Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a traffic engineer. Find the right words with quality phrases.
A traffic engineer seeks to find solutions for traffic problems by developing road networks. He/she is involved in developing safe and efficient highways and roads as well as develop designs that will streamline traffic but still be economical.
Other responsibilities include working together with civil engineers to advise them on the safest projects. Through careful planning, they can determine the number and weight of vehicles that the new roads or highways might accommodate. They also provide insights into the most appropriate points to place exits and roundabouts without causing more traffic problems. Furthermore, he/she is involved in finding solutions for parking lots and traffic jams. Besides, they predict the use of road network in the future.
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 |
|---|---|---|
| INTERPERSONAL SKILLS: Interpersonal Skills are a set of abilities that enable a person to positively interact and work with others effectively while avoiding office disputes and personal issues with each other. | Has a bad attitude and does not readily accept when given constructive feedback. Demonstrates a lack of confidence and poise when around other people. | 1 |
| FACILITATION: Facilitation is making tasks or life easy for others while ensuring the daily running of successful meetings or workshops or business at large. | Asks open-ended questions and gives group members time to elaborate Yes or No answers Arrives at the meetings early in order to create a warm environment and show others that one is serious and ready to discuss | 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. | Does not make a serious commitment to work with others Gives up easily as well as discourages the team being led | 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. | Does not respect both genders always preferring to work with one Have high levels of jealousy always fighting to be better than others | 1 |
| POTENTIAL FOR ADVANCEMENT: The potential for Advancement is the ability to make something better by being more skillful, more efficient, and more useful to produce high-quality results. | Sets challenging yet realistic goals and designs strategies to achieve them Manages time well and schedules tasks well spread in daily tasks | 2 |
| CONCEPTUAL THINKING: Conceptual Thinking is the ability to recognize a situation or problem by identifying patterns or connections while addressing the underlying issues. | Redesigns various company's departments in order to meet long-term objectives Understands the impact of changing customers' needs to the future of the company | 2 |
| HANDLING STRESS: Handling Stress is the skill to balance the requirements of the job and your abilities or available resources in performing it. | Creates extra drama, overthinks and creates problems out of things that do not matter Does everything that is on one's schedule and gets frustrated when some tasks are not accomplished | 1 |
| PERSONAL DRIVE: Personal Drive is a combination of desire and energy in its simplest form directed at achieving a goal in whatever you have set your heart to accomplish. | Does not show interest in learning new things or attending courses that enhance one's professional and personal development Gets frustrated when a project fails to meet expectations and does not show willingness to try again | 1 |
| PROJECT AND GOAL FOCUS: Project and Goal Focus is setting your mind and heart on things that matter and add value to your life against those things that add no value at all or of little value. | Lets other people throw one's task off by accepting to do favors for them while working on an important task Focuses on many different goals at once thus fails to give individual goals the attention and time they deserve | 1 |
| BUSINESS TREND AWARENESS: Business Trend Awareness is the capacity to be conscious of the changing ways in which the companies are developing in the marketplace. | Hardly bothers to know the latest business trends and rarely implements policies that can drive change towards new trends Rarely bothers to know what customers want and ends up losing existing customers and prospects | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| INTERPERSONAL SKILLS: How well do you work with those around you to ensure things are done? Do you normally take the time to build meaningful and positive relationships with others? | [employee comments] |
| FACILITATION: Is there a time when your group did not meet a project deadline? If yes, why? What did you do? What are some of the methods you have used to solve conflicts in your group? | [employee comments] |
| DEVELOPING OTHERS: Are you reliable to train and coach the employees to produce a better workforce? Do you rely on personal knowledge or do you get more knowledge from others? | [employee comments] |
| EQUAL OPPORTUNITY AND DIVERSITY: Do you play the role of a peace ambassador in the workplace or you enjoy stirring conflicts? Are you available when your colleagues need you to help them? | [employee comments] |
| POTENTIAL FOR ADVANCEMENT: Do you carefully consider the feedback from the management or do you overlook it? Do you accept positive criticism that is meant to help you improve your expertise? | [employee comments] |
| CONCEPTUAL THINKING: Describe a problem you were solving where you had to work with a concept that was abstract rather that tangible and concrete. What was the outcome? Is there a time when you had to analyze information and make a recommendation? How did you go about that? | [employee comments] |
| HANDLING STRESS: Can you describe a situation at work that really stressed you out to the maximum? How did you handle it? What ways do you use to identify your stress triggers? What do you do to make sure that the same stressful situation does not reappear? | [employee comments] |
| PERSONAL DRIVE: Look back to when you were about seven years old. Is where you are now where you wanted to be? How do you ensure that your personal drive level is high on a daily basis? | [employee comments] |
| PROJECT AND GOAL FOCUS: How many company goals have you achieved in the past six months? What approach did you take to reach them? How do you differentiate goals that are urgent from those that are important? Give an example | [employee comments] |
| BUSINESS TREND AWARENESS: What efforts are you making to increase your understanding about current business trends? Do you encourage your colleagues to attend conferences and local events that provide networking opportunities with other professionals? | [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: |