach to daily communication in the workplace and focusing on maximizing the productivity of said communication. She will need to recontextualize some of her behaviors and reject others, aiming not to raise her voice in standard conversations with colleagues and students. Said improvements can be achieved via additional interpersonal training and corporate counseling sessions with the university psychologist.
The professor is widely known for her short temper and is quick to anger, especially when put under pressure. She would benefit from improving her stress and anger management skills. The academic environment in a college is a challenging field with frequent instances of uncertainty and internal disagreements. The professor could improve her response mechanisms in stressful situations, as well as her ability to manage her emotions in general. She is recommended to invest more time in well-being programs to help her cope with pressure in healthier ways (Khoreva & Wechtler, 2018). The professor’s commitment to improving her performance will definitely aid her in developing better stress management skills.
The professor is one of the most experienced staff members on the university campus, having worked in the college for 15 years. She possesses the utmost confidence and focus while at work and embodies the university’s values of competency and dedication. In both cases, her internal position applications, although unsuccessful, were characterized by high qualifications. It is fair to say that she has outmatched other candidates in practical experience and, with due training in interpersonal skills, will be eligible for higher positions within the organization.
The professor is an outstanding expert in her subject and the relevant academic field in general. Her knowledge is relevant and kept up to date with consistent additional self-education and attention to the changes in the field. It reflects the university’s values of academic excellence and attention to scientific developments in society. She is one of the leading scholars of the university, is frequently published in scientific journals, and has drastically improved the academic performance of her class.
The professor has shown to be a top-class expert in her field with the utmost knowledge of the relevant subjects that cover the syllabus and beyond. The HR department is positive about her ability to improve her communication and stress management skills. Her commitment to improving these areas of her performance has been noted by the department, and she was made aware of the existing resources and support systems.
Khoreva, V., Wechtler, H. (2018). HR practices and employee performance: The mediating role of well-being. Employee Relations, 40(2), 227-243. Web.