Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a quality assurance head of department. Find the right words with quality phrases.

The Quality Assurance Head of Department plays a very crucial role by overseeing all the quality assurance rules within an organization are strictly adhered to and ensuring all the products meet a certain standard of quality. This position plans, directs, coordinates and oversees the quality assurance programs and control policies.

The primary responsibilities include developing and monitoring all the quality control programs in the organization, administering quality assurance management systems, evaluating and improving the quality control processes, identifying errors and areas of improvement, defining quality control policies, analyzing specifications and statistical data, continuously improving upon Quality Control processes, scheduling equipment testing and maintenance, ensuring all the equipment in production is working properly.

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

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.

Is not able to recognize what is acceptable and what is not, even when presented with the company's rules, structures, Code of Conduct and values

Does not show the willingness to look for new ways that add value beyond a customer's immediate request

1

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

Makes realistic lists for the day in order to increase motivation to accomplish goals and gain momentum from crossing things off the list once they are complete

2

DECISION MAKING: Decision Making is the art of making choices by identifying a decision, gathering information and assessing alternative resolutions before settling on one.

Uses same old data and processes that one always have used thus ends up making poor decisions

Fails to connect the problem to the overall company strategy thus ends up making bad decisions

1

GIVING FEEDBACK: Giving Feedback is one of the most powerful tools to develop employees and improve performance through honest feedback of the work done best and areas that need improvement.

Views the "feedback meeting" as an opportunity to vent, rather than a time to discuss a specific issue and help the person improve in the future

Always tells employees what they are doing wrong which makes them assume that they are not a good fit for the job

1

LEADERSHIP SKILLS: Leadership Skills are soft skills that assist leaders in positively interacting with employees or team members to make the workplace a great place.

Consistently emphasizes the importance of teamwork and personal goals by being an example

Motivates and encourages the team to take responsibility for their performance

2

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

Explains the thought process that led to one's policies in order to reduce people's mistrust caused by monitoring their activities

Frequently checks in on employees in their own offices or departments at an unscheduled time

2

ROLE AWARENESS: Role Awareness is the ability to be informed of your role in a given environment as well as understand the expectations placed on a position and to see how they are met apparently.

Does not communicate proactively to let others know when a task is complete and know what needs to be done next

Lacks compassion and understanding; always complains about how much work one has and does not look for ways to get it done

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

Jumps into solution mode even before one understands the problem thus sometimes makes a small problem seem bigger than it should be

1

DEADLINES - ON TIME: Deadlines - On time is the ability to prioritize the important tasks and setting up a plan on how to work on them first to deliver within the set period.

Constantly works without taking breaks between tasks which makes one feel overloaded and less efficient

Is unable to prioritize when one is facing a pool of seemingly urgent tasks or projects

1

KNOWLEDGE MANAGEMENT: Knowledge Management is the ability to manage knowledge and information that is presented to the company from different sources without overlooking any of them.

Rarely checks the currency of knowledge and does not put any effort into staying alerted for new information

Hardly participates in networking opportunities that can assist in gaining more knowledge and rarely encourages others to do so

1

Self Evaluation

Self Evaluation Question

Employee Comments

KNOWLEDGE OF COMPANY PROCESSES:

Can you give an example of one or two times when you have presented new information to key decision-makers to help them understand a situation?

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

[employee comments]
MOTIVATING OTHERS:

What are some of the projects or tasks you have tackled without being asked or supervised? How did you push through difficulties?

What situation(s) make(s) you feel demotivated at work? Is there anything you can do to change this/these?

[employee comments]
DECISION MAKING:

Is there a time when you have made poor decisions or done something that did not turn out as expected? What happened?

How do you involve your bosses and other employees when making an important decision?

[employee comments]
GIVING FEEDBACK:

Describe a time when you have had to deal with an employee who was not happy about the feedback you had given. How did you handle the situation?

When do you give positive feedback to your employees or subordinates? Give an example of the last time you did

[employee comments]
LEADERSHIP SKILLS:

Do you invest in teamwork to ensure both management and workers are all harmonious?

Is the company's interest the center of your interest as you work?

[employee comments]
MONITORING OTHERS:

How do you make sure the other person doesn't know you are observing them?

How do you access an employee's accountability? How do you deal with an employee who doesn't deliver their work on time?

[employee comments]
ROLE AWARENESS:

What things have you done to improve your knowledge of your position in the company? How has this benefited the company?

Explain how your department has benefited from employees being more aware of their roles. How has this benefited the company at large?

[employee comments]
SEEING POTENTIAL PROBLEMS:

How have you helped other employees improve their ability to anticipate problems? Give an example

How do you test a new software in order to make sure that it does not have hidden issues?

[employee comments]
DEADLINES - ON TIME:

Describe a time when you have had to work under a tight deadline. What methods did you use to meet the deadline?

Which is one of the most difficult projects you have ever done? What made it difficult and how did you go about making it a success?

[employee comments]
KNOWLEDGE MANAGEMENT:

How often do you encourage others to share their knowledge and experience?

What efforts are you making to look for new ideas that can assist you in improving your knowledge capabilities?

[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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