Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a social services director. Find the right words with quality phrases.

A social services director plans, organizes, and coordinates all the activities in the social services department. He/she sets goals and policies to ensure that the facility be it a nursing home or any other meets the specific needs of the residents.

Other tasks include planning and organizing admissions into the facilities and planning budgets for the facilities. They are also responsible for seeking more funds for running the facilities and participates in the recruitment of the staff to care for the varying needs of the residents. In addition, he/she evaluates the performance of the employees. Lastly, they ensure that the on-going programs within the department meet the quality assurance guidelines

Employee Performance Review Sample

Employee's Name: Title:
Review Period: __/__/__ to __/__/__ Employee SSN:
Work Location: Supervisor's Name:

Instructions

  1. Rating: Rate the employee against the core skills based on how well he/she demonstrates each skill. Give scores 1, 2, or 3 for each rating depending on the employee's performance.
  2. Comments: Use this area to give examples of employee's performance phrases. The phrases should describe how well an employee has performed on previously set goals based on the given core skill.
  3. Summary: Use this section to give a summary of the employee's strengths and areas for improvement or development. Recommend a step increase for an employee who has met the expectations and performance improvement plans for one who doesn't meet expectations.
  4. Human Resources Review: Human resources manager must examine and indicate whether he/she concurs with the evaluation and comments. If the manager agrees, then he/she must sign the evaluation form. If he/she doesn't concur, then he/she must provide reasons explaining why this is so.
  5. Signatures: Sign the evaluation form and give it to the employee to go through and answer the Self Evaluation Questions. Ask him/her to sign and date the evaluation form before giving it back to the human resources for filing.

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

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.

Does not feel free to express wishes, thoughts, and feelings and to encourage others to do likewise

Lacks good listening skills. Responds quickly without listening carefully to what the other person has to say, thus missing important details

1

ATTENTION TO DETAIL: Attention to Detail is the capacity to achieve a thoroughness and accuracy when accomplishing a task.

Uses day planners, calendars, highlighters, project planning software, resource management software and any other program created to help one stay organized

Plays focus enhancing games that help sharpen one's memory and problem-solving skills

2

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

Shows unwillingness to express one's ideas, take risks or accept new challenges

1

EVALUATING OTHERS: Evaluating others is the capacity to see the individuality in others and recognize a person's unique point of view.

Does not offer suggestions on how others should improve what they have produced as well as their weak areas

Uses judgment phrases such as "that was the wrong thing to do", or "good leaders don't", when evaluating people

1

PERSUADING OTHERS: Persuading others is making sure your best ideas get a fair hearing without manipulating others or using trickery.

Speaks in the affirmative in order to maintain directness and keep one's own intentions clear

Puts oneself in the other person's shoes in order to understand the other person's feelings, motives, and situation better and build trust

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.

Uses client satisfaction, quantity, cost, quality, and value added to the company, to evaluate success of a goal

Sets a deadline for each goal in order to enhance focus and feel motivated to accomplish it

2

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.

Does not take the time to analyze the company's strengths and weaknesses or come up with ways to help it grow

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.

Gets lost in the various details present in a project or task and ultimately loses focus on the actual project or task

Gets depressed when one makes a mistake rather than learning from it and moving forward

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 inform the client or key personnel involved when the project is facing problems such as production delays

Does not take ownership of the project; shows the unwillingness to commit or see the project through to successful completion

1

QUALITY MANAGEMENT: Quality Management is the management approach to the long-term success through customer satisfaction that directly involves the employees in the continual improvement of the daily tasks.

Assumes to know everything and does not seek clarification even when one is stuck or knows nothing about the assigned work

Does not lead by example; always produces substandard work but asks others to produce quality work

1

Self Evaluation

Self Evaluation Question

Employee Comments

ASSERTIVENESS:

Can you think of a situation where you felt you had not communicated well? How did you correct the situation?

If a colleague was facing a clash of personalities, what steps would you take to make the working relationship run smoothly?

[employee comments]
ATTENTION TO DETAIL:

What techniques do you use to make sure you have the right information about a certain project?

What tools/techniques do you use to check your work? Why do you use these tools/techniques?

[employee comments]
COMMITMENT TO THE JOB:

Are there instances in which you anticipated problems, and you were able to suggest solutions and influence a new direction?

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]
EVALUATING OTHERS:

Describe a time when you have had to deliver negative feedback to a colleague. How did you make sure not to hurt their feelings?

What ways, if any, have you used to help underperforming colleagues improve their performance?

[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]
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?

What do you look for in team members when setting goals for the team? How do you keep track of your team goals?

[employee comments]
LONG RANGE PLANNING:

How do you make sure that your long-term goals do not conflict with your short-term goals?

What are some of the things you have done to improve your ability to plan for the future?

[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

How do you organize your tasks to know which one comes first and what follows next? What tools, if any, have you used?

[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?

How do you make sure that you and your team deliver a project on time or exceed customer expectations?

[employee comments]
QUALITY MANAGEMENT:

How do you ensure that your suppliers meet the company quality standards? How do you know when a product quality has dropped?

What systems have you used to manage information and improve quality effectively? Would you recommend these systems to other companies?

[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:

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