Project Manager's Performance Feedback Form

Email Address

Name of Evaluator

Supervisor's Name*

Evaluation Date*

Departments are encouraged to establish a system of performance evaluation feedback for supervisors by staff that reflects an impartial input to each supervisor regarding his/her performance. Formal feedback can be a positive means to assist the supervisor in improving job performance. Feedback affords staff members the opportunity to clarify what they expect of the supervisor in fostering a work climate that helps to attain the goals of the department.

Form Instructions

1. Use one of the following ratings to describe the performance of the supervisor in each of the categories.

(3) Performs Very Well: Performance often exceeds expectations for the job

(2) Performs Well: Performance consistently meet s expectations for the job

(1) Needs Improvement: Performance sometimes meets expectations for the job

(0) Unable to Evaluate: Knowledge of performance is unknown

2. This form shall first be sent to the next higher supervisor in which a feedback summary will be provided to the employee.

3. Procedures for using this evaluation within departments shall be decided at the department level.

4. Copies of all Supervisor Feedback Forms will be incorporated with the individuals overall performance evaluation and submitted to HR/EO.

Form Instructions

FACTOR RATINGS 3 = Performs very well; 2 = Performs well; 1 = Needs improvement; 0 = Unable to Evaluate

I. LEADERSHIP

RATINGS

3

2

1

0

a.) Demonstrates the ability to direct others in accomplishing work

3
2
1
0

b.) Demonstrates professional, administrative, supervisory and/or specialized knowledge required to perform the role

3
2
1
0

c.) Creates a culture supportive of staff, which fosters individual motivation, high levels of individual and team performance, and quality of service

3
2
1
0

d.) Encourages career growth and training opportunities for staff

3
2
1
0

e.) Functions effectively under pressure

3
2
1
0

f.) Represents self and situations honestly

3
2
1
0

g.) Responds appropriately to criticism and to suggestions for work improvement

3
2
1
0

h.) Demonstrates flexibility and responsiveness to your changing need

3
2
1
0

i.) Establishes an atmosphere of acceptance and psychological safety

3
2
1
0

j.) Recognize and accommodate to your level of experience and style

3
2
1
0

k.) Provide opportunities for you to question, challenge or doubt

3
2
1
0

l.) Clearly inform you of legal issues

3
2
1
0

m.) Clearly inform you of ethical issues

3
2
1
0

n.) Not foster undue dependence on your part

3
2
1
0

o.) When asked, present a clear, theoretical rationale for suggestions

3
2
1
0

p.) Refrain from indiscriminate use of praise

3
2
1
0

q.) Make specific suggestions when you need them

3
2
1
0

r.) Call attention to errors in a tactful manner

3
2
1
0

s.) “Be there” to meet your needs and not impose his/her issues on you

3
2
1
0

t.) Encourage you to formulate your understanding of the case material

3
2
1
0

u.) Be open to discussing any difficulties between the two of you

3
2
1
0

v.) Be a good role model for you

3
2
1
0

w.) Be sensitive and adaptive to the stresses you are experiencing

3
2
1
0

x.) Make you feel s/he genuinely want to help you learn

3
2
1
0

y.) Make decisions and take responsibility when appropriate

3
2
1
0

z.) Listen sensitively to you

3
2
1
0

aa.) Be straightforward with you regarding areas in which you need

3
2
1
0

bb.) Help clarify and define the nature of problem(s) you are

3
2
1
0

cc.) Be clear about the limits of the supervisory relationship

3
2
1
0

dd.) Deal explicitly with the formal evaluation process

3
2
1
0

Comments

II. PROGRAM / PROJECT MANAGEMENT

RATINGS

3

2

1

0

a.) Defines expectations clearly

3
2
1
0

b. ) Plans and organizes work, and establishes appropriate priorities to ensure needs are accommodated

3
2
1
0

c.) Determines appropriate action and follows through in a timely and decisive manner

3
2
1
0

d.) Implements solutions on a timely basis, monitors effectiveness of solutions and makes changes as needed

3
2
1
0

Comments

III. PERSONNEL MANAGEMENT

RATINGS

3

2

1

0

a.) Fosters an enthusiastic and optimistic attitude in the team

3
2
1
0

b.) Rewards and recognizes individual successes

3
2
1
0

c.) Evaluates employees objectively, provides timely information on performance and frequent feedback

3
2
1
0

d.) Demonstrates tact and diplomacy when resolving conflicts and seeks win/win outcomes

3
2
1
0

e.) Acts forthrightly in response to unacceptable behavior or performance and focuses on the situation, issue or behavior rather than on the person

3
2
1
0

f.) Manages personnel issues; enforces policies, safety procedures and work rules

3
2
1
0

g.) Handles pressure and crisis situations with control and composure

3
2
1
0

h.) Maintains high ethical standards for self and employees; is professional

3
2
1
0

i.) Demonstrates proper judgment with sensitive information and issues

3
2
1
0

j.) Overall communication style is respectful and professional to staff, colleagues, etc.