1. Purpose of Performance Feedback Form
The performance feedback form created is for the purpose of growth and development. There
are several components to the performance feedback form. One component is ratings for each
of the critical tasks identified from the job analysis. Another component is the identification of
strengths with associated examples, impact and associated competencies. Another component
is the identification of areas of growth and development with associated specifics/details,
importance and associated competencies. The competencies identified from the job analysis
are listed on the feedback form. Another component is goals with associated smaller steps to
reach goals and time frame for completing them. The form also includes an overall rating at the
end. The rating scale for the critical job tasks and the overall rating is 1 as does not meet
expectations, 2 as meets expectations, 3 as exceeds expectations, and 4 as far exceeds
expectations. The rating scale is listed on the form.
Participants in Process
The manager will be the one that will be at the helm of the process. S/he is the one with
authority over the employee and knows best how the employee is performing. The manager
also has credibility.
Performance Expectations
When the employee is hired, they should be made aware of the job analysis and the feedback
form that they will be evaluated on. Managers should provide consistent feedback in form of
compliments or “you need to work on…” short liners as work progresses. The performance

2. feedback ratings should not come as a surprise. Performance expectations will be required
under climate controlled desk environment with some collaboration with team members.
Process for Collecting and Giving Feedback on Performance Information
The manager collects information from his/her past firsthand experiences with the employee’s
performance and through team members. This information can be gathered through team
sessions where past projects are evaluated in terms of success and through reports. Training in
giving feedback, using/accepting feedback, and active listening can be done through
workshops. The finished performance feedback forms will be stored with the manager, with
one copy going to the employee.
Results of Performance Appraisal Process
As aforementioned, the manager will be the one who will evaluate the employee on a
semiannual basis. S/he will give an overall rating of performance because s/he has the authority
and credibility to do so. The rating will be used to determine if the employee is growing and
developing (the part besides the critical job task ratings) as well as whether the employee
should be retained (the ratings for the critical job tasks) which combine to make an overall
rating. The performance rating should be given on paper and in person in a meeting to discuss
the employee’s performance. For each job task rating and each strength, area for growth and
development and goals section the manager and employee will first discuss what the employee
thinks s/he should be rated or what strength, area for growth and development or goal s/he
should have. The manager will listen to what the employee has to say and take that into

3. account of his/her own rating which will be the final say. If there is a discrepancy, the manager
will explain why. Both the employee’s rating and the manager’s rating will go on the form. The
process is constructed so that the manager and employee can collectively determine the rating
and if the manager overrides the employees rating the manager can explain why. However, an
employee can still appeal. If the employee wants to appeal, then the employee can go to
human resources which will decide after listening to the manager and employee and
additionally team members (if they deem necessary). One copy of the performance feedback
form will go with the employee and one will stay with the manager. The overall rating will be
used to determine if the employee is growing and developing (the part besides the critical job
task ratings) as well as whether the employee should be retained (the ratings for the critical job
tasks).
Evaluating Performance Management Process and Form
The people who gave me feedback gave me positive feedback. They liked that I included the
critical job tasks along with ratings on the form. They liked that I listed the competencies on the
form. They liked that they could give their own ratings and have them be considered by the
manager. They liked having communication with the manager. They liked that there was an
appeal process available. They liked the aesthetics of the form, but said that the manager name
should be at the bottom rather than the top of the form, so I changed that. They liked the
specificity of the form and said it was at the right level of detail, and they felt that the
information gathered by the form was useful for future growth and development.