Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a heat transfer technician. Find the right words with quality phrases.
Heat Transfer Technician is responsible for fabricating, installing, testing and servicing climate control and heat transfer assemblies as well as the systems to assist in engineering personnel while utilizing the knowledge of heat transfer technology and engineering methods.
The primary roles for this position includes calculating required capacities for equipment units of the proposed system to obtain specified performance, submitting data to the engineering department for approval, preparing group design layouts and detail drawings for fabricating parts and assembling system, estimating cost factors like labor and material for purchased and fabricated parts, costs for assembling, testing and installing at the customer's premises, installing test fixtures, apparatus, controls and conducting operational tests under specified conditions.
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 |
|---|---|---|
| VERBAL COMMUNICATION: Verbal Communication is the use of tones and language to relay a message; it aids as a vehicle for expressing ideas, concepts and it, is critical to the daily running of the business. | Speaks disrespectfully and arrogantly while in a conversation with others. Maintains a boring conversation by asking close-ended questions that only require one-word answers. | 1 |
| PROBLEM SOLVING: Problem Solving is the skill of defining a problem to determine its cause, identify it, prioritize and select alternative solutions to implement in solving the problems and reviving relationships. | Always asks the right questions and raises any relevant issue when necessary. Always portrays enough knowledge of the problem and its feasible solutions. | 2 |
| TROUBLESHOOTING: Troubleshooting is solving a problem or determining a question to an issue which is often applied to repairing failed products or processes on a machine or a system. | Does not know how to handle client's issues and ensure they are satisfied. Does not seek clarification on issues that are not well understood. | 1 |
| INSPIRING OTHERS: Inspiring is encouraging one to be their best in contributing to the vision of an organization where they are placed and entrusted to work. | Offers the wrong advice; tells people to be what they are not or do what they should not when they come for advice Is not willing to share one's failures and successes as a way to help other employees understand that they are not the only ones who face challenges | 1 |
| NETWORKING: Networking is the process that encourages an exchange of information and ideas among individuals or groups that share the same interests. | Leaves blanks spaces in a business card just in case a new contact needs to jot down additional information about what one does Takes a close look at the resources and network that one already has in place and creates new opportunities from them | 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. | Understands well how to help others in times of need without asking for anything in return Manages others by making all his relationships with staff and management professional | 2 |
| DEPENDABILITY: Dependability is the characteristic of being able to be counted on and relied upon by providing services that be trusted within a period. | Does not allow others to question the level of commitment and devotion Holds a questionable character that every customer and coworker gets concerned about | 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 take the time to assess known variables or apply past lessons thus fails to predict future problems | 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 |
| MECHANICAL SKILLS: Mechanical Skills are the abilities to solve problems that arise in the workplace, although it may vary from one company to another. | Does not understand how to read machine prints and is unable to identify most symbols on drawings and blueprints Shows little awareness of safety requirements and legal guidelines when making designs | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| VERBAL COMMUNICATION: Have you ever spoken before first thinking over it and it ended up hurting someone? How was the experience? How do you aim to improve your verbal communication skills to be the best in it? | [employee comments] |
| PROBLEM SOLVING: How well do you accommodate other people ideas and opinions when trying to solve a problem? How well are you keen on everything that is happening around you? | [employee comments] |
| TROUBLESHOOTING: How do you manage your clients and communicate to them the progress of their work? What do you consider as your best and worst experience when it comes to troubleshooting? | [employee comments] |
| INSPIRING OTHERS: People observe what you do more than they listen to how you speak. How do you ensure that your actions inspire others at work? Give a good example of a time when there was a conflict in your team, but you were able to fix it. What had happened? What did you do? | [employee comments] |
| NETWORKING: How do you make sure to keep in touch with a new contact after the first meeting? What do you do when a client turns you down or shows no interest in what you have to offer? Give two examples of when this happened | [employee comments] |
| TEAM BUILDING: Where do you fit in the team work? What is your particular role in that team? Do you easily cooperate with others when asked to or do you follow your own ideas without submission? | [employee comments] |
| DEPENDABILITY: Are you trustworthy to handle the tasks given without passing them on to others? Are you a loyal person that your coworkers and management can rely on? | [employee comments] |
| SEEING POTENTIAL PROBLEMS: How have you helped other employees improve their ability to anticipate problems? Give an example When hiring employees, how do you make sure that they are the best fit for the position at hand? | [employee comments] |
| KNOWLEDGE MANAGEMENT: What efforts are you making to improve your knowledge searching strategies? What efforts are you making to stay alerted with new knowledge? | [employee comments] |
| MECHANICAL SKILLS: What are you doing to improve your math skills and apply them in analyzing problems and designing solutions? How often do you rely on sketches, verbal instructions, and notes to complete project designs? | [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: |