Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a senior staff psychologist. Find the right words with quality phrases.
A Senior Staff Psychologist is tasked with the responsibility of providing counseling and psychotherapy to students on individual therapy, crisis intervention, and group counseling. He/she is responsible for addressing psychological problems concerns that might arise and can get to undertake training and supervision roles. Besides, he/she will attend and participate in seminars and conferences.
Other duties he/she can be assigned include; utilizing appropriate psychological tools and technique to assess and treat mental ailments, conducting psychological workshops, can be called to act as a consultant on psychological matters to staff, faculty, students and parents, organize and supervise clinical training of other psychological staff and undertake supervision task on trainees assignments.
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 |
|---|---|---|
| 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. | Is not able to let go; fears that no one else has the ability or the skills necessary to execute the work effectively Accepts partially finished work, which puts one is a position of redoing the work | 1 |
| TEAM BUILDING: Team Building represents various types of activities used to enhance social relations and define roles within the different teams at the workplace. | Manages relationships with co-workers and management in a professional manner Always willing to help his fellow workmates complete their projects on time | 2 |
| 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. | More concerned with being prepared than getting the job done Waits until the last minute to determine the steps to take which in most cases fails | 1 |
| DEPENDABILITY: Dependability is the characteristic of being able to be counted on and relied upon by providing services that be trusted within a period. | Verbally guarantees that deadlines will be met but consistently misses them Holds a questionable character that every customer and coworker gets concerned about | 1 |
| ENTHUSIASM: Enthusiasm is an intense enjoyment or a lively interest in a certain thing with a zest and a strong belief that can be felt by those around you. | Looks for moments that positively transformed one's own life and uses the moments to draw strength and inspiration Takes on extra projects and often seeks advice from other colleagues in areas that need clarification when handling the projects | 2 |
| EVALUATING OTHERS: Evaluating others is the capacity to see the individuality in others and recognize a person's unique point of view. | Finds something good to say about others even when one does not like what they have produced Looks for evidence that a person shows sound judgment when assessing multiple opportunities | 2 |
| 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 Allows oneself to be caught up in office gossip or chit-chat instead of concentrating on the assigned task and producing correct and quality work | 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 Spends time doing tasks that do not add value to own goals rather than those that bring one closer to accomplishing own goals | 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. | Does not understand how to work with graphical information and does not know how to use graphical software Rarely thinks outside the box and is always unable to come up with a solution to solve a problem | 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 Does not know how to fix the most basic problems associated with a product | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| DELEGATION: Do you regard yourself a micro or macro manager? How do you delegate your tasks or projects? How do you ensure that the person you assign a task has understood all the instructions? | [employee comments] |
| TEAM BUILDING: Should you take a more active role and contribute more to your future teamwork? What is the one particular lesson the team learned from you that they did not have before? | [employee comments] |
| PLANNING AND SCHEDULING: Is there any area that takes additional time to plan and how do you intend to work on it? How have you been of help to others in accomplishing goals within the set time? | [employee comments] |
| DEPENDABILITY: Are you available when you need to complete a task or handle a difficult customer? Are you a loyal person that your coworkers and management can rely on? | [employee comments] |
| ENTHUSIASM: Are there times you have not achieved something that you set out to do? How did you feel about that? Can you think of a time when you sought a colleague's idea or opinion when working on a new project? | [employee comments] |
| EVALUATING OTHERS: What techniques have you used to evaluate others? What have you done to improve these techniques? How have you helped a person, who is motivated and excited about his ability, continue to grow and develop? | [employee comments] |
| MANAGING DETAILS: Describe a project that demanded accuracy from you. How did you go about it and what are some of the challenges you faced? What are some of the things you have done or skills you have acquired to improve your ability to manage details at work? | [employee comments] |
| ORGANIZATIONAL SKILLS: When scheduling your time, how do you decide which task comes first and which one goes last? Give an example In your opinion, which is the best time to work on complex tasks? Which time works best for you? | [employee comments] |
| ANALYTICAL SKILLS: Can you recall any problem you solved that required analyzing complex and large volumes of data? Can you describe a situation where your analytical outcome was incorrect? How did you solve the problem? | [employee comments] |
| PRODUCT KNOWLEDGE: What are you doing to enhance your understanding of industry trends, terminologies, and concepts surrounding a product? How often do you adhere to procedures and policies that guide products and services? | [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: |