Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a senior clinical data specialist. Find the right words with quality phrases.
A Senior clinical data specialist is tasked with the primary function of developing and updating clinical data every now and again. He or she will also be tasked with generating clinical data reports for use by the various clinical personnel when needed while also verifying the clinical data from time to time.
He/she will also get to perform other functions like; ensuring data accuracy and integrity, keeping the clinical data updated and accessible when needed, carries out any related data troubleshooting problems, maintain clinical databases through proper planning, monitoring and performance improvement, and provide any technical support in regards to the clinical data usage.
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 |
|---|---|---|
| VERBAL COMMUNICATION: Verbal Communication is the use of tones and language to relay a message; it aids as a vehicle for expressing ideas, concepts and it, is critical to the daily running of the business. | Fails to explain unclear issues when having a conversation and does not find out if the other party understands. Speaks too much and does not give room to others to talk or share their thoughts. | 1 |
| MOTIVATING OTHERS: Motivating is using persuasion, incentives and mental or physical stimulants to influence the way people think or behave individually or in groups. | Eliminates distractions; commits to turning off one's phone for a few hours at a time in order to get something done quickly Sets career goals that match with those of the company in order to stay motivated during the workweek | 2 |
| PARTICIPATIVE MANAGEMENT: Participative Management is also known as employee involvement is the participation of all stakeholders at all levels of the organization in the investigation of problems, development of strategies and implementation of solutions. | Does not understand the balance between getting results and motivating employees Has abysmal listening skills that do not care what the employees are saying | 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. | Does not have the capacity to handle difficult people and treats them differently Always complaining about the workforce but does nothing to better it | 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. | Sees trends, patterns and missing pieces when looking at information and tries to draw links between the information and the context Sees beyond the current business model and suggests new ways of working that are different from competitors | 2 |
| MONITORING OTHERS: Monitoring others is tracking employee activities monitor the worker engagement with the workplace-related tasks. | Reads employees emails but does not notify them of the policy that allows their emails to be read Does not give employees breaks for personal internet use or personal phone calls | 1 |
| BUSINESS ETIQUETTE: Business Etiquette is a basic framework of rules set by companies to ensure and allow you to understand the way you should conduct yourself in the professional world. | Engages in side conversations during meetings and uses the phone in most meetings Raises the voice when disagreeing with what others are saying | 1 |
| INTERCULTURAL COMPETENCE: Intercultural Competence is the knowledge and skills to successfully interact with people from other ethnic, religious, cultural, national and geographic groups. | Shows unwillingness to understand individuals and groups with different cultural practices and beliefs Shows unwillingness to take part in professional development courses and forums that enhance intercultural competency | 1 |
| ANALYTICAL SKILLS: Analytical Skills is the ability to collect and analyze information, solve problems and make decisions according to the policies and regulations of the business. | Lags behind in identifying a problem and is often unable to come up with an effective solution to a problem Does not show willingness to learn how to use critical thinking skills when evaluating information | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| VERBAL COMMUNICATION: Have you ever tried to think about what you would say from another person's perspective? How do you aim to improve your verbal communication skills to be the best in it? | [employee comments] |
| MOTIVATING OTHERS: What is one of the lowest points you have had at work? What did you do to remain motivated and accomplish your goals? What is the biggest goal you have ever accomplished? Why do you consider it the biggest? Describe the problems you faced, if any | [employee comments] |
| PARTICIPATIVE MANAGEMENT: Are the goals you set achievable or do they cause work stress among the employees? Do you give a warning for mistakes done for the first time or do you call for corporal punishment to the employees? | [employee comments] |
| SUPERVISORY SKILLS: Do you understand your core roles and responsibilities as a supervisor? Are you reliable to give a competent report on each employee's abilities? | [employee comments] |
| EMPATHY: In your opinion, what are the ingredients in building and maintaining good relationships with colleagues at work? Can you think of a time someone interpreted something you said negatively, even though you didn't intend for it to be negative? | [employee comments] |
| CONCEPTUAL THINKING: Can you describe a time you were able to identify underlying or key issues in a complex situation? How did you go about it? Is there a time when you had to analyze information and make a recommendation? How did you go about that? | [employee comments] |
| MONITORING OTHERS: How do you create a clear explanation of policies for the employees? What have you done to help employees who are struggling to set goals or who seem unwilling to finish a project? | [employee comments] |
| BUSINESS ETIQUETTE: Are you making any efforts to build and nurture relationships and do you create time to meet people? What would you like to improve about yourself in order to be more pleasant to work with? | [employee comments] |
| INTERCULTURAL COMPETENCE: What are you doing to encourage tolerance among individuals and groups with different cultural practices? How often do you encourage others to show respect to people with diverse cultural backgrounds? | [employee comments] |
| ANALYTICAL SKILLS: What is the most complex analytical task you have ever undertaken? How often do you encourage others to use appropriate oral and written communication skills when sharing an analysis? | [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: |