Use this step by step explanation to craft a good employee performance feedback review for an audiovisual archivist. Find the right words with quality phrases.
An Audiovisual Archivist is responsible for conservation, preservation and maintaining the data of the audiovisual format like films, magnetic videos, audio tapes, optical and digital media. This role requires an individual who has specialized training and understanding of history and its importance to future generations. The Library is the most likely place for this position to be utilized, but any other organization can adopt it for easier data management. Other important tasks include creating and implementing policies and procedures for handling the stored data, managing and availing the data as required as per the company's policies, collaborating with other departments to recommend and oversee equipment and handling of the stored data, researching and following the copyright laws related to these materials, preserving and providing access to the materials stored.
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. | Asserts opinions, views, and ideas respectfully and appropriately to the relevant audience. Does not quickly assume what the other person is saying but instead listens to completion. | 2 |
| 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 Does not share anything personal with an impossible person even when they seem normal or act like a friend | 2 |
| FLEXIBILITY: Flexibility is an important skill that allows employers and employees to make an arrangement about working on maintaining a work/life balance to help organizations improve the productivity and efficiency of their balance. | Have satisfactory standards of flexibility and proves to be of great use in such times Quick in adjusting to change in the performance of duties | 2 |
| 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 Continues to set a trend that cannot be easily reached by any other employee | 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. | Includes breaks in one's to-do lists in order to get time to freshen up and get the mind ready for the next task Sets a realistic time estimate for each project and tries to complete each one of them within the confines of each time limit | 3 |
| SEEING POTENTIAL PROBLEMS: Seeing Potential Problems is the ability to structure the current situations and identify developments that could cause problems in the future. | Trains every member of the team on good time estimation skills in order to maintain accurate schedules Regularly checks in with team members either in person or by phone in order to see how things are going and address issues | 2 |
| BUSINESS TREND AWARENESS: Business Trend Awareness is the capacity to be conscious of the changing ways in which the companies are developing in the marketplace. | Commended for having deep understanding of the current market trends Easily adjusts to new trends, thinks quickly to respond to new trends and is never frightened by new trends | 3 |
| 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. | Puts more effort in monitoring processes to check for bottlenecks Uses existing survey results to assess the impact of ongoing process improvement efforts | 2 |
| RESEARCH: Research is the ability to stay updated on the latest trends in different fields as per your concern or the concern of your company or business. | Uses existing data collections tools to gather data when conducting a research Breaks bigger issues into smaller manageable parts when faced with complex situations during research | 2 |
| TRAINING OTHERS: Training is the ability to expand the knowledge base by learning new truths that are useful in the workplace. | Makes attempts to apply skills learned in training session to advance skill set and career Encourages team members to share concepts learned in training sessions | 2 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| LISTENING SKILLS: How do you give your feedback and does it have any value? Do you always seek for clarification on issues you do not understand when conversing with someone? | [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 would you deal with a team member in your group who constantly talks more than all the others? Is there a time when this ha happened at work? | [employee comments] |
| FLEXIBILITY: Do you execute tasks promptly or are you always late? What areas are you supposed to work on to become better? | [employee comments] |
| POTENTIAL FOR ADVANCEMENT: Do you ask for coaching or training when you need it or do you delay until it is forced on you? What measures are you meaning to use to become better in executing your duties? | [employee comments] |
| PROJECT AND GOAL FOCUS: Is there a time when you have missed goals? What were those goals and why did you miss them? How do you keep track of your project to make sure everything is in order? | [employee comments] |
| SEEING POTENTIAL PROBLEMS: How have you helped other employees improve their ability to anticipate problems? Give an example What are some of the project management tools, if any, that you have used to determine the future of your project? | [employee comments] |
| BUSINESS TREND AWARENESS: What efforts are you making to increase your accuracy in predicting future business trends? Can you think of a new trend that caught you unawares and how did you respond? | [employee comments] |
| PROCESS IMPROVEMENT: Is there any time you failed to set objectives when initiating process improvement efforts? How did you correct the mistake? What efforts are you making to improve your ability to detect the root cause of errors in processes? | [employee comments] |
| RESEARCH: What efforts are you making to improve your research methods? How often do you break bigger issues into smaller manageable parts when faced with complex situations during research? | [employee comments] |
| TRAINING OTHERS: What are you doing to concentrate during training sessions and do you encourage others to concentrate? Do you seek for extra assistance from colleagues on complex concepts learned in training sessions? | [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: |