Use this step by step explanation to craft a good employee performance feedback review for a clinical services director. Find the right words with quality phrases.
A clinical services director offers clinical directions in community health outreach programs. Using their clinical knowledge, they perform administrative functions based on the program as well as coordinating the running of clinical services.
Specific tasks include negotiating and drafting writing agreements with other service agencies and making sure that there is a seamless collaboration between all the relevant parties for the best clinical outcomes. In addition, they are responsible for recruiting clinical staff and coordinating the health care team in all clinical units. They also guide and monitor program certification and quality assurance procedures as well as coordinating emergency calls and making sure they are addressed promptly.
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 |
|---|---|---|
| INTERVIEWING: Interviewing is an essential skill in making a sound hiring decision that seeks to find out the candidate's background, work experience, skill level, general overall intelligence, enthusiasm, attitudes, etc. | Shows active listening by asking intelligent questions and following up with comments. Gives the interviewee ample time to answer questions to the best of their abilities. | 3 |
| MULTI-TASKING: Multi-Tasking allows one to juggle and perform more than one task at a time without losing track of what you are working on or dropping the ball. | Sets aside time for intense or complex tasks that require one's full concentration Sets a timer or makes a mental note to remind oneself to pay attention to a task when one gets distracted | 3 |
| STRATEGIC PLANNING: Strategic Planning is organizational management activity that is used to set priorities, focus energy and resources, strengthen operations while guaranteeing that employees and other stakeholders are working towards common goals. | Designs a plan that clearly articulates goals, responsibilities, and specific deadlines and makes sure that everyone understands the plan and his/her individual role in it Designs plans that allow one to adapt changes in the marketplace and is not afraid to change them as necessary | 3 |
| MANAGEMENT SKILLS: Management Skills are also known as leadership skills and involve planning, decision making, delegation, time management and time management to ensure optimum organization in focus and the technical of how and why of accomplishing tasks. | Acknowledges the accomplishment of each employee while recognizing their contributions Encourages the employees to learn to take responsibility for their performance | 2 |
| ASSERTIVENESS: Assertiveness is the inclination to stand up for your rights or other people's rights in a calm and concrete way without being aggressive or accepting a wrong. | Identifies self needs and wants, and asks for them to be satisfied Regularly expresses appreciation of others for what they have done or are doing | 3 |
| COMMITMENT TO THE JOB: Commitment to the Job is the feeling of responsibility that a person has towards a mission and goals of an organization. | Avoids wasting time; quickly finds another way to be productive even after finishing a big project Abides by company's policies, rules, and procedures and helps ensure other colleagues do the same | 2 |
| EVALUATING OTHERS: Evaluating others is the capacity to see the individuality in others and recognize a person's unique point of view. | Regularly reviews feedback from the customers in order to know the quality of work a person delivers Looks at a person's ability to take ownership of assigned tasks and figure out ways to get things done | 3 |
| PERSUADING OTHERS: Persuading others is making sure your best ideas get a fair hearing without manipulating others or using trickery. | Thinks about how incredible one is to the situation at hand before one is able to persuade others Practices and rehearses how to present a situation and gets ready for all possible outcomes | 3 |
| MANAGING DETAILS: Managing Details is the skill of paying close attention to details of every element of your job performance to ensure nothing is overlooked. | Provides accurate and consistent work that requires little or no checking Follows up with other employees to make sure that commitments and agreements have been fulfilled | 3 |
| MEETING MANAGEMENT: Meeting Management is the skill to know and understands the reason why an official meeting should be held and who should attend. | Plans for off-site meeting sessions and leads in bringing energy to participants to ensure they are free from fatigue Collects questions about the topic to be discussed way in advance | 3 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| INTERVIEWING: Describe the best interview you have ever attended, and you felt you performed well? What is the one question you find challenging to answer during an interview and why? | [employee comments] |
| MULTI-TASKING: Describe a time when you have had to perform multiple tasks at the same time. What are some of the challenges you faced? What is the most difficult multi-tasking experience you have ever had? What did you do and what was the outcome? | [employee comments] |
| STRATEGIC PLANNING: What are your long-term and short-term goals? What have you done to achieve them effectively? Can you describe the techniques or methods that you have used to develop a strategic plan for your company or department? | [employee comments] |
| MANAGEMENT SKILLS: How do you organize a department or the team to ensure they perform well? What are the most important values you demonstrate as a leader? | [employee comments] |
| ASSERTIVENESS: Can you think of a situation where you felt you had not communicated well? How did you correct the situation? How often do you encourage your colleagues to get into groups in order to make decisions that should be made jointly? | [employee comments] |
| COMMITMENT TO THE JOB: Are there instances in which you anticipated problems, and you were able to suggest solutions and influence a new direction? What has been your major work-related setback? What happened and how did you manage to keep moving forward? | [employee comments] |
| EVALUATING OTHERS: Describe a time when you have had to deliver negative feedback to a colleague. How did you make sure not to hurt their feelings? Is there a time when you felt you did not get what you expected from your evaluation? Why? What did you do? | [employee comments] |
| PERSUADING OTHERS: Can you describe a time when you have used facts to convince a customer to buy your products or services? Can you describe a time when you have successfully influenced your team members to embrace change? How did you go about it? | [employee comments] |
| MANAGING DETAILS: How do you make sure that you have all the necessary tools before starting a project or task? What are some of the things you have done or skills you have acquired to improve your ability to manage details at work? | [employee comments] |
| MEETING MANAGEMENT: Were there any times you failed to assign roles to participants in a meeting? How did you correct the situation? What are you doing to ensure participants remain focused throughout a meeting? | [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: |