Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a collections management archivist. Find the right words with quality phrases.
A Collections Management Archivist is liable for development, storage and preservation of collections and cultural heritage to satisfy the needs of the individual collector or the organization at large. This position ensures the long-term safety and sustainability of the cultural objects without fail.
Primary responsibilities include recording archival descriptions in collection management, promoting efficient processing and report to minimize backlogs, managing the life cycle of archival collections in a broad spectrum of archival functions, facilitating access to archival collections, comparing management tools and systems to find out what works best, integrating group management tools with other systems, facilitating access to archival collections through available records.
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 |
|---|---|---|
| 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 maintain an open mindset to whatever the other person is trying to put across. Appears to be defensive when the other person vents negative feelings. | 1 |
| SAFETY AT WORK: Safety is being protected from hurt or other non-desirable outcomes that may tend to overrule a situation and cause damages of different kinds. | Clearly marks a potential safety concern by placing an appropriate visible sign in a place where the potential hazard could occur Goes beyond the regulations; addresses all safety hazards, whether they are covered by laws or not | 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 set goals in line with the company's policy Cannot be relied upon to coach others or share knowledge | 1 |
| ETHICAL BEHAVIOR: Ethical Behavior is acting in policies that are consistent with what the society and individuals typically think are good morals or values. | Does not consider other people's views when making final decisions Does not allow people to voice their opinions concerning unfair treatment in the office | 1 |
| EMPATHY: Empathy is the understanding of another person's condition from their perspective by placing yourself in their shoes and feeling what they are feeling. | Pays attention to the surrounding, the expressions, feelings, and actions of the people before interacting with them Opens up emotionally when connecting with others in order to deepen the connection with the other person | 2 |
| CONCEPTUAL THINKING: Conceptual Thinking is the ability to recognize a situation or problem by identifying patterns or connections while addressing the underlying issues. | Uses vivid diagrams, analogies, and other simple means of data presentation in order to help other colleagues understand complex new ideas Sees beyond the current business model and suggests new ways of working that are different from competitors | 2 |
| PRACTICAL THINKING: Practical Thinking is the skill to think creatively about projects or work that requires your full attention to be completed and to bring great results. | Analyzes small things until they become bigger and scarier leading to a negative view of those things Assumes that one already knows something and thus does not take the time actually to learn it | 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. | Sets goals that cannot be achieved in the time frame that one has set for each goal and for oneself Does not identify the next action for each goal thus fails to initiate or maintain the required momentum | 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 Does not demonstrate willingness to learn new procedures and hardly encourages others to undergo training on new procedures | 1 |
| TRAINING OTHERS: Training is the ability to expand the knowledge base by learning new truths that are useful in the workplace. | Makes little attempts to apply skills learned in training session to advance skill set and career Shows little willingness to attend training sessions and misses most training sessions | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| LISTENING SKILLS: How well do you assert your opinions and views when having a conversation with someone? How well do you receive and apply the instructions given out? | [employee comments] |
| SAFETY AT WORK: How often do you organize safety training programs for your employees? How has this helped the employees and the company at large? How would you deal with an employee who does not use the protective equipment? | [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] |
| ETHICAL BEHAVIOR: Can you be trusted in all you do and say to be honest? Do you provide honest feedback when asked to give any? | [employee comments] |
| EMPATHY: Can you think of a time when you had to deliver less than ideal news? How did you go about it? Have you ever decided to delay presenting some information to a colleague because you felt the timing was not right? | [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? Give an example of a problem you solved when important facts were unavailable. What was the outcome? How was this problem affecting other employees? | [employee comments] |
| PRACTICAL THINKING: What are some of the challenges that you have faced when thinking practically? How have you faced these challenges? What have you done to improve your practical thinking skills? How has this helped your career life? | [employee comments] |
| PROJECT AND GOAL FOCUS: Where do you see yourself in the next five years? What are you going to do to achieve this? How do you differentiate goals that are urgent from those that are important? Give an example | [employee comments] |
| PROCESS IMPROVEMENT: Which techniques are you employing to identify bottlenecks in processes and the points at which improvements can be made? How often do you use existing benchmarks to complete processes in accordance with the set standards? | [employee comments] |
| TRAINING OTHERS: How often do you participate in specialized training and what efforts are you making to look for more training opportunities? How often do you encourage team members to share concepts learned in training sessions? | [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: |