Use this step by step explanation to craft a good employee performance feedback review for a chief scientific officer. Find the right words with quality phrases.
A Chief Scientific Officer is accountable for managing scientific, research or technological operations of a company by setting up business research and scientific priorities so they can line up with the overall mission and goals of the very organization.
The duties of this position include updating technological advances and industry trends, making recommendations on future projects, coordinating research activities by recruiting qualified researchers, managing personnel and evaluating their performance, representing the scientific goals and interests of the company at press conferences or other events, responsible for establishing the business's strategic scientific input, maintaining the highest quality of scientific foundations of the enterprise.
Employee Performance Review Sample | |
|---|---|
| Employee's Name: | Title: |
| Review Period: __/__/__ to __/__/__ | Employee SSN: |
| Work Location: | Supervisor's Name: |
Instructions |
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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 |
|---|---|---|
| INSPIRING OTHERS: Inspiring is encouraging one to be their best in contributing to the vision of an organization where they are placed and entrusted to work. | Steps back after giving the advice in order to allow others to make their own decisions or discuss important issues Makes sure that everyone understands all the assignments and the deadlines when working with a team to avoid confusion | 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. | Redirects the conversation or situation to something positive by focusing on something else other than what the argument started about Avoids confrontational body language, such as maintaining eye contact for long periods of time or making aggressive gestures | 2 |
| TEAM BUILDING: Team Building represents various types of activities used to enhance social relations and define roles within the different teams at the workplace. | Manages relationships with co-workers and management in a professional manner Great at working and understanding the team dynamics that are beneficial to the business | 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. | Monitors processes by frequently meeting with each worker to show concern about their performance Prevents over-staffing in one department by dividing equal number of employees in each sector | 3 |
| 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. | Understands how to navigate through the changes and provide high-quality work Persuades others to keep calm and keep the focus on the primary goals | 3 |
| 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. | Finds ways to get self needs met without sacrificing others' needs in the process Listens when critics get their points out in order to get more prepared for an open exchange | 2 |
| FOLLOWING DIRECTIONS: Following Directions is the skill of carefully considering the given instructions and following them closely without fail. | Keeps copies of detailed and complicated directions on files for projects and tasks that are done infrequently, for future reference Does what one is asked to do in the workplace as long as it is moral, reasonable and harmless | 2 |
| MONITORING OTHERS: Monitoring others is tracking employee activities monitor the worker engagement with the workplace-related tasks. | Takes note of a person's reaction the moment they are given a piece of news in order to understand their true thoughts and feelings Takes the stated disciplinary action when a person fails to follow one's policies | 2 |
| BUSINESS ETHICS: Business Ethics is the ability to learn what is right and wrong in the world of business and choosing to do what is right at all times. | Coaches others on the role and importance of honesty, fairness, and integrity Avoids straying from the truth and gives credit where due | 2 |
| TECHNOLOGY SAVVY: Technology Savvy is the introduction of the digital technology in the workplace as a strategy to make tasks run swiftly against doing them manually. | Makes effort to gain more knowledge on how to operate modern electronic devices Encourages colleagues to utilize the power of the power of computers to process tasks efficiently and accurately | 2 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| INSPIRING OTHERS: Describe a time when you have had to give inspiration to a colleague who was constantly late at work. How did you go about it? Did the person take your advice? Describe a time when you felt you were able to inspire other employees in a big way. What did you do? | [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? What are some of the techniques you have used or things you have done to improve your ability to handle difficult people? | [employee comments] |
| TEAM BUILDING: What is your personality? Does it hinder or encourage you to participate? How effectively did you work together with others on this project? | [employee comments] |
| SUPERVISORY SKILLS: Do you measure your performance as you gauge the performance of the employees? Are you good at decision making and dealing with confrontation? | [employee comments] |
| FLEXIBILITY: Are you adaptable to a new working environment with new people? Are you consistent in following the descriptions given to finish tasks? | [employee comments] |
| ASSERTIVENESS: Can you think of a situation where you felt you had not communicated well? How did you correct the situation? How good are your listening skills? Do you have instances when you made mistakes because you did not listen well to what someone had to say? | [employee comments] |
| FOLLOWING DIRECTIONS: How do you help a colleague improve his/her ability to follow instructions? Can you describe a time when you received complex instructions? How did you make sure you understood each and every detail? | [employee comments] |
| MONITORING OTHERS: What are some of the monitoring policies you have in your company? How do you make sure the employees follow the policy of timekeeping? What have you done to help employees who are struggling to set goals or who seem unwilling to finish a project? | [employee comments] |
| BUSINESS ETHICS: How do you avoid temptations to use dishonest data, figures, and facts to support conclusions? Have you ever participated in forums that discuss the role and importance of integrity and honesty? | [employee comments] |
| TECHNOLOGY SAVVY: Have you ever utilized the power of modern computing power to assist you in making better decisions? What are you doing to increase your capacity to operate modern electronic devices? | [employee comments] |
Summary |
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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: |