Use this step by step explanation to craft a good employee performance feedback review for an internal claims auditor. Find the right words with quality phrases.
An Internal Claims Auditor is responsible for auditing, approving or rejecting each claim before payments are made. This position is key in examining, monitoring and analyzing of activities related to a company's organizations.
The primary duties of this position includes, determining whether the proposed payments are for a valid or legal reason, ensuring that proper documentation and itemization are provided, and that payment is for legal, delivering legitimate claims against the company are paid accurately, ensuring that the purpose and transactions are properly approved prior to accepting the voucher or invoice for payment, enforcing all the provisions of the law, the commissioner's regulations, board policies and administrative regulations regarding the management are keenly followed.
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 |
|---|---|---|
| PHONE SKILLS: Phone Skills are useful to present a professional company image through the telephone to the customers while making them feel well informed and appreciated without necessarily seeing their faces. | Has a clear knowledge of the audience and does not use complex vocabularies and jargons. Always seeks clarification whenever the other person on the line is not clear. | 3 |
| INTERPERSONAL SKILLS: Interpersonal Skills are a set of abilities that enable a person to positively interact and work with others effectively while avoiding office disputes and personal issues with each other. | Disagrees gracefully and respectfully when he or she does not accept or agree on a particular thing. Recognizes and manages the effects of personal stress and of those who are around properly. | 3 |
| KNOWLEDGE OF COMPANY PROCESSES: Knowledge of Company Processes is the in-depth understanding of a collection of related, structured activities that serve a particular goal for a group of customers or clients who are valuable to the enterprise. | Understands and appreciates different perspectives on a problem in order to adapt the best approach to solving it Is able to work towards win-win outcomes; takes the time to learn and understand own counterparts and how to respond to them during negotiations | 3 |
| DEALING WITH DIFFICULT PEOPLE: Dealing with Difficult People is learning how to tactfully calm down an obnoxious person who is either verbally attacking you or stealthily criticizing you or your professional contribution. | Thinks about what one is going to say before one says it and what the goal for the conversation is Learns the person's strategy and develops counter strategies ahead of time, when one cannot avoid the situation | 2 |
| SUPERVISORY SKILLS: Supervisory Skills is the ability to lead and manage people effectively in a difficult and challenging atmosphere in the day to day life. | Provides sufficient information on guidance and feedback to the workers Prevents over-staffing in one department by dividing equal number of employees in each sector | 3 |
| LEADERSHIP SKILLS: Leadership Skills are soft skills that assist leaders in positively interacting with employees or team members to make the workplace a great place. | Highly useful in bonding employees together to create a solid team Organizes directs and guides the subordinates to a rewarding finish line | 2 |
| DEPENDABILITY: Dependability is the characteristic of being able to be counted on and relied upon by providing services that be trusted within a period. | Unstoppable by any obstacles, pressures and demands that would justifiably derail others Has a track record of energy, drive and performance levels that are inconsistent and unpredictable | 3 |
| POTENTIAL FOR ADVANCEMENT: The potential for Advancement is the ability to make something better by being more skillful, more efficient, and more useful to produce high-quality results. | Establishes both short term and long term clear and challenging goals that are attainable Displays a great initiative and energy in pursuing personal goals | 3 |
| QUALITY MANAGEMENT: Quality Management is the management approach to the long-term success through customer satisfaction that directly involves the employees in the continual improvement of the daily tasks. | Regularly monitors the quality of the products and services as well as the process used to produce them Seeks clarification by asking questions in order to make sure that one produces work that meets the specified needs | 3 |
| SCHEDULING: Scheduling is creating daily workflow charts that the employees are supposed to follow when working and submitting their projects. | Excels at assigning resources and identifying resource loading in an organized manner Understands what can be achieved realistically within the available time | 3 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| PHONE SKILLS: How do you handle irate and upset callers during a phone conversation? Do you usually call back when you promise to do so and have you ever failed to so at any given point? | [employee comments] |
| INTERPERSONAL SKILLS: Do you find it easy to strike a conversation with other people? Do you normally take the time to build meaningful and positive relationships with others? | [employee comments] |
| KNOWLEDGE OF COMPANY PROCESSES: Describe a situation where you have provided advice on procedures and the use of the company resources. Was your advice taken? If yes, what was the outcome? How would you respond to a new employee who shows an unwillingness to learn the company process? What would you do to help them? | [employee comments] |
| DEALING WITH DIFFICULT PEOPLE: Is there a time when you have had to deal with a difficult person at work? What was the problem? How did you go about it? How do you differentiate between a person who is deliberately difficult from one who is difficult due to some stress he/she is going through? | [employee comments] |
| SUPERVISORY SKILLS: Do you measure your performance as you gauge the performance of the employees? Do you have a laid out plan on how to ensure you reach each employee individually? | [employee comments] |
| LEADERSHIP SKILLS: Do you offer concern and assistance for poorly performing employees? Is the company's interest the center of your interest as you work? | [employee comments] |
| DEPENDABILITY: Are you available when you need to complete a task or handle a difficult customer? Do you finish all your projects and tasks within the allocated time? | [employee comments] |
| POTENTIAL FOR ADVANCEMENT: Are you willing to change tactics and part of the winning team? Do you pay careful attention to coaching and implement it in your work? | [employee comments] |
| QUALITY MANAGEMENT: Describe a time when you have suspended a supplier's contract with your company because he/she was supplying low-quality products. How did you go about it? What systems have you used to manage information and improve quality effectively? Would you recommend these systems to other companies? | [employee comments] |
| SCHEDULING: What efforts are you making to update your list of activities and track project schedules? Is there a time you failed to use standard scheduling terminologies? What did you do to correct the situation? | [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: |