Use this step by step explanation to craft a good employee performance feedback review for a cytogenetics laboratory manager. Find the right words with quality phrases.
A Cytogenetics Laboratory Manager is tasked with the primary responsibility for overseeing all the activities that take place on a day-to-day basis in the cytogenetic laboratory. He or she ensures that the laboratory meets all the required standard protocols and requirements to allow it to operate freely and with ease. Furthermore, he or she will ensure that quality control and assurances are done properly at all times.
Besides that oversight role, he or she will handle the following activities; organize staff training on cytogenetic and general laboratory procedures, prepare and implement the lab budget, ensure proper stocking of the laboratory, ensure that the lab meets all the set legal and ethical requirements to operate as well as coordinate and direct technical lab procedures. .
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 |
|---|---|---|
| NEGOTIATION SKILLS: Negotiation Skills are a deliberative process by which people settle their differences through an acceptable agreement to both parties to co-exist without argument and dispute in the workplace. | Strives to influence the outcome of any negotiation process positively. Shows willingness to compromise when the deal seems not to be going through for the interest of parties involved. | 2 |
| FACILITATION: Facilitation is making tasks or life easy for others while ensuring the daily running of successful meetings or workshops or business at large. | Introduces a follow-up question such as "How does that change the way you feel about...?" if a discussion does not start immediately Arrives at the meetings early in order to create a warm environment and show others that one is serious and ready to discuss | 2 |
| MOTIVATING OTHERS: Motivating is using persuasion, incentives and mental or physical stimulants to influence the way people think or behave individually or in groups. | Seeks out honest feedback from the bosses in order to get an ego boost and refresh one's motivation to continue to perform well Sets career goals that match with those of the company in order to stay motivated during the workweek | 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. | Maintains a work position which stimulates the growth of each individual Makes a maximum use of the personnel and equipment provided | 3 |
| MONITORING OTHERS: Monitoring others is tracking employee activities monitor the worker engagement with the workplace-related tasks. | Avoids looking at a person up and down so that they don't notice that something is up Monitor's physical signs such as a person's breathing. Heavy breathing could be a sign that the person is stressed or feeling nervous about the topic at hand | 3 |
| PERSISTENCE: Persistence is the refusal to give up or let go of a firm or obstinate continuous course of action despite difficulties or opposition that you may face. | Listens carefully and learns from the advice given by colleagues, customers, and competitors on how to improve one's approach towards a certain goal Continues on without being affected by what others think about oneself, or without being appreciated by other colleagues | 2 |
| RESULTS ORIENTATION: Results Orientation is knowing and focusing on outstanding results and working hard to achieve them because they are significant. | Continuously looks for and acts upon opportunities in order to improve service, quality and productivity standards of the company Uses the appropriate methods, tools, and criteria in order to regularly evaluate the company's processes, services, and deliverables | 2 |
| 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. | Does not let other employees waste own time with gossip; sets boundaries at work in order to complete the assigned work correctly and on time Applies discipline to work activities or assigned tasks and actively looks for ways to enhance the quality of the products and services | 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 |
| INTERCULTURAL COMPETENCE: Intercultural Competence is the knowledge and skills to successfully interact with people from other ethnic, religious, cultural, national and geographic groups. | Takes part in changing practices and policies to enhance respectful engagement and inclusion of people with different cultural backgrounds Increases links to networks of individuals and groups from different cultural backgrounds | 2 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| NEGOTIATION SKILLS: When negotiating how well do you take charge of the process? Explain an instance that you hit a dead-end in a negotiation process. What did you do to reach a conclusion? | [employee comments] |
| FACILITATION: Is there a time when you have had to deal with a group member who does not attend group meetings? How did you go about it? What are some of the methods you have used to solve conflicts in your group? | [employee comments] |
| MOTIVATING OTHERS: Do you prefer working in a busy environment or one that is quiet? Why? What situation(s) make(s) you feel demotivated at work? Is there anything you can do to change this/these? | [employee comments] |
| SUPERVISORY SKILLS: Do you develop an action-oriented plan to improve competence and impact in the workplace? Do you have a laid out plan on how to ensure you reach each employee individually? | [employee comments] |
| MONITORING OTHERS: How do you make sure the other person doesn't know you are observing them? Is there a time when you have had changes in monitoring policy? What have you done to make sure that employees are aware of changes in the monitoring policy? | [employee comments] |
| PERSISTENCE: Describe a time when your manager put pressure on you. Did you handle the pressure as well as you would have loved to? Can you describe a situation where you had to use persistence in order to successfully convince a customer to buy a product? | [employee comments] |
| RESULTS ORIENTATION: What are some of the most common things that prevent people from achieving results from their goals? What do you think they should do differently? Describe a project/goal that required you to pay attention to detail. How did you go about accomplishing it? | [employee comments] |
| MANAGING DETAILS: Is there a time when you have failed to deliver a project on time because you didn't have all the required information? What happened? How do you organize your tasks to know which one comes first and what follows next? What tools, if any, have you used? | [employee comments] |
| BUSINESS ETHICS: What are your views on fairness, equality, respect, integrity and honesty? Have you ever participated in forums that discuss the role and importance of integrity and honesty? | [employee comments] |
| INTERCULTURAL COMPETENCE: What are you doing to encourage tolerance among individuals and groups with different cultural practices? How often do you encourage others to show respect to people with diverse cultural backgrounds? | [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: |