Use this sample and step by step explanation to craft a meaningful employee performance feedback review for an application development director. Find the right words with quality phrases.
An application development director designs and supervises projects in IT that are meant to improve operations as well as taking charge of the overall planning, coordinating, and supervising all the activities about the design, creation, and implementation of applications in the organization. He/she manages the application development teams from when the idea is conceived to the final product.
Other specific responsibilities include setting deadlines and goals for the teams; making sure the project is running on schedule; finding, hiring and retaining the team of application development experts; managing the budget and setting forecasts as well as improving applications to aid in improving and maintaining the security of sensitive organizations information.
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 |
|---|---|---|
| CUSTOMER ORIENTED: Customer Oriented is a skill that focuses primarily on the client as the King offering quality services that meet the customer's expectations with an aim to inspire people rather than just try to sell their product. | Rarely solves customers? queries and refers them to the management for solutions. Does not listen to the customers well, which ends up to misunderstandings. | 1 |
| NEGOTIATION SKILLS: Negotiation Skills are a deliberative process by which people settle their differences through an acceptable agreement to both parties to co-exist without argument and dispute in the workplace. | Puts views and opinions in a non-confrontational manner and keeps cool when things get out of hand. Shows willingness to compromise when the deal seems not to be going through for the interest of parties involved. | 2 |
| INTERVIEWING: Interviewing is an essential skill in making a sound hiring decision that seeks to find out the candidate's background, work experience, skill level, general overall intelligence, enthusiasm, attitudes, etc. | Does not dress to suit the interview and the dressing is usually not professional. Arrives late for the interview process and looks disoriented in most cases. | 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 make a serious commitment to work with others No improvement of performance from the last evaluation period to the current one | 1 |
| PHYSICAL ABILITIES: Physical Abilities is the ability of one's strengths and limitations that are also known as the individual resources to perform well at the tasks given. | Constantly chases learning opportunities to become better making operations easier Requires only a little guidance to work on a new responsibility | 2 |
| SELF CONFIDENCE: Self Confidence is the ability to know who you are and what you are capable of doing which shows in your behavior, your body language, how you speak, etc. | Dresses well, maintains a good posture and makes eye contact when having a conversation with others in order to give the impression that one is in control Speaks assertively in order to get people to listen and deliver one's own ideas with conviction | 2 |
| CONCEPTUAL THINKING: Conceptual Thinking is the ability to recognize a situation or problem by identifying patterns or connections while addressing the underlying issues. | Perceives working together with one's superiors during performance discussions as a waste of time and does not seem to care about how own targets are derived from the company's objectives Seems disinterested in learning and understanding different operations in one's department thus misses on important trends | 1 |
| GOAL AND OBJECTIVE SETTING: Goal and Objective Setting is the strategic plan that is set and laid down identifying how goals should be accomplished, by who and by what time. | Sets unattainable goals and therefore gets frustrated when one keeps on missing the deadlines Shows the unwillingness to seek help when one does not understand the goals or is facing problems with the goals | 1 |
| PROJECT MANAGEMENT: Project Management is structuring a to-do list for your project or company containing tasks and responsibilities as well as creating a roadmap for the execution of those duties promptly. | Has poor organization skills thus sometimes fails to know who does what, and when, or whether a project is complete or not Does not take ownership of the project; shows the unwillingness to commit or see the project through to successful completion | 1 |
| MEETING MANAGEMENT: Meeting Management is the skill to know and understands the reason why an official meeting should be held and who should attend. | Invites unnecessary people to meetings and ends up wasting a lot of time and resources Constantly late to start and end meetings and does little to encourage participants to show up on time | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| CUSTOMER ORIENTED: Do you keep customers informed proactively whether formally or informally to ensure they are knowledgeable about the company? Can you describe an instance where you served an irate customer? What did you do? | [employee comments] |
| NEGOTIATION SKILLS: How well can you rate your negotiation skills? Explain your answer. Describe your best and worst moments of any negotiation process you have been part of? | [employee comments] |
| INTERVIEWING: How well can you rate your confidence level before going about an interview process? What is the one question you find challenging to answer during an interview and why? | [employee comments] |
| DEVELOPING OTHERS: Do you have personal goals set before you can set the employee's goals? Do you rely on personal knowledge or do you get more knowledge from others? | [employee comments] |
| PHYSICAL ABILITIES: Do you help others to come up with workable goals for complicated tasks? Are you physically fit to take on tasks that require human strength? | [employee comments] |
| SELF CONFIDENCE: Can you describe a time you thought you were going to fail in a task? What did you do to succeed? Are there employees you consider more successful than you? How often do you have contact with them? | [employee comments] |
| CONCEPTUAL THINKING: Describe a time when you identified customer's needs on a particular project. What resources did you call on to help? Describe the steps and methods you have used to identify a vision for your department. What would you have done differently? | [employee comments] |
| GOAL AND OBJECTIVE SETTING: Describe a time when your team failed to meet its goals due to an underperforming employee. How did you deal with the situation? Describe some of the factors that you consider when setting your goals and objectives. How have these contributed to your success in the goal setting process? | [employee comments] |
| PROJECT MANAGEMENT: How do you motivate your project team and communicate with the stakeholders? How has this contributed to the success of your projects? Describe the most difficult project that you have ever managed. What made it difficult and how did you go about it? | [employee comments] |
| MEETING MANAGEMENT: Have you ever failed to give participants the topic to be discussed beforehand? How did you correct the mistake? Which approaches are you employing to hold more creative meetings and do you leave room for creativity? | [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: |