Use this sample and step by step explanation to craft a meaningful employee performance feedback review for an internal claims auditor. Find the right words with quality phrases.
An Internal Claims Auditor is responsible for auditing, approving or rejecting each claim before payments are made. This position is key in examining, monitoring and analyzing of activities related to a company's organizations.
The primary duties of this position includes, determining whether the proposed payments are for a valid or legal reason, ensuring that proper documentation and itemization are provided, and that payment is for legal, delivering legitimate claims against the company are paid accurately, ensuring that the purpose and transactions are properly approved prior to accepting the voucher or invoice for payment, enforcing all the provisions of the law, the commissioner's regulations, board policies and administrative regulations regarding the management are keenly followed.
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 |
|---|---|---|
| PHONE SKILLS: Phone Skills are useful to present a professional company image through the telephone to the customers while making them feel well informed and appreciated without necessarily seeing their faces. | Argues with the other person on the line when insulted or provoked and does not maintain a cool head. Does not call back or do follow up on issues hence leaving issues unresolved. | 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. Builds on good understanding and mutual reliance when given tasks to handle. | 2 |
| KNOWLEDGE OF COMPANY PROCESSES: Knowledge of Company Processes is the in-depth understanding of a collection of related, structured activities that serve a particular goal for a group of customers or clients who are valuable to the enterprise. | Shows unwillingness to share knowledge about the company or encourage other employees to keep up-to-date with the company's structures, rules, systems, networks and environment Does not seek to understand or raise awareness of the company's decision-making bodies and power relationships | 1 |
| DEALING WITH DIFFICULT PEOPLE: Dealing with Difficult People is learning how to tactfully calm down an obnoxious person who is either verbally attacking you or stealthily criticizing you or your professional contribution. | Stresses about the difficult person all the time, even when one is taking a day off Does not try to figure out what is it about the difficult person's personality that one doesn't like thus one is not able to pinpoint ways to deal with him/her | 1 |
| SUPERVISORY SKILLS: Supervisory Skills is the ability to lead and manage people effectively in a difficult and challenging atmosphere in the day to day life. | Effectively coaches assistants in group or individually towards high achievement Always readily accessible to subordinates developing a spirit of teamwork | 2 |
| LEADERSHIP SKILLS: Leadership Skills are soft skills that assist leaders in positively interacting with employees or team members to make the workplace a great place. | Highly useful in bonding employees together to create a solid team Maintains an open communication platform with and among the employees | 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 Treats others with contempt and does not show concern for new employees | 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 very unrealistic goals which are not fulfilled or realized Does not accept any responsibility even for personal work that is incomplete | 1 |
| QUALITY MANAGEMENT: Quality Management is the management approach to the long-term success through customer satisfaction that directly involves the employees in the continual improvement of the daily tasks. | Shows the unwillingness to monitor the quality of the products and services as well or that of the production process Does not monitor the progress of projects against the milestones or quality standards that have been agreed on | 1 |
| SCHEDULING: Scheduling is creating daily workflow charts that the employees are supposed to follow when working and submitting their projects. | Hardly updates the list of activities and does not make efforts to track project schedules Shows unwillingness to work steadily towards both career and personal goals | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| PHONE SKILLS: Have you ever interrupted someone while talking over the phone? How did the conversation turn out? How well do you close conversations and do you feel you leave the callers in a satisfied position? | [employee comments] |
| INTERPERSONAL SKILLS: How well do you work with those around you to ensure things are done? Do you always seek to influence people in a good way and support them in their efforts? | [employee comments] |
| KNOWLEDGE OF COMPANY PROCESSES: How do you manage a project plan, set timelines and milestones, and involve team members in order to deliver on time? What steps have you taken to encourage other employees to keep up-to-date with the company's rules, structures, networks, and systems? | [employee comments] |
| DEALING WITH DIFFICULT PEOPLE: How would you deal with a team member who is always picking fights with others or is difficult to work with? What are some of the techniques you have used or things you have done to improve your ability to handle difficult people? | [employee comments] |
| SUPERVISORY SKILLS: Do you understand your core roles and responsibilities as a supervisor? Do you favor some of the workers in your supervisory duties? | [employee comments] |
| LEADERSHIP SKILLS: Do you invest in teamwork to ensure both management and workers are all harmonious? Do you reprimand your employees or discuss situations with them? | [employee comments] |
| DEPENDABILITY: Are you available when you need to complete a task or handle a difficult customer? Are there areas you have not showed or practiced dependability that you need to change | [employee comments] |
| POTENTIAL FOR ADVANCEMENT: Do you carefully consider the feedback from the management or do you overlook it? What measures are you meaning to use to become better in executing your duties? | [employee comments] |
| QUALITY MANAGEMENT: How do you ensure that your suppliers meet the company quality standards? How do you know when a product quality has dropped? How do you keep track of your projects to ensure that each milestone meets the agreed quality standards? | [employee comments] |
| SCHEDULING: What efforts are you making to employ the best practices and standards when scheduling projects? How often do you balance work and life and how often do you schedule time for non-work related activities? | [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: |