Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a credit risk manager. Find the right words with quality phrases.

A Credit Risk Manager is responsible for protecting the business from credit losses by reviewing and assessing the financial history of the company to determine if they are a good candidate for a loan. This position determines the risk of default to the lender, not with a simple yes or no but with an analysis that may lead to a more detailed report.

More job responsibilities include - credit risk reporting on deviations from the set limits and also concentrating on counterparty ratings, exposures, and concentrations, monitoring both expected and unexpected losses as well as reviewing positions, interacting and understanding the risk compliance measures being implemented and ensuring the standards are set, setting limits.

Employee Performance Review Sample

Employee's Name: Title:
Review Period: __/__/__ to __/__/__ Employee SSN:
Work Location: Supervisor's Name:

Instructions

  1. Rating: Rate the employee against the core skills based on how well he/she demonstrates each skill. Give scores 1, 2, or 3 for each rating depending on the employee's performance.
  2. Comments: Use this area to give examples of employee's performance phrases. The phrases should describe how well an employee has performed on previously set goals based on the given core skill.
  3. Summary: Use this section to give a summary of the employee's strengths and areas for improvement or development. Recommend a step increase for an employee who has met the expectations and performance improvement plans for one who doesn't meet expectations.
  4. Human Resources Review: Human resources manager must examine and indicate whether he/she concurs with the evaluation and comments. If the manager agrees, then he/she must sign the evaluation form. If he/she doesn't concur, then he/she must provide reasons explaining why this is so.
  5. Signatures: Sign the evaluation form and give it to the employee to go through and answer the Self Evaluation Questions. Ask him/her to sign and date the evaluation form before giving it back to the human resources for filing.

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

JUDGMENT SKILLS: Judgment is the ability to make a decision or form an opinion wisely especially in matters affecting action, good sense and discretion.

Does not know how to break information into smaller, more manageable parts or look for links and relationships thus fails to understand the overall situation

Does not create time to exercise, read or meditate thus sometimes lacks the strength to remain functional during a decision-making process

1

KNOWLEDGE OF COMPANY PROCESSES: Knowledge of Company Processes is the in-depth understanding of a collection of related, structured activities that serve a particular goal for a group of customers or clients who are valuable to the enterprise.

Proposes different ways to do things and understands the value of other ideas and ways of doing things

Is attentive when performing tasks or doing projects or when interacting with people from different backgrounds or countries

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.

Shy away from assignments that require group efforts and does not show up for group discussions

Discourages others from sharing their ideas and moves on with personal opinion

1

MANAGEMENT SKILLS: Management Skills are also known as leadership skills and involve planning, decision making, delegation, time management and time management to ensure optimum organization in focus and the technical of how and why of accomplishing tasks.

Very poor at managing a high number of people or a high-performance team

Does not handle complaints professionally causing turbulences in the team

1

PERSONAL GROWTH: Personal Growth is the improvement of one's awareness, identity, developing talents and potential to facilitate the growth of oneself and the position they handle at the workplace.

Ability to lead others in setting personal goals that all result in accomplishing the company goals

Listens to the counsel of the management and coworkers and adjusts where there is need

2

ADAPTABILITY: Adaptability is the ability to cope with and adapt to unexpected situations in any environment and staying connected with a great attitude.

Offers to cover the responsibilities of a colleague while he/she is on vacation

Works overtime to help a colleague meet a deadline for a certain proposal

2

MONITORING OTHERS: Monitoring others is tracking employee activities monitor the worker engagement with the workplace-related tasks.

Reads employees emails but does not notify them of the policy that allows their emails to be read

Continues monitoring and recording employees phone conversations even when they realize they are making a personal call

1

PERSONAL RELATIONSHIPS: Personal Relationships is the relationship between individuals who have or have had a continuing relationship of any nature either professional or informal.

Shares confidential information about the company or colleagues with other employees or on social media

Builds work relationships with only the people in one's peer group or people one is similar to, which limits own career path

1

SEEING POTENTIAL PROBLEMS: Seeing Potential Problems is the ability to structure the current situations and identify developments that could cause problems in the future.

Does not document steps taken to solve previous problems thus is unable to apply that knowledge to prevent future problems

Does not allow customers to try products before they buy, thus makes the customers have doubts on the products

1

FINANCIAL MANAGEMENT: Financial Management is the skill of learning how to handle accounting, finance, and organizational management through providing daily data on the operations that take place every day.

Waits until when the company faces financial problems to apply for loans and other credit

Does not keep the company's payables up-to-date thus loses track of how much the company owes, to whom, or whether the company is past due on any bills

1

Self Evaluation

Self Evaluation Question

Employee Comments

JUDGMENT SKILLS:

Describe a time when you had to be relatively quick in solving a problem. How did you do it? What was the outcome?

In your opinion, what factors should one consider when comparing the pros and cons of two potential vendors for processing payroll?

[employee comments]
KNOWLEDGE OF COMPANY PROCESSES:

How do you prioritize customer's issues in order to ensure that service is provided to the customers even during critical periods?

What have you done to help improve your knowledge of your company's processes? How has this helped you and your colleagues?

[employee comments]
TEAM BUILDING:

What is your personality? Does it hinder or encourage you to participate?

Do you easily cooperate with others when asked to or do you follow your own ideas without submission?

[employee comments]
MANAGEMENT SKILLS:

How do you organize a department or the team to ensure they perform well?

Do you always have the necessary support to your staff?

[employee comments]
PERSONAL GROWTH:

Do you make an immediate corrective action based on the coaching or feedback you receive?

Do you find it hard to work with the management in certain areas?

[employee comments]
ADAPTABILITY:

Were there times you had to take in a new task when you were still heavily involved with another one?

Can you describe a situation where you had to move into action without a plan when solving a difficult problem?

[employee comments]
MONITORING OTHERS:

Is there a time when you felt your monitoring system is not giving you what you expected? What did you do?

What have you done to help employees who are struggling to set goals or who seem unwilling to finish a project?

[employee comments]
PERSONAL RELATIONSHIPS:

Can you describe an experience that showcases your ability to work and relate well with other employees in the workplace?

Describe a time when you have met resistance while trying to build a relationship with a colleague. How did you deal with it?

[employee comments]
SEEING POTENTIAL PROBLEMS:

Describe a time when you have been able to see a huge future problem. What made this possible and how did solve it?

How do you set projects deadlines and milestones to make sure that employees meet them successfully?

[employee comments]
FINANCIAL MANAGEMENT:

Describe a time when your company has faced an unexpected expense. What was the expense and how did you handle it?

Describe a time when your company was successful in reducing its expenses. What are some of the strategies you used and how did the company benefit from this?

[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:

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