Use this step by step explanation to craft a good employee performance feedback review for a clinical data management director. Find the right words with quality phrases.
A clinical data management director is tasked with the primary roles of ensuring that the service delivered for clinical data is accurate and of high quality. He/she participates in planning, leading and interacting with various project teams to ensure that results are achieved. He/she will also get to oversee the development of data platform for use by clinical personnel.
Besides that, they can also get to do the following; reviewing protocols for clinical trials and keeping the records up to date, collaborating with other departments to ensure that accurate data is delivered, audit and counter checking databases to ensure the data is in order, approving deliverables and supervising data management staff.
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. | Dresses in a very professional way for the interviews and is always neat. Strikes a good balance when it comes to confidence, modesty, and professionalism. | 2 |
| 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. | Organizes the company's objectives into key areas in order to process and prioritize them easily and allocate resources Pays attention to the human resources required for the plan to succeed | 2 |
| PARTICIPATIVE MANAGEMENT: Participative Management is also known as employee involvement is the participation of all stakeholders at all levels of the organization in the investigation of problems, development of strategies and implementation of solutions. | Always give appreciation for contributions and significant achievements by the employees Shows respect to each team member in the company without favoritism | 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 Splits and schedules work into manageable activities for each employee to carry out | 3 |
| DEVELOPING OTHERS: Developing others is an unremitting process that focuses on the broader, longer-term growth of individuals to nurture them to their potential and promote future development. | Challenges the teams to think creatively and come up with required solutions Devises new plans to help out often with severe challenges | 2 |
| CONCEPTUAL THINKING: Conceptual Thinking is the ability to recognize a situation or problem by identifying patterns or connections while addressing the underlying issues. | Uses vivid diagrams, analogies, and other simple means of data presentation in order to help other colleagues understand complex new ideas Sees beyond the current business model and suggests new ways of working that are different from competitors | 2 |
| MONITORING OTHERS: Monitoring others is tracking employee activities monitor the worker engagement with the workplace-related tasks. | Puts one's own needs aside and constantly focuses on the other person in order to observe them Takes note of a person's clothing in order to know their culture, image, or style | 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 to what the other person has to compromise and only offer what one can, without feeling resentful or used up Continues on without being affected by what others think about oneself, or without being appreciated by other colleagues | 2 |
| GOAL AND OBJECTIVE SETTING: Goal and Objective Setting is the strategic plan that is set and laid down identifying how goals should be accomplished, by who and by what time. | Shares high-level objectives with team members in order to ensure that each individual is in alignment with the company's vision and mission Sets goals that are tied to the overall growth strategy of the company in order to increase the company's productivity | 2 |
| INTERCULTURAL COMPETENCE: Intercultural Competence is the knowledge and skills to successfully interact with people from other ethnic, religious, cultural, national and geographic groups. | Encourages individuals and groups with different cultural background to work with each other Shows willingness to participate in professional development courses and forums that enhance intercultural competency | 2 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| INTERVIEWING: How well can you rate your confidence level before going about an interview process? Have you ever arrived at an interview late? How did you perform or what happened? | [employee comments] |
| STRATEGIC PLANNING: What are the steps and methods you have used to define a vision for your position or department? Describe a time when you have cooperated in the planning of a project. What was your role? | [employee comments] |
| PARTICIPATIVE MANAGEMENT: Are you available to answer questions that need instant solutions? Are you a fountain of energy and comfort to demoralized employees? | [employee comments] |
| SUPERVISORY SKILLS: Have you come up with appropriate boundaries and do you follow them? Do you have a laid out plan on how to ensure you reach each employee individually? | [employee comments] |
| DEVELOPING OTHERS: Are you reliable to train and coach the employees to produce a better workforce? Does the management count on you to deliver profitability in the business? | [employee comments] |
| CONCEPTUAL THINKING: Can you give an example of when you integrated seemingly unrelated information in order to anticipate a problem or analyze a situation? Give an example of a problem you solved when important facts were unavailable. What was the outcome? How was this problem affecting other employees? | [employee comments] |
| MONITORING OTHERS: What techniques have you used to monitor employees? Describe how monitoring others have helped improve your company's productivity What have you done to help employees who are struggling to set goals or who seem unwilling to finish a project? | [employee comments] |
| PERSISTENCE: How do you motivate your team members to remain persistent? Can you give an example of a time when this was practical? What has been your greatest failure? What would you do differently next time to ensure success? | [employee comments] |
| GOAL AND OBJECTIVE SETTING: Suppose your goal is to run your own company in the next two years. How will you go about accomplishing this goal? Is there a time when you were working on an important goal, but then you realized that you couldn't achieve it when you were already halfway done? What did you do? | [employee comments] |
| INTERCULTURAL COMPETENCE: What efforts are you making to enhance your understanding of individuals and groups with different cultural practices and beliefs? Are you actively involved in professional development courses and forums that enhance intercultural competency? | [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: |