Use this sample and step by step explanation to craft a meaningful employee performance feedback review for an associate curator. Find the right words with quality phrases.
An Associate Curator is tasked with the primary role of overseeing the preservation of important items, documents, and collections for the purpose of research and reference. He or she will get to offer technical assistance to the curator from time to time and ensure that the affairs of the place are running smoothly and efficiently.
He or she will also get to perform the following tasks; administering collections such as artwork, and historic items; assist the curator in conducting instructional, research, or public service activities of institution; organizing artifacts for purpose of preserving them; ensure proper cataloging of artifacts and collectables; facilitate acquisition of various collected items ; assist in conducting tours and organize workshop.
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 |
|---|---|---|
| ADMINISTRATIVE SKILLS: Administrative Skills are all the services related to the running of a business or keeping an office organized while supporting the efforts of the management team. | Shows a lack of poor planning and does not use the available resources in a right way. Does not know how to use technology related equipment and processes properly. | 1 |
| INTERPERSONAL SKILLS: Interpersonal Skills are a set of abilities that enable a person to positively interact and work with others effectively while avoiding office disputes and personal issues with each other. | Appreciates the efforts taken by others to do any task and encourages them to be better. Knows how and when to give constructive feedback to others and easily accepts correction. | 2 |
| 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. | Tells a person how to specifically complete a certain task thus limiting initiative and creativity while diminishing self-esteem Does not take the time to match the skills of the person handling the task to the task that needs to be done thus ends up assigning the task to the wrong person | 1 |
| PARTICIPATIVE MANAGEMENT: Participative Management is also known as employee involvement is the participation of all stakeholders at all levels of the organization in the investigation of problems, development of strategies and implementation of solutions. | Has a laid back management style that does not offer structure and form to the employees leading to inferior performance Does not make sound judgment due to lack of gathering less information | 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. | Comes up with a system that squeezes the most productivity out of each day and sticks to it Derives strength and inspiration from role models and tries to emulate them in order to achieve personal goals | 2 |
| 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 Looks for online courses and attends seminars in order to grow capabilities to counteract any feelings of inadequacy | 2 |
| CONCEPTUAL THINKING: Conceptual Thinking is the ability to recognize a situation or problem by identifying patterns or connections while addressing the underlying issues. | Does not use knowledge of theories and frameworks to look at the current situation or help the company achieve an objective Is unable to anticipate problems; does not prepare and review contingency plans for situations or problems that might occur | 1 |
| 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. | Is unwilling to resume responsibilities outside of one's own job description Shows unwillingness to contribute suggestions that help solve company problems or conflicts among employees and team members | 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 know how to anticipate situations that may break the long-range planning process thus panics or blames others when the situations do happen | 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. | Keeps all the work to oneself instead of delegating it to other employees when one feels bogged down Trusts own memory to store all the commitments that one needs to meet instead of writing the commitments down in a planner or a diary | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| ADMINISTRATIVE SKILLS: How well do you encourage your employees to be the best they can be and to trust in their abilities? Give an instance of any administrative blunder you have ever made and how did you resolve it? | [employee comments] |
| INTERPERSONAL SKILLS: How well do you work with those around you to ensure things are done? Do you normally take the time to build meaningful and positive relationships with others? | [employee comments] |
| DELEGATION: Do you regard yourself a micro or macro manager? How do you delegate your tasks or projects? Would you train a new employee to perform a certain task for you or would you prefer an employee who already has the required skills to handle the task? Why? | [employee comments] |
| PARTICIPATIVE MANAGEMENT: Are you available for the employees when they need you? Are you a fountain of energy and comfort to demoralized employees? | [employee comments] |
| ENTHUSIASM: Can you describe a time when you were totally lost in your work in a good way and time just flew by? Can you think of a time when you sought a colleague's idea or opinion when working on a new project? | [employee comments] |
| SELF CONFIDENCE: Is there a time you interjected a different side of an issue or a different point of view? How did you go about it? Are there employees you consider more successful than you? How often do you have contact with them? | [employee comments] |
| CONCEPTUAL THINKING: Describe a problem you were solving where you had to work with a concept that was abstract rather that tangible and concrete. What was the outcome? Describe a time when you needed to develop and use a complex procedure in order to complete a task. What obstacles did you encounter when handling the task? | [employee comments] |
| PERSONAL DRIVE: Look back to when you were about seven years old. Is where you are now where you wanted to be? If you were given a management role, how would you create a working environment that employees found motivating? | [employee comments] |
| LONG RANGE PLANNING: What are some of the challenges that you have faced when trying to accomplish a long-term goal? How have you overcome them? Describe the most successful long-term goal that you have accomplished. How did you go about making it a success? | [employee comments] |
| ORGANIZATIONAL SKILLS: Give a specific example of a project you have done that perfectly describes your organizational skills. How did you go about it? Describe a time when you have missed an important commitment because you had not put it on schedule. What did you do? | [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: |