Use this sample and step by step explanation to craft a meaningful employee performance feedback review for an archivist and records manager. Find the right words with quality phrases.
An Archivist and Records Manager is highly responsible for accurately securing and supervising professional level records management or archival services for an organization.
The primary responsibilities include supervising and training personnel in archival and records management functions and activities, developing procedures to control the creation, maintenance and use of the public records, developing a retention and disposition schedules by the policies, processes materials and finding aids while monitoring the indexing, storage and retrieval of materials, establishing new records management systems, evaluating and verifying existing systems, dealing with enquiries and requests for information from both internal and external clients, destroying or archiving finished data/records, classifying and indexing records.
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 |
|---|---|---|
| LISTENING SKILLS: Listening Skills are a practical ability to accurately receive and interpret messages you receive during the communication process to ensure flow and accuracy are maintained. | Does not know how to give feedback and asks irrelevant questions. Show signs of being easily distracted by other things during a conversation. | 1 |
| 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. | Appreciates the efforts taken by others to do any task and encourages them to be better. Influences those around in a very positive way and inspires them to be the best that they can be. | 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 Lacks the knowledge to understand when something that worked in the past will not work in the current situation or in the future | 1 |
| 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 set goals in line with the company's policy Accepts no responsibility to handle the team's goals and work | 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 Takes work seriously giving it the required commitment the company asks | 2 |
| 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. | Regularly checks the progress of own goals in order to stay on track and know whether or not to tweak own actions Interacts with people with similar goals in order to get new ideas on how to effectively achieve own goals | 2 |
| MANAGING DETAILS: Managing Details is the skill of paying close attention to details of every element of your job performance to ensure nothing is overlooked. | Exercises control over other employees and shows the unwillingness to welcome any factor that could change own methods of working Gets depressed when one makes a mistake rather than learning from it and moving forward | 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. | Does not possess good predicting abilities and often predicts future trends with a high level of inaccuracy Hardly observes competitors and pays little attention to the trends that make competitors thrive | 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. | Does not bother to implement parallel processing aimed at improving efficiency of processes Fails to map existing processes and does not utilize existing business process models when attempting to capture complex scenarios | 1 |
| TRAINING OTHERS: Training is the ability to expand the knowledge base by learning new truths that are useful in the workplace. | Assumes to know everything and does not seek for extra assistance from colleagues on complex concepts learned in training sessions Shows little willingness to attend training sessions and misses most training sessions | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| LISTENING SKILLS: Have you ever been interrupted by a speaker in the middle of a conversation? Do you in most cases ask relevant questions when having a conversation? | [employee comments] |
| INTERPERSONAL SKILLS: Do you find it easy to strike a conversation with other people? How well do you receive instructions and follow them through to achieve the desired results? | [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? What is one of the most difficult decisions you have made in the last six months? What made it difficult and how did you go about it? | [employee comments] |
| DEVELOPING OTHERS: Do you consult the rest of the management before you make decisions? What do you spend your energies on ? development or bringing down? | [employee comments] |
| POTENTIAL FOR ADVANCEMENT: Do you ask for coaching or training when you need it or do you delay until it is forced on you? What measures are you meaning to use to become better in executing your duties? | [employee comments] |
| PROJECT AND GOAL FOCUS: How do you communicate your goals to other members of the team? Give an example What are some of the things that get you distracted when trying to achieve your goals? How have you handled this? | [employee comments] |
| MANAGING DETAILS: Describe a project that demanded accuracy from you. How did you go about it and what are some of the challenges you faced? Describe a time when you have had to multitask. How did you organize your tasks to make sure that you didn't miss any of them? | [employee comments] |
| BUSINESS TREND AWARENESS: What efforts are you making to increase your understanding about current business trends? Can you think of a new trend that caught you unawares and how did you respond? | [employee comments] |
| PROCESS IMPROVEMENT: How often do you encourage colleagues to undergo training on new procedures? How often do you eliminate steps that are of no value in a process? | [employee comments] |
| TRAINING OTHERS: What are you doing to learn new skills and to develop a positive attitude towards complex training sessions? Can you think of a situation where you improved your learning after evaluating learning outcomes of a training session? | [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: |