Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a management information systems director. Find the right words with quality phrases.
A management information systems director is involved in the management of a firm's information technology activities. He/she ensures that the operations of info systems are stable and seamless as well as troubleshooting issues in a multi-server environment using a broad range of applications and software systems.
Apart from participating in planning, organizing, and implementing information technology activities, he/she is also involved in the analysis of technology and new trends to develop organizational objectives and strategic plans to meet them. In addition, he/she makes sure that the information system works effectively to achieve the set production goals. Lastly, they supervise security efforts to prevent and manage breaches as well as offering solutions for ensuring the information safety.
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. | Does not yet have enough knowledge about the company products. Does not value the importance of customer service training, is frequently late to class, and sometimes fails to attend. | 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. | Shows great skills and abilities when it comes to wrapping up deals. Is assertive when presenting views and ideas and seeks to make people understand what the key points are. | 2 |
| MANAGING REMOTE TEAMS: Managing Remote Teams is working under no physical supervision from your manager or supervisor while staying on task and communication to report on the daily progress. | Does not estimate the capacity of a remote worker before assigning him/her a task thus ends up with tasks that are poorly done Does not give a lot of thought to how an employee does a job or take the time to understand what the employee does | 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 Accepts no responsibility to handle the team's goals and work | 1 |
| ADAPTABILITY: Adaptability is the ability to cope with and adapt to unexpected situations in any environment and staying connected with a great attitude. | Understands, negotiates and balances diverse views and beliefs, particularly in multicultural environments, to reach workable solutions Shifts attention to a client entering the facility even though immersed in detailed task | 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 Identifies and creates new strategies that will fulfill the changing needs of the customers in the future | 2 |
| 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 different goals for team members with similar responsibilities thus encourages internal rivalries that lead to diminished morale Describes own goals and objectives in a negative way thus feels demotivated and lacks morale to accomplish them | 1 |
| MANAGING DETAILS: Managing Details is the skill of paying close attention to details of every element of your job performance to ensure nothing is overlooked. | Sets nearly impossible personal and professional standards for oneself, which makes it hard for one to achieve the set goals Jumps into conclusions instead of taking the time to dig into the situation at hand and find out the root cause | 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. | Does not take the time to understand what the project is about; goes straight to delegating project tasks without a detailed plan Lacks time management skills; fails to monitor a project during its critical stages to find out if the project is on track | 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 fails to follow up on meetings and hardly documents the assigned tasks | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| CUSTOMER ORIENTED: Explain a situation where you went an extra mile to serve a customer. What did you do? Can you describe an instance where you served an irate customer? What did you do? | [employee comments] |
| NEGOTIATION SKILLS: Have you ever compromised to help reach an acceptable solution? Explain an instance that you hit a dead-end in a negotiation process. What did you do to reach a conclusion? | [employee comments] |
| MANAGING REMOTE TEAMS: Describe a time when you have been required to manage a remote team. What are some of the tools you used to make this effective? How do you prepare for and facilitate meetings with your remote workers? How do you make sure every worker attends these meetings? | [employee comments] |
| DEVELOPING OTHERS: Do you consult the rest of the management before you make decisions? Do you delight in developing others? capability and making them better? | [employee comments] |
| ADAPTABILITY: Can you describe a project or situation which required you to remain open-minded and flexible in order to succeed? Give a situation where you had to present to a group of clients with little or no preparation. What challenges did you face? | [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? Is there a time when you had to analyze information and make a recommendation? How did you go about that? | [employee comments] |
| GOAL AND OBJECTIVE SETTING: What is one of the major goals that you have set for yourself recently? How are you planning to achieve it? Is there a time when you were working on an important goal, but then you realized that you couldn't achieve it when you were already halfway done? What did you do? | [employee comments] |
| MANAGING DETAILS: How do you manage distractions at work? Describe a time when a project or task you were working on faced a major distraction If a project is not due for several weeks, when do think it's the best time to start working on it and why? | [employee comments] |
| PROJECT MANAGEMENT: What methods have you used to find out where a project has been, where it is currently, and where it is going? Describe the full project life cycle. How have you used the cycle to manage your projects effectively? | [employee comments] |
| MEETING MANAGEMENT: Were there any times you failed to assign roles to participants in a meeting? How did you correct the situation? Have you ever failed to take notes during a meeting? How did you correct the mistake? | [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: |