Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a director of social services. Find the right words with quality phrases.
A director of social services works as the overall overseer of the community services in various settings. He/she monitors and coordinates the staff to ensure that they are performing their duties depending on the policies and the existing social work regulations.
Besides, overseeing community services, the director coordinates the process of identifying community needs as well as delegating duties to the staff based on the identified needs and service gaps. In addition, he/she sets budgets and searches for more funds and is also responsible for evaluating the performance of the staff in the department of social services. Lastly, he /she participates in the quality assurance committees.
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 |
|---|---|---|
| TEAM BUILDING: Team Building represents various types of activities used to enhance social relations and define roles within the different teams at the workplace. | Craves and fights for personal recognition more than the entire team's appreciation Domineers others by putting people off and misjudging others? contributions | 1 |
| 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. | Allows oneself to make mistakes, asks for help and accepts criticism and compliments positively Holds back, listens and waits for the other person to finish an intended message before giving a response | 2 |
| ATTENTION TO DETAIL: Attention to Detail is the capacity to achieve a thoroughness and accuracy when accomplishing a task. | Has difficulty managing and organizing different tasks, thus, produces unreliable output frequently Tends to overlook projects' requirements thus consistently produces documentation that is not reliable | 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. | Does not observe punctuality; is frequently late to work and does not attend meetings when expected Does not speak up even when one knows things are not being dealt with directly and honestly | 1 |
| ENJOYMENT OF THE JOB: Enjoyment of the Job is the ability to enjoy what you do rather than enjoying what you earn from it. | Works diligently with colleagues in order to accomplish great things in the workplace and to improve the company's productivity Volunteers for new projects and makes new goals which one is excited to tackle, rather than hiding under the desk | 2 |
| EVALUATING OTHERS: Evaluating others is the capacity to see the individuality in others and recognize a person's unique point of view. | Observes a person to see how they respond to change:- whether they are cheerful or complaining when handling new tasks Looks for evidence that a person sets clear goals that match the company's objectives | 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 express concern for doing things better or producing quality work 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. | Thinks that one is perfect in persuasion and therefore fails to hone own skills instead of looking at areas where one needs to improve Does not do enough research about the solution one is presenting thus gives the other person incomplete information | 1 |
| LONG RANGE PLANNING: Long Range Planning is setting long-term goals and objectives for your business or project to ensure its growth and sustainability is reached by all the employees. | Develops a company's vision but does not indicate where the company is headed or where one wants it to be Does not seek help from others even when one really needs it or doesn't understand a crucial part of the long-range planning process | 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. | Takes too much time to get the job done thus delays output or produces less number of works Insists that a job be done in a certain way and does not welcome new ideas from others members of the team | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| TEAM BUILDING: Should you take a more active role and contribute more to your future teamwork? Do you easily cooperate with others when asked to or do you follow your own ideas without submission? | [employee comments] |
| ASSERTIVENESS: Can you describe a situation where you were able to strengthen a relation with a colleague by using effective communication? How good are your listening skills? Do you have instances when you made mistakes because you did not listen well to what someone had to say? | [employee comments] |
| ATTENTION TO DETAIL: Have you been in a situation where you had an option to leave the details to others or take care of the details yourself? What did you do? Are there times you have made huge mistakes due to not paying attention to details? What happened? | [employee comments] |
| COMMITMENT TO THE JOB: Are there times you have come in early or stayed late in order to meet a deadline? Is there a time you were able to provide your own motivation even though you were working alone? How did you motivate yourself? | [employee comments] |
| ENJOYMENT OF THE JOB: Describe a time when you went beyond your employer's expectations in order to get the job done If you find yourself working with a "boring" team, how do you keep yourself and others motivated? | [employee comments] |
| EVALUATING OTHERS: Is there a time when you have not been honest when giving feedback? If yes, why is that? Is there a time when you felt you did not get what you expected from your evaluation? Why? What did you do? | [employee comments] |
| PERSONAL ACCOUNTABILITY: Give an example of a time when despite carefully planning, things did not turn out as expected or went out of hand. What did you do? 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: Describe a time when you have used persuasion to convince someone to see things your way. What tips did you use? Can you describe a time when you have had to convince a difficult colleague to accept your idea? | [employee comments] |
| LONG RANGE PLANNING: How do you make sure that your long-term goals do not conflict with your short-term goals? In your opinion, do you think most start-ups fail due to lack of long-range planning or due to poor management? Explain your answer | [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] |
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: |