Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a forensic psychologist. Find the right words with quality phrases.
A Forensic Psychologist is tasked with the role of providing psychological expertise when required to do so by a court of law during a case investigation. They are tasked with applying psychological knowledge on matters to do with laws and legal systems. He /she can also get to perform counseling sessions to victims.
Besides that primary role, he/she can be tasked with other functions like developing psychological profiles of suspects in collaboration with law enforcement agencies, administering polygraph test to various crime suspects, evaluate court testimonies given by eyewitnesses, assessing the mental state of criminal suspects before legal proceedings, and conducting their own research and reporting findings to a court of law.
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 |
|---|---|---|
| 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. | Does not act soberly when the negotiation process hits a dead end and tends to lash out when it goes wrong. Does not implement the agreed aspects of the negotiation and interferes with the negotiation outcome. | 1 |
| 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. | Chooses tasks that can be paused easily especially when one's multitasking involves dealing with multiple interruptions Posts one's to-do list in a prominent place spot in order to remind oneself what really needs to get done | 2 |
| COLLABORATING WITH OTHERS: Collaborating is willingly working with one another and cooperating in whatever task one is assigned without behaving poorly or having an attitude change that hurts others. | Does not keep the motivation going by letting people know that their ideas matter or rewarding them for a job well done Does not persuade others to act in the best interests of customers, colleagues and other teams within the company | 1 |
| DELEGATION: Delegation is assigning responsibility or authority to another person a junior or subordinate to carry out specific activities while remaining accountable for the outcome. | Takes the project back when one is not satisfied with the progress instead of working with the employee to make sure that he/she understands the project to be his/her responsibility Does not take the time to explain why the job is being delegated, why to that particular person and how it fits in the overall scheme of things | 1 |
| PLANNING AND SCHEDULING: Planning and Scheduling are the act of establishing a plan for a set of tasks that needs to be completed and including when they should be done. | Communicates effectively and promptly about the plans adjustment or change Carefully monitors plans and progress of the everyday schedule to see if it needs improvement of change | 2 |
| EVALUATING OTHERS: Evaluating others is the capacity to see the individuality in others and recognize a person's unique point of view. | Looks not only at how well a person closes a deal with a customer but also at how well they work through the whole process Looks at a person's punctuality and attendance:- whether or not a person has attained perfect attendance to work and meetings | 2 |
| PERSUADING OTHERS: Persuading others is making sure your best ideas get a fair hearing without manipulating others or using trickery. | Makes assumptions about the person one is persuading and therefore is not able to reassess when new evidence emerges Does not respect the other person's ideas or suggestions; regards own ideas as the best and does not care about what others have to say | 1 |
| QUALITY OF WORK: The quality of Work is the value of work or products produced by the employees as well as the work environment they are provided with. | Lets new employees try to do tasks with zero guidance instead of training them the skills they need to do their job Fixes problems in own projects and those of others but does not look for ways to prevent these mistakes from happening again in the future | 1 |
| TRAINING OTHERS: Training is the ability to expand the knowledge base by learning new truths that are useful in the workplace. | Hardly encourages team members to take part in training sessions Does not make any effort to evaluate the outcomes of a training session | 1 |
| ANALYTICAL SKILLS: Analytical Skills is the ability to collect and analyze information, solve problems and make decisions according to the policies and regulations of the business. | Hardly seeks for assistance when faced with challenges when analyzing complex and large volumes of data Does not show willingness to learn how to use critical thinking skills when evaluating information | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| NEGOTIATION SKILLS: When negotiating how well do you take charge of the process? Describe your best and worst moments of any negotiation process you have been part of? | [employee comments] |
| MULTI-TASKING: How do you prioritize your tasks to make sure that all are attended to and that they meet deadlines? Are there times when you have been interrupted while multi-tasking? What happened? What have you done to reduce or avoid interruptions? | [employee comments] |
| COLLABORATING WITH OTHERS: What are some of the challenges you have faced when working with others? How do you manage to stay focused despite the challenges? Can you describe the most disappointing team experience you have ever had? Is there anything you could have done to prevent it? | [employee comments] |
| DELEGATION: Is there a time when you have made a terrible mistake due to poor delegation skills? What happened and how was it resolved? How do you make a decision to delegate work? How do you choose the appropriate employee to handle a certain task? | [employee comments] |
| PLANNING AND SCHEDULING: Is there any area that takes additional time to plan and how do you intend to work on it? Do you have a workable daily schedule that you consistently follow? | [employee comments] |
| EVALUATING OTHERS: What techniques have you used to evaluate others? What have you done to improve these techniques? What ways, if any, have you used to help underperforming colleagues improve their performance? | [employee comments] |
| PERSUADING OTHERS: When selling an idea, it is sometimes useful for one to use real-life stories. Can you give an example of a time when you were able to do that? What was the outcome? Can you describe a time when you have had to convince a difficult colleague to accept your idea? | [employee comments] |
| QUALITY OF WORK: What are some of the programs you have initiated, if any, to train new employees on the company values and standards? What are some of the tools that you have used to check for information accuracy before working on it? | [employee comments] |
| TRAINING OTHERS: What efforts are you making to apply skills learnt in training session to advance your skill set and career? Can you think of a situation where you improved your learning after evaluating learning outcomes of a training session? | [employee comments] |
| ANALYTICAL SKILLS: Can you think of a small problem you ever identified and solved before it could turn into a big problem? How often do you encourage others to use appropriate oral and written communication skills when sharing an analysis? | [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: |