Use this sample and step by step explanation to craft a meaningful employee performance feedback review for a communications specialist. Find the right words with quality phrases.
A communications specialist takes charge of the internal and external communication with the primary role of creating and maintaining a positive relationship between the client and the public via media outlets by producing press releases, handling public relations, advertising and social media for the client. He/she also manages internal communications including newsletters and memos as well as drafting press releases for the media or website.
Duties associated with this position include creating and sending press releases of important updates about clients to media outlets; managing advertising on client's behalf; organizing press conferences or events where clients meet the public to create product knowledge and awareness as well as recent developments; handling request for information from media; liaise with marketing professionals for ad copies as well as carry out damage control in the event of bad publicity.
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 |
|---|---|---|
| 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. | Waits until one is already in the middle of a task to decide what else one needs to accomplish Does not split up the steps for each task or create mini-deadlines for easier management thus fails to complete tasks on time | 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. | Includes details and straightforward instructions in order to avoid most communication gaps and allow tasks to be executed effectively Takes the time to prepare and develop the discipline to map out exactly what one is asking for | 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 Assumes a wait and see approach on every project without taking any action | 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. | Is not creative and does not look for new and better ways to go about things Takes flexi-time in the workplace for granted. Gets to work late and leaves early | 1 |
| SELF CONFIDENCE: Self Confidence is the ability to know who you are and what you are capable of doing which shows in your behavior, your body language, how you speak, etc. | Goes above and beyond; suggests new ideas, clients or products in order to make projects easier or more streamlined Smiles in order to relieve stress, feel more relaxed and appear composed to others when talking to a group of colleagues | 2 |
| CONCEPTUAL THINKING: Conceptual Thinking is the ability to recognize a situation or problem by identifying patterns or connections while addressing the underlying issues. | Sees trends, patterns and missing pieces when looking at information and tries to draw links between the information and the context Sees beyond the current business model and suggests new ways of working that are different from competitors | 2 |
| USING COMMON SENSE: Using Common Sense is the ability to see what is missing in a situation or a project and supplying it without necessarily being assigned or asked to do it. | Spends most of the work time either on focusing on areas that are not important or on doing meaningless tasks Bases own opinions on what others think instead of doing own research and looking at both sides of the story | 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 unrealistic long-range plans and easily gets frustrated when one fails to accomplish them Does not take the time to track own progress on the plan or make modifications | 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. | Makes daily, weekly, or monthly to-do lists but does not stick to them thus often misses on important tasks Regards taking breaks between tasks as a waste of time rather than as an opportunity to refresh own mind and get ready for the next task | 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 Makes little effort to search for the best sources of information | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| MULTI-TASKING: Describe a time when you have had to perform multiple tasks at the same time. What are some of the challenges you faced? What is the most difficult multi-tasking experience you have ever had? What did you do and what was the outcome? | [employee comments] |
| DELEGATION: Can you describe a time when you have solved a major company problem due to an effective delegation of tasks? How do you ensure that the person you assign a task has understood all the instructions? | [employee comments] |
| PLANNING AND SCHEDULING: Is there any area that takes additional time to plan and how do you intend to work on it? What help do you require to become better in your planning? | [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 give examples of some of the improvements you have made at work without being asked? | [employee comments] |
| SELF CONFIDENCE: Is there a time you took on a task or project you considered out of your comfort zone? How did you feel? Are there employees you consider more successful than you? How often do you have contact with them? | [employee comments] |
| CONCEPTUAL THINKING: Can you give an example of when you integrated seemingly unrelated information in order to anticipate a problem or analyze a situation? Give an example of a problem you solved when important facts were unavailable. What was the outcome? How was this problem affecting other employees? | [employee comments] |
| USING COMMON SENSE: When is the last time you failed in a project because you did not use common sense? How did you rise up? What have you done to avoid the most common arguments with your colleagues and customers? | [employee comments] |
| LONG RANGE PLANNING: Describe a time when you have had a hard time accomplishing your long-range plan. What was the problem and how did you solve it? What are some of the things you have done to improve your ability to plan for the future? | [employee comments] |
| ORGANIZATIONAL SKILLS: How have your organizational skills helped you manage your tasks and achieve your goals? How do you differentiate tasks that bring you closer to your goals from those that don't add value to your goals? How do you treat both tasks? | [employee comments] |
| ANALYTICAL SKILLS: Can you think of a small problem you ever identified and solved before it could turn into a big problem? What efforts are you making to improve your knowledge to work with numbers and figures? | [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: |