Use this step by step explanation to craft a good employee performance feedback review for a regional command center operator. Find the right words with quality phrases.
A Regional Command Center Operator is responsible for managing security in a particular region. He/she is tasked with accessing control systems and video surveillance, receiving emergency and non-emergency calls as well as coordinating response efforts. Additionally, he/she will produce incident reports for investigative purposes and provide security managers with information from the sensitive security databases.
He/she will also get to handle the following duties: dispatching first responders, creating accurate communication logs, reporting incidents as and when they happen, provide situational awareness of security issues that are currently happening, provide the security managers with situation updates, monitor the location and status of the security personnel at all times and generate security relevant information for the organization or public.
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 |
|---|---|---|
| TEAMWORK SKILLS: Teamwork is the process of collaboratively working with a group of people with an aim to achieve a set goal within a business ensuring that the staff and management cooperate using their skills and provide constructive feedback. | Always questions what the team is doing to try to ensure that everyone is benefiting. Drives team-related work and activities forward and ensure tasks are handled to completion. | 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 Allows extra time for interruptions when planning for how long one expects everything else to take | 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 Makes sure that the workplace entrances and exits are easily accessible and fully operational | 3 |
| DELEGATION: Delegation is assigning responsibility or authority to another person a junior or subordinate to carry out specific activities while remaining accountable for the outcome. | Concerns oneself with what is already accomplished rather than constantly detailing how the tasks should be done Builds motivation and commitment by offering financial rewards, future opportunities and other desirable recognition for tasks and projects well done | 3 |
| PLANNING AND SCHEDULING: Planning and Scheduling are the act of establishing a plan for a set of tasks that needs to be completed and including when they should be done. | Personally, coordinates work and the working area leaving no clutter in sight Makes the real use of the technology to establish and communicate plans | 3 |
| DEPENDABILITY: Dependability is the characteristic of being able to be counted on and relied upon by providing services that be trusted within a period. | Keeps all commitments and works with coworkers to help them keep theirs Demands reliability from others especially when working as a team | 3 |
| ENTHUSIASM: Enthusiasm is an intense enjoyment or a lively interest in a certain thing with a zest and a strong belief that can be felt by those around you. | Looks for moments that positively transformed one's own life and uses the moments to draw strength and inspiration Shows interest in one's own work and offers tips for getting the job done more efficiently to others performing the same task | 2 |
| EVALUATING OTHERS: Evaluating others is the capacity to see the individuality in others and recognize a person's unique point of view. | Looks for evidence of a person persisting and never giving up in spite of difficult situations Looks for evidence that a person sets clear goals that match the company's objectives | 2 |
| PERSONAL DRIVE: Personal Drive is a combination of desire and energy in its simplest form directed at achieving a goal in whatever you have set your heart to accomplish. | Does not need to be supervised when performing tasks; knows what to do and when to do it Seeks feedback from other employees; communicates one's areas of strengths and works closely with one's superiors to identify development needs | 3 |
| PERSUADING OTHERS: Persuading others is making sure your best ideas get a fair hearing without manipulating others or using trickery. | Assesses oneself in order to verify own effectiveness of communication and improve own confidence a notch higher before persuading others Practices and rehearses how to present a situation and gets ready for all possible outcomes | 3 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| TEAMWORK SKILLS: Give an instance you contributed actively to a group problem and what was the result? Do you always have a tendency of blaming others for the mistakes made? | [employee comments] |
| MULTI-TASKING: What effect does handling many things simultaneously have on you? When is the last time this happened? What tips have you used to differentiate tasks that fit well in multi-tasking from those that require your undivided attention? | [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? Is there a time when you have had to deal with an employee who repeatedly ignored the company's safety instructions? What did you do? | [employee comments] |
| DELEGATION: Describe a time when you have had to deal with an employee who was not following your instructions on an assigned project. How did you go about it? What are some of the things you have done to improve your delegation skills? | [employee comments] |
| PLANNING AND SCHEDULING: Do you have all the tools to help you plan and schedule the company's affairs? Do you have a workable daily schedule that you consistently follow? | [employee comments] |
| DEPENDABILITY: Do you give excuses instead of doing what is right? Are you willing to work overtime if the task requires you to do so? | [employee comments] |
| ENTHUSIASM: Are there times you have not achieved something that you set out to do? How did you feel about that? Is there a time when a task had to be completed, and you were able to focus your efforts and attention to get it done? | [employee comments] |
| EVALUATING OTHERS: Describe a time when you went into a performance review without preparation. How did it go? How do you think a company benefits from regularly evaluating its employees? | [employee comments] |
| PERSONAL DRIVE: What personal and career goals have you set for yourself? What are you doing to make sure that these goals are accomplished? Can you think of a time when the events or actions of a colleague adversely affected your personal drive? How did you cope with that? | [employee comments] |
| PERSUADING OTHERS: When selling an idea, it is sometimes useful for one to use real-life stories. Can you give an example of a time when you were able to do that? What was the outcome? Can you describe a time when you have had to convince a difficult colleague to accept your idea? | [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: |