Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a psychologist. Find the right words with quality phrases.
A psychologist is responsible for studying cognitive, emotional and social processes to determine how people relate to one another and with the environment in general. He/she is tasked with conducting scientific studies on the human mind about the behavior and brain function of an individual to diagnose and treat mental disorders.
In addition, he/she can also get to undertake the following tasks; counsel patients, collect information through observations, and survey, conduct research to determine behavioral and emotional patterns, predict behavior, undertake controlled lab experiments, conducting aptitude and intelligence tests, testing theories through research work, offering consultation services and performing other related duties.
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 |
|---|---|---|
| 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. | Assumes that the person assigned the task understands what one wants, rather than making sure he/she does actually understand Is not clear about the vision, outcome, and timeline of the project; expects people to read one's mind on the same | 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. | Assists co-workers plan their daily workload and remain organized always 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. | Pretends to know everything and doesn't bother to ask questions about the work when one doesn't understand some aspects of it Uses exaggerated body language and gestures when making a point about a person's weak areas | 1 |
| MONITORING OTHERS: Monitoring others is tracking employee activities monitor the worker engagement with the workplace-related tasks. | Is afraid to ask for proof of work described in a report when speaking with an employee Tracks employees' location even when they are taking a day off or are on vacation | 1 |
| PEOPLE READING: People Reading is the ability to creatively and quietly read the important non-verbal intuitive cues that people give off without their knowledge. | Finds out the people a person holds dear and his/her social circle in order to know his/her social inclinations Looks at a person's facial expressions in order to know what they are thinking. A furrowed brow or tense jaw could be signs of anxiety | 2 |
| PERSONAL DRIVE: Personal Drive is a combination of desire and energy in its simplest form directed at achieving a goal in whatever you have set your heart to accomplish. | Acts professionally at all times and works within the boundaries of the company processes and legal constraints Remains positive and optimistic even when everything is not working or when a project does not meet expectations and urges others to do the same | 2 |
| PERSUADING OTHERS: Persuading others is making sure your best ideas get a fair hearing without manipulating others or using trickery. | Tries too hard to persuade, which puts off people faster or makes them lose interest in what one has to say Imposes one's own views instead of listening to what others have in mind and coming up with an agreement | 1 |
| TRAINING OTHERS: Training is the ability to expand the knowledge base by learning new truths that are useful in the workplace. | Makes little attempts to apply skills learned in training session to advance skill set and career Constantly fails to prepare for training sessions ahead of time | 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. | Lags behind in identifying a problem and is often unable to come up with an effective solution to a problem Does not show willingness to learn how to use critical thinking skills when evaluating information | 1 |
| PRODUCT KNOWLEDGE: Product Knowledge is an essential sales skill to understand the features of your product allowing you to present the benefits compellingly and accurately to the customer. | Does not know how to install and configure most products Poor at communicating information and is hardly able to answer most questions related to a product | 1 |
Self Evaluation | |
Self Evaluation Question | 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: Are there any new goals or responsibilities that you have assumed since your last evaluation? What help do you require to become better in your planning? | [employee comments] |
| EVALUATING OTHERS: What techniques have you used to evaluate others? What have you done to improve these techniques? In your opinion, do you think evaluating a person can give an adequate reflection of their character? | [employee comments] |
| MONITORING OTHERS: What are some of the monitoring policies you have in your company? How do you make sure the employees follow the policy of timekeeping? What have you done to help employees who are struggling to set goals or who seem unwilling to finish a project? | [employee comments] |
| PEOPLE READING: Give an example of a time you were able to communicate with a person you didn't like successfully. How did you handle the person? What have you done to further your understanding and knowledge about reading people? How have you demonstrated your learning at work? | [employee comments] |
| PERSONAL DRIVE: What personal and career goals have you set for yourself? What are you doing to make sure that these goals are accomplished? If you were given a management role, how would you create a working environment that employees found motivating? | [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] |
| TRAINING OTHERS: What are you doing to concentrate during training sessions and do you encourage others to concentrate? What are you doing to prepare for training sessions ahead of time? | [employee comments] |
| ANALYTICAL SKILLS: What is the most complex analytical task you have ever undertaken? Can you describe a situation where your analytical outcome was incorrect? How did you solve the problem? | [employee comments] |
| PRODUCT KNOWLEDGE: Were there any times where you were able to demonstrate how to use a product together with another? Have you ever failed to demonstrate how a product can be integrated with another? What did you do to improve? | [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: |