Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a construction manager. Find the right words with quality phrases.
A construction manager is often tasked with the responsibility of coordinating, and supervising a wide range of construction projects and activities whether public or private. He or she will ensure that all legal requirements on the construction activities are followed to the letter. It is their sole responsibility to ensure that the end product meets the design and client specifications and everything is within the stipulated budget.
Besides the major role, he or she will get to typically do the following; analyze and settle on the best construction methods, process and strategies; report on the progress to the management and the clients; supervise all construction activities; resolve any delays and problems that might arise; prepare cost estimates and budgets pertaining to the construction and hire and manage all construction site workers.
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 |
|---|---|---|
| MULTI-TASKING: Multi-Tasking allows one to juggle and perform more than one task at a time without losing track of what you are working on or dropping the ball. | Spends most of one's time on tasks that do well with multi-tasking and forgets the most important tasks on one's job description Does not ask for help or advice from colleagues when one is stuck thus wastes valuable time trying to figure things out | 1 |
| 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. | Shows other employees how to overcome or deal with their weaknesses in order to help them grow professionally and emotionally Does not judge people when they make mistakes; sympathizes with them and lets them know that one understands that the mistakes they made were only human | 2 |
| DECISION MAKING: Decision Making is the art of making choices by identifying a decision, gathering information and assessing alternative resolutions before settling on one. | Shows the unwillingness to involve others who have the relevant experience, knowledge, and expertise in the decision-making process Fails to connect the problem to the overall company strategy thus ends up making bad decisions | 1 |
| MANAGING AT TEAM: Managing is the administration of an organization which includes activities of setting the strategy of an organization and coordinating the efforts of the employees to accomplish its objectives. | Constantly watches, tracks and admonishes employees for every slight failing thus makes them feel as if they are not trusted Does not take the time to review the employees' performance, identify both the strong and weak areas and give feedback on the same | 1 |
| STRATEGIC PLANNING: Strategic Planning is organizational management activity that is used to set priorities, focus energy and resources, strengthen operations while guaranteeing that employees and other stakeholders are working towards common goals. | Anticipates problems that may arise and quickly develops an effective backup plan Involves experts who have experience with implementation and operations and ensures that the strategic plan is analyzed critically by them | 2 |
| TEAM BUILDING: Team Building represents various types of activities used to enhance social relations and define roles within the different teams at the workplace. | Attracts others by his ability to work well with any team Great at working and understanding the team dynamics that are beneficial to the business | 2 |
| ASSERTIVENESS: Assertiveness is the inclination to stand up for your rights or other people's rights in a calm and concrete way without being aggressive or accepting a wrong. | Finds it hard to initiate and maintain comfortable relationships with colleagues at work Discourages other employees from openly voicing their views, ideas, and feelings | 1 |
| COMMITMENT TO THE JOB: Commitment to the Job is the feeling of responsibility that a person has towards a mission and goals of an organization. | Shows disinterest in contributing innovative or creative ideas and is reluctant to find more effective ways to perform tasks Does not speak up even when one knows things are not being dealt with directly and honestly | 1 |
| PROJECT AND GOAL FOCUS: Project and Goal Focus is setting your mind and heart on things that matter and add value to your life against those things that add no value at all or of little value. | Does not review progress or take stock of everything that one has accomplished on a regular basis Sets goals inside own comfort zone thus doesn't find them compelling enough to follow through and achieve them | 1 |
| ORGANIZATIONAL SKILLS: Organizational Skills is the ability to make use of time, energy and resources available in the most efficient manner to achieve their goal. | Goes back and forth between different tasks thus slows down own brains and clouds own judgment Keeps clients' and employees' information scattered all over the place thus makes it hard for one to locate it when needed | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| MULTI-TASKING: How do you prioritize your tasks to make sure that all are attended to and that they meet deadlines? What is the most difficult multi-tasking experience you have ever had? What did you do and what was the outcome? | [employee comments] |
| INSPIRING OTHERS: What are some of the books you have read, places you have been or things you have done that have inspired you the most? How do you reward employees whose work exceeds your expectations? Give an example of when this has happened | [employee comments] |
| DECISION MAKING: Can you explain a difficult decision you have made regarding a project or task at work? What are some of the factors that influenced your decision-making process? What techniques have you used at work to ensure that decisions you make are correct and effective? | [employee comments] |
| MANAGING AT TEAM: Would you rather that your reporting staff respected you or feared you? Why? How would you inspire both reactions from them? What are the two most important values that you demonstrate as a manager? Describe a time when you have demonstrated these values in the workplace | [employee comments] |
| STRATEGIC PLANNING: What are your long-term and short-term goals? What have you done to achieve them effectively? What tips would you offer anyone who is taking a role that involves strategic planning and accountability for decisions? | [employee comments] |
| TEAM BUILDING: What is your personality? Does it hinder or encourage you to participate? Do you offer good group work and successful management equally to everyone or do you show favoritism? | [employee comments] |
| ASSERTIVENESS: Can you describe a situation where you were able to strengthen a relation with a colleague by using effective communication? How often do you encourage your colleagues to get into groups in order to make decisions that should be made jointly? | [employee comments] |
| COMMITMENT TO THE JOB: Can you give an example of a time when you had to go above and beyond the call of duty to have a task accomplished? Can you describe a situation where you had to be very persistent or dedicated in order to achieve goals? | [employee comments] |
| PROJECT AND GOAL FOCUS: Where do you see yourself in the next five years? What are you going to do to achieve this? How do you keep track of your project to make sure everything is in order? | [employee comments] |
| ORGANIZATIONAL SKILLS: What are some of the tools that you have used to organize your tasks at work? Would you recommend these tools to other employees? How do you differentiate tasks that bring you closer to your goals from those that don't add value to your goals? How do you treat both tasks? | [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: |