Use this sample and step by step explanation to craft a meaningful employee performance feedback review for an engineering director. Find the right words with quality phrases.
An Engineering Director is responsible for directing and supervising a team of engineers as they develop, test, adjust and create solutions to technical difficulties.
The main responsibilities for this position include directing and coordinating production, operations, quality assurance, testing or maintaining in industrial plants, overseeing the research an development of new products and procedures, hiring, training and mentoring other engineers and supporting staff, writing performance reviews and solving internal issues, discussing and laying out project specifications, making detailed plans to accomplish goals, analyzing market demand and available resources, reviewing, approving, modifying product designs, preparing budgets, bids and contracts, negotiating research contracts, approving expenditures, reviewing and recommending contracts, developing cost estimates, draft proposals and reports for clients.
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 |
|---|---|---|
| INSPIRING OTHERS: Inspiring is encouraging one to be their best in contributing to the vision of an organization where they are placed and entrusted to work. | Sets goals but does not know how to zig and zag one's way or put a clear plan to achieve them Is unwilling to share one's knowledge; does not share what one has read with others or some of the inspirational books one has read | 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 Never concerned about personal gain but always works with the group success in mind | 2 |
| DEVELOPING OTHERS: Developing others is an unremitting process that focuses on the broader, longer-term growth of individuals to nurture them to their potential and promote future development. | Does not set goals in line with the company's policy Cannot be relied upon to coach others or share knowledge | 1 |
| COOPERATION WITH COLLEAGUES: Cooperation is the process of working with groups or teams for a common mutual benefit as opposed to working in competition or for selfish ambition. | Does not support the team spirit nor the company policies Always competes with the coworkers instead of working in harmony | 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. | Displays exemplary behavior in every aspect of the work given Uses the promises made as the bond, always sticking by them | 2 |
| HANDLING STRESS: Handling Stress is the skill to balance the requirements of the job and your abilities or available resources in performing it. | Takes one's annual leave each year and makes sure that one has a proper break from work Makes to-do lists, prioritizes one's tasks and schedules enough time to complete each task in order to avoid stress from piled-up tasks | 2 |
| RESULTS ORIENTATION: Results Orientation is knowing and focusing on outstanding results and working hard to achieve them because they are significant. | Easily loses focus when faced with problems and gives up even before the problems are resolved Constantly needs the management's input in regards to the end goals of the projects one is assigned or their results | 1 |
| GOAL AND OBJECTIVE SETTING: Goal and Objective Setting is the strategic plan that is set and laid down identifying how goals should be accomplished, by who and by what time. | Blames others when one fails to accomplish own goals rather than learning from the experience and looking for better ways to accomplish the remaining goals Describes own goals and objectives in a negative way thus feels demotivated and lacks morale to accomplish them | 1 |
| DIVERSITY AWARENESS: Diversity Awareness is the understanding that people are different and unique in their particular way and respecting their uniqueness. | Shows unwillingness to promote the implementation of new diversity initiatives Shows little willingness to accept feedback, learn, and listen to concerns of others | 1 |
| TRAINING OTHERS: Training is the ability to expand the knowledge base by learning new truths that are useful in the workplace. | Assumes to know everything and does not seek for extra assistance from colleagues on complex concepts learned in training sessions Constantly fails to prepare for training sessions ahead of time | 1 |
Self Evaluation | |
Self Evaluation Question | Employee Comments |
|---|---|
| INSPIRING OTHERS: What have you done to make other employees feel cared for and to earn trust from them? Describe a time when you felt you were able to inspire other employees in a big way. What did you do? | [employee comments] |
| TEAM BUILDING: Are you a team player or a mere observer? What do you need to change? Do you offer good group work and successful management equally to everyone or do you show favoritism? | [employee comments] |
| DEVELOPING OTHERS: Are you a fast learner and can you impart what you learn fast enough? Do you rely on personal knowledge or do you get more knowledge from others? | [employee comments] |
| COOPERATION WITH COLLEAGUES: Can you be relied upon to lead the team without the management following up? What can your team say concerning your work ethics and manners? | [employee comments] |
| DEPENDABILITY: Can your manager depend on you to handle tasks without being asked to do so? Are you a loyal person that your coworkers and management can rely on? | [employee comments] |
| HANDLING STRESS: Can you give examples of some of the things you have done to prevent a situation from becoming too stressful for you to handle? Is there a time when your work has been criticized? How did you receive the criticism? | [employee comments] |
| RESULTS ORIENTATION: Is there a time when you have handled a project that demanded a lot of effort? How did you go about it? Describe a project that you have started on your own recently. What motivated you to get started? | [employee comments] |
| GOAL AND OBJECTIVE SETTING: What is one of the major goals that you have set for yourself recently? How are you planning to achieve it? Describe a time when you have failed to meet your goals because you had not set them clearly. What did you do? | [employee comments] |
| DIVERSITY AWARENESS: What have you done to encourage the implementation of strategies that attract diverse applicants for vacant positions? Have you ever made a joke that offended the beliefs of someone else and how did you rectify the situation? | [employee comments] |
| TRAINING OTHERS: What are you doing to learn new skills and to develop a positive attitude towards complex training sessions? Can you think of a situation where you improved your learning after evaluating learning outcomes of a training session? | [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: |