Use this step by step explanation to craft a good employee performance feedback review for an application development director. Find the right words with quality phrases.
An application development director designs and supervises projects in IT that are meant to improve operations as well as taking charge of the overall planning, coordinating, and supervising all the activities about the design, creation, and implementation of applications in the organization. He/she manages the application development teams from when the idea is conceived to the final product.
Other specific responsibilities include setting deadlines and goals for the teams; making sure the project is running on schedule; finding, hiring and retaining the team of application development experts; managing the budget and setting forecasts as well as improving applications to aid in improving and maintaining the security of sensitive organizations information.
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 |
|---|---|---|
| CUSTOMER ORIENTED: Customer Oriented is a skill that focuses primarily on the client as the King offering quality services that meet the customer's expectations with an aim to inspire people rather than just try to sell their product. | Uses team playing skills to assist other employees in meeting their customers? demands. Great at following up with clients and makes sure they are updated on matters relating to their transactions. | 2 |
| 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. | Shows great skills and abilities when it comes to wrapping up deals. Acts soberly when a difficult situation arises during the negotiation process. | 2 |
| 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. | Always tries to seek clarification on issues that are not well understood. Maintains a good sense of positivity before, during and after the interview. | 2 |
| 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. | Obtains the required training and trains others to grow their prowess Displays a high degree of tenacity in working with the teams to deliver quality work | 2 |
| PHYSICAL ABILITIES: Physical Abilities is the ability of one's strengths and limitations that are also known as the individual resources to perform well at the tasks given. | Successfully finds new effective ways to perform difficult tasks that nobody wants to handle Requires only a little guidance to work on a new responsibility | 2 |
| SELF CONFIDENCE: Self Confidence is the ability to know who you are and what you are capable of doing which shows in your behavior, your body language, how you speak, etc. | Goes above and beyond; suggests new ideas, clients or products in order to make projects easier or more streamlined Speaks assertively in order to get people to listen and deliver one's own ideas with conviction | 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 advanced methods and techniques to identify the intricacies of a situation and how they may impact the outcome Considers how present policies, methods, and processes might be affected by future trends and developments | 3 |
| 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. | Uses client satisfaction, quantity, cost, quality, and value added to the company, to evaluate success of a goal Sets realistic goals, believes that one can achieve them, and eliminates negative thoughts that can bring one down | 2 |
| PROJECT MANAGEMENT: Project Management is structuring a to-do list for your project or company containing tasks and responsibilities as well as creating a roadmap for the execution of those duties promptly. | Makes decisions for project members, sets achievable goals, maintains a positive outlook and provides constructive feedback Facilitates discussions and resolves conflicts within the team and is able to develop lasting relationships with the key project stakeholders | 2 |
| MEETING MANAGEMENT: Meeting Management is the skill to know and understands the reason why an official meeting should be held and who should attend. | Promotes off-site meetings that can enhance the energy of participants due to changes in scenery Demonstrates willingness to learn more meeting management skills to improve future meetings | 2 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| CUSTOMER ORIENTED: Do you keep customers informed proactively whether formally or informally to ensure they are knowledgeable about the company? Can you describe an instance where you served an irate customer? What did you do? | [employee comments] |
| NEGOTIATION SKILLS: How well can you rate your negotiation skills? Explain your answer. Have the results of any negotiation process gone against your expectations? | [employee comments] |
| INTERVIEWING: Do you ask questions on issues that you feel are not well understood? What is the one question you find challenging to answer during an interview and why? | [employee comments] |
| DEVELOPING OTHERS: Are you a fast learner and can you impart what you learn fast enough? Does the management count on you to deliver profitability in the business? | [employee comments] |
| PHYSICAL ABILITIES: Are you well equipped for the tasks you applied for? Do you have any health complications that the management should know about? | [employee comments] |
| SELF CONFIDENCE: Is there a time you interjected a different side of an issue or a different point of view? How did you go about it? Are there employees you consider more successful than you? How often do you have contact with them? | [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? Describe the steps and methods you have used to identify a vision for your department. What would you have done differently? | [employee comments] |
| GOAL AND OBJECTIVE SETTING: Describe one of the greatest accomplishment in your career life. What are some of the challenges you faced along the way? 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] |
| PROJECT MANAGEMENT: What methods/techniques have you used to track the progress of a team project? Describe a time when you have prevented a project from derailing Describe the most difficult project that you have ever managed. What made it difficult and how did you go about it? | [employee comments] |
| MEETING MANAGEMENT: Can you think of a time where you invited unnecessary participants? How did you correct the situation? What efforts are you making to follow up on meetings and document all the assigned tasks? | [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: |