Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a biofuels manager. Find the right words with quality phrases.
A Biofuels Manager is accountable for overseeing the manufacturing of biofuels that include facility management, budget implementation, and quality assurance controls.
The responsibilities for this role are production of alternative fuels or biofuels, ensuring production is conducted properly to guarantee the health and welfare of employees and the environment, managing all the operations at biofuels power generation facilities, supervising production employees in the manufacturing of biofuels like ethanol and biodiesel, conducting cost, material and efficiency studies for biofuels production plants, preparing and managing biofuels plant or unit budgets, providing instruction to subordinate or new staff to improve the biofuels plant safety, engaging in data study of production levels while tracking efficient and ineffective security procedures, drawing samples of biofuels outcomes or secondary by-products for quality control testing.
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 |
|---|---|---|
| INSPIRING OTHERS: Inspiring is encouraging one to be their best in contributing to the vision of an organization where they are placed and entrusted to work. | Talks more and listens less; does not listen when a colleague comes with a problem or gives suggestions to improve a certain situation Does not encourage or support people who are facing challenges at work or offer solutions to the challenges they are facing | 1 |
| APPRAISAL AND EVALUATION SKILLS: Appraisal and Evaluation Skills are services that allow employers to assess their employees? contributions to the organization for the period they have been working with them. | Uses the evaluation feedback to motivate and encourage employees to better their skills Highly receptive to coaching and managerial feedback on the overall assessment | 2 |
| COOPERATION WITH COLLEAGUES: Cooperation is the process of working with groups or teams for a common mutual benefit as opposed to working in competition or for selfish ambition. | Does not share critical information with co-workers because of fear of marginalization Always competes with the coworkers instead of working in harmony | 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. | Treats the causes of unfair treatment with prejudice and favoritism Openly play favorites without caring how the rest of the people feel | 1 |
| INITIATIVE: An initiative is the ability to assess and initiate things independently often done without any managerial influence offered. | Takes the initiative in overcoming obstacles and meeting the organization's goals Highly committed to maintaining punctuality that has contributed to a large extent to the overall success of the team | 2 |
| CONSISTENCY AND RELIABILITY: Consistency and Reliability are the ability to be trusted to do what you do best all the time with or without supervision and without failure to produce results. | Turns up to work on time, carries out one's tasks without constant supervision and takes breaks only when scheduled Is a team player; participates in brainstorming sessions and handles group projects and tasks with diligence | 2 |
| PERSONAL ACCOUNTABILITY: Personal Accountability is the feeling that you are entirely responsible for your actions and consequences taking ownership without blaming others. | Does not create own processes and timelines for getting things done thus keeps on missing deadlines Pretends to know everything and does not let other employees know when one does not know how to go about doing something | 1 |
| PERSUADING OTHERS: Persuading others is making sure your best ideas get a fair hearing without manipulating others or using trickery. | Provides too much information, which only gets people confused and makes them think that one is trying to blind them Does not do enough research about the solution one is presenting thus gives the other person incomplete information | 1 |
| INTERCULTURAL COMPETENCE: Intercultural Competence is the knowledge and skills to successfully interact with people from other ethnic, religious, cultural, national and geographic groups. | Does little to develop programs and policies that are acceptable to people with different cultural practices and beliefs Does little to discourage intolerance between individuals and groups with different cultural practices and beliefs | 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. | Hardly knows the root cause of errors in processes and is always unable to correct existing problems Does not demonstrate willingness to learn new procedures and hardly encourages others to undergo training on new procedures | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| INSPIRING OTHERS: Describe a time when you have had to give inspiration to a colleague who was constantly late at work. How did you go about it? Did the person take your advice? Give a good example of a time when there was a conflict in your team, but you were able to fix it. What had happened? What did you do? | [employee comments] |
| APPRAISAL AND EVALUATION SKILLS: Do you find fault with some of the employees you assess? Do you give the employees a chance to explain their performance or is your word final? | [employee comments] |
| COOPERATION WITH COLLEAGUES: Can you be relied upon to lead the team without the management following up? What are your strengthens and how do you utilize them in the group? | [employee comments] |
| ETHICAL BEHAVIOR: Are you reliable to lead the team without showing favoritism to some members of the team? Have you fostered an atmosphere of fair treatment in the workplace? | [employee comments] |
| INITIATIVE: Are you pushed to think creatively and explore new opportunities? Do you accept responsibility quickly without passing on the blame? | [employee comments] |
| CONSISTENCY AND RELIABILITY: Describe a time when you took responsibility for an error and were held personally accountable. What happened? Describe a time your workday ended before completing a task. Did you end up finishing the task? How did you do it? | [employee comments] |
| PERSONAL ACCOUNTABILITY: What steps have you taken to improve your effectiveness in the company, workgroup and your career? What are some of the special responsibilities and assignments you have been given in the past that are not part of your routine? | [employee comments] |
| PERSUADING OTHERS: Can you describe a time when you have used facts to convince a customer to buy your products or services? Describe the most difficult persuasion exercise you have conducted. What made it difficult and how did you go about it? | [employee comments] |
| INTERCULTURAL COMPETENCE: What are you doing to increase links to networks of individuals and groups from different cultural backgrounds? How often do you encourage others to show respect to people with diverse cultural backgrounds? | [employee comments] |
| PROCESS IMPROVEMENT: What efforts are you making to implement parallel processing of related processes? What efforts are you making to improve your ability to detect the root cause of errors in processes? | [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: |