Use this step by step explanation to craft a good employee performance feedback review for a collections management archivist. Find the right words with quality phrases.
A Collections Management Archivist is liable for development, storage and preservation of collections and cultural heritage to satisfy the needs of the individual collector or the organization at large. This position ensures the long-term safety and sustainability of the cultural objects without fail.
Primary responsibilities include recording archival descriptions in collection management, promoting efficient processing and report to minimize backlogs, managing the life cycle of archival collections in a broad spectrum of archival functions, facilitating access to archival collections, comparing management tools and systems to find out what works best, integrating group management tools with other systems, facilitating access to archival collections through available records.
Employee Performance Review Sample | |
|---|---|
| Employee's Name: | Title: |
| Review Period: __/__/__ to __/__/__ | Employee SSN: |
| Work Location: | Supervisor's Name: |
Instructions |
|
Rating Meaning | |
| The employee fails to perform the most important aspects of the job satisfactorily. Requires close guidance to carry out routine jobs. He/she needs significant improvement in all areas. Meetings should be held between the employee and the supervisor to discuss performance deficiencies. | 1 |
| Employee routinely meets and exceeds expectations in all areas of responsibility. Produces high-quality work that at times exceeds expectations. Consistently meets the most critical annual goals. Occasionally produces timely and accurate results. | 2 |
| The employee consistently and significantly exceeds the communicated expectations by producing exceptionally high-quality work. He/she demonstrates exceptional knowledge of his/her duties and is highly recognized by others as an authority in his/her area of work. | 3 |
Supervisor's Feedback | ||
Skill | Comments | Rating |
|---|---|---|
| LISTENING SKILLS: Listening Skills are a practical ability to accurately receive and interpret messages you receive during the communication process to ensure flow and accuracy are maintained. | Offers constructive feedback to others and accepts when given feedback. Does not jump into conclusions but first listens to what the other person has to say. | 3 |
| SAFETY AT WORK: Safety is being protected from hurt or other non-desirable outcomes that may tend to overrule a situation and cause damages of different kinds. | Writes a fire safety plan showing the escape routes and posts the plan for all employees to see Always has the right tools in place to make sure that the employees do not have to improvise | 3 |
| DEVELOPING OTHERS: Developing others is an unremitting process that focuses on the broader, longer-term growth of individuals to nurture them to their potential and promote future development. | Establishes clear and challenging short and long term goals and encourages others to meet the target Sets goals that are accompanied by well-designed action plans that everyone can use | 3 |
| ETHICAL BEHAVIOR: Ethical Behavior is acting in policies that are consistent with what the society and individuals typically think are good morals or values. | Always ascertains that all the staff are treated fairly without favoritism Provides ongoing coaching to employees that increase their awareness on the importance of professional treatment in the workplace | 2 |
| EMPATHY: Empathy is the understanding of another person's condition from their perspective by placing yourself in their shoes and feeling what they are feeling. | Takes pride in helping other employees by acting on their needs and concerns and helping them to bring the best out of them Is able to navigate company's relationships effectively and achieve what other colleagues may previously have failed | 3 |
| CONCEPTUAL THINKING: Conceptual Thinking is the ability to recognize a situation or problem by identifying patterns or connections while addressing the underlying issues. | Creates a new explanation for a complex situation and organizes information in a way that shows originality and which is not obvious to others Considers how present policies, methods, and processes might be affected by future trends and developments | 3 |
| PRACTICAL THINKING: Practical Thinking is the skill to think creatively about projects or work that requires your full attention to be completed and to bring great results. | Makes lists, organizes things and uses a lot of detail in order to keep a problem in an orderly manner Asks questions about the situation and about the person who caused it and tries to look for answers to these questions | 3 |
| PROJECT AND GOAL FOCUS: Project and Goal Focus is setting your mind and heart on things that matter and add value to your life against those things that add no value at all or of little value. | Avoids distractions such as answering non-work related calls in order to remain focused on accomplishing own tasks Writes specific objectives in order to flesh out own goals and identify what one wants to accomplish | 2 |
| PROCESS IMPROVEMENT: Process Improvement is the creation of new processes or improving the existing ones that will work and take your corporation to the next level. | Integrates parallel processing techniques to ensure that related processes can run simultaneously to improve efficiency Allocates resources with intelligence and efficiency to make processes work better and spend less on them | 3 |
| TRAINING OTHERS: Training is the ability to expand the knowledge base by learning new truths that are useful in the workplace. | Takes advantage of each and every training session to advance skill set and career Leads in encouraging team members to put extra effort in taking part in crucial training sessions | 3 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| LISTENING SKILLS: How do you give your feedback and does it have any value? Do you in most cases ask relevant questions when having a conversation? | [employee comments] |
| SAFETY AT WORK: How do you set your company's safety rules? How do you make sure that every employee follows these rules? How would you deal with an employee who does not use the protective equipment? | [employee comments] |
| DEVELOPING OTHERS: Are you reliable to train and coach the employees to produce a better workforce? Does the management count on you to deliver profitability in the business? | [employee comments] |
| ETHICAL BEHAVIOR: Have you acquired a relationship of trust with other co-workers and management? Are you most likely to bend the truth to protect yourself? | [employee comments] |
| EMPATHY: What is one or two things you have learned from caring for or helping others at work? What is one thing you wish other colleagues knew about you, but they don't? | [employee comments] |
| CONCEPTUAL THINKING: Describe a time when you identified customer's needs on a particular project. What resources did you call on to help? Give an example of a problem you solved when important facts were unavailable. What was the outcome? How was this problem affecting other employees? | [employee comments] |
| PRACTICAL THINKING: How have you helped other employees improve their ability to think practically? How has this benefited the company? Describe a project that was successful because of your ability to think practically. What was your role? | [employee comments] |
| PROJECT AND GOAL FOCUS: Is there a time when you have involved other employees in developing your goals? Give an example How do you differentiate goals that are urgent from those that are important? Give an example | [employee comments] |
| PROCESS IMPROVEMENT: What efforts are you making to learn more about new procedures? How often do you eliminate steps that are of no value in a process? | [employee comments] |
| TRAINING OTHERS: How often do you encourage team members to take part in training sessions? What are you doing to prepare for training sessions ahead of time? | [employee comments] |
Summary |
|---|
Sections 1-4: To be completed by the supervisor Section 5: To be completed by the employee |
1. Exceeds Job Related Expectations |
2. Areas to improve |
3. Goals completed since last performance feedback |
4. Goals for next period |
5. Employee comments |
Signatures | |
| I acknowledge that I discussed this performance feedback with my supervisor. My signature does not mean that I agree or disagree with this appraisal. | |
| Employee: | Date: |
| Supervisor: | Date: |
| Human Resources: | Date: |