Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a controls engineer. Find the right words with quality phrases.
A controls engineer develops or improves control systems, machines, or processes to ensure efficiency. The person is responsible for designing, engineering and supervising the production of complex equipment and systems and the task can include changing or modifying parts in a system or machine for it to perform efficiently.
Other duties include researching, testing and analyzing the use of a design based on the system's functions, working closely with design engineers to modify a system as per customer's feedback, design control panels and networks of control systems, continuous improvement and modification of controls, management of process controls and supervising maintenance of the controls.
Employee Performance Review Sample | |
|---|---|
| Employee's Name: | Title: |
| Review Period: __/__/__ to __/__/__ | Employee SSN: |
| Work Location: | Supervisor's Name: |
Instructions |
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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 |
|---|---|---|
| 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. | Does not take the time to listen keenly to what others have to say or contribute. Does not always monitor the decisions made to ensure that they have a positive impact. | 1 |
| NETWORKING: Networking is the process that encourages an exchange of information and ideas among individuals or groups that share the same interests. | Creates time to review the names and details of new contacts in order to get ready for future appointments Takes a close look at the resources and network that one already has in place and creates new opportunities from them | 2 |
| MANAGING AT TEAM: Managing is the administration of an organization which includes activities of setting the strategy of an organization and coordinating the efforts of the employees to accomplish its objectives. | Makes every single task a priority and fails to prioritize thus confuses and frustrates employees and ends up with work that is poorly done or not done at all Leaves employees in the dark instead of developing realistic and attainable goals that guide them to achieving the company's vision | 1 |
| DEDICATION TO WORK: Dedication to Work is a devotion or setting aside the scheduled time that you are required to work each day consistently without fail as well as being on time and giving 100% of your efforts to doing quality work. | Highly critical of the company's policies, values, goals, and vision Gets into trouble for demoralizing other workers who are giving it their best | 1 |
| EQUAL OPPORTUNITY AND DIVERSITY: Equal Opportunity and Diversity means having employees from a wide range of background that includes different ages, gender, ethnicity, sexual orientation, religious belief, educational background, physical ability and treating them equally. | Enjoys working as a team creating a team spirit that works best in delivering expectations Appreciates and provides honest feedback both to the management and the employees | 2 |
| PERSONAL RELATIONSHIPS: Personal Relationships is the relationship between individuals who have or have had a continuing relationship of any nature either professional or informal. | Helps other employees in their tasks or projects in order to improve own professional skills and create a more connected working relationship Continues interacting with the person one has gotten to know in order to know each other better professionally and personally | 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 take the initiative to start new projects, create new opportunities or pitch new solutions for the company Is not trustworthy and does not keep promises; makes commitments or takes on projects but does not deliver | 1 |
| TIME MANAGEMENT: Time Management is the capacity for an individual to assign specific time slots to activities as per their importance and urgency to make the best possible use of time. | Treats deadlines like an option and constantly sets aside vital projects Allows tasks to pile-up, rushes in the last-minute, and ends up falling behind others | 1 |
| PROCESS IMPROVEMENT: Process Improvement is the creation of new processes or improving the existing ones that will work and take your corporation to the next level. | Hardly sets any objectives when initiating process improvement efforts and most efforts end up being fruitless Ignores benchmarks and fails to complete processes in accordance with the already set standards | 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. | Lacks analytical skills and is always unable to solve most problems brought by clients Demonstrates little understanding of how to use computer aided design technologies when converting design information into workable drawings | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| PROBLEM SOLVING: Give a situation that you solved a problem, and it was unsuccessful. Do you research well enough to get proper facts and information? | [employee comments] |
| NETWORKING: How has making new connections improved your professional and personal skills? What are some of the things you don't like about networking events and networking in general? | [employee comments] |
| MANAGING AT TEAM: Would you rather that your reporting staff respected you or feared you? Why? How would you inspire both reactions from them? Can you describe a time when you have taken a management role when you did not have the title of a manager? What happened? | [employee comments] |
| DEDICATION TO WORK: Do you show up daily for work or you give excuses to be absent? Are you accountable to your leaders delivering milestones as required? | [employee comments] |
| EQUAL OPPORTUNITY AND DIVERSITY: Do you value people for their intrinsic worth or because of what they do? Are you available when your colleagues need you to help them? | [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 a colleague asked you to keep something confidential. How did you go about building this trust? | [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? How many hours a week do you set aside for improving your professional skills that make you more aware of your position in the company? | [employee comments] |
| TIME MANAGEMENT: Are you able to distinguish between unimportant and important tasks when working on a project? Is there a time you had to seek assistance from another person to solve a problem quickly? | [employee comments] |
| PROCESS IMPROVEMENT: What efforts are you making to implement parallel processing of related processes? Have you ever failed to map existing processes and how did you correct the mistake? | [employee comments] |
| MECHANICAL SKILLS: How often do you train yourself to improve your ability to read a wide range machine prints and diagrams? What are you doing to improve your ability to identify weaknesses and potential design improvements in mechanical tools and equipment? | [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: |