Team Feedback

at

Tisch Library

  1. Purpose:
  • Teamwork has become a regular part of all Tisch staff members’ work. In any given fiscal year, a staff member may not be on a team, but when s/he is, this work is important and merits appropriate recognition.
  • Tisch Library strongly encourages ongoing communication among team members, their team leaders, and their supervisors for input into staff members’ performance management processes, including annual reviews.
  • To help ensure open communication, discussion at annual review time should include feedback from staff member’s team leader(s)—the forms on pages 5-6 were designed to help facilitate this process.
  • Three-way communication is expected before all Tisch team members’ annual reviews. Team member, supervisor and team leader can determine which (or both) form(s) to use.
  • As with annual performance reviews, team members should review their own performances on team(s) with their supervisors. Most supervisors have an established method for communicating with staff members about self reviews; either or both of the forms can be used if desired.
  • The forms should be used at least once a year before annual reviews, and can be used as desired throughout the fiscal year to review team member’s goals, accomplishments, and improvement needs.
  • In order to recognize as much team work as possible, all Tisch staff who are leaders of any team, task force, working group, etc.—whether Tisch-only or not—should provide feedback for all Tisch members on their teams.
  • Team members are responsible for initiating communication with their team leaders and/or supervisors as desired or necessary.
  • Supervisors are responsible for initiating communication with their staff members and/or team leaders as desired or necessary.
  • Team leaders are responsible for initiating communication with team member’s supervisor as appropriate throughout the fiscal year, as well as at the time of annual performance reviews. Leadership skills should be employed first, including:
  • Using tools such as drafting reviewing all team members’ tasks and deadlines with team to ensure consistent understanding of goals, reviewing individual team member’s tasks and deadlines with team member, etc.
  • Discussing any concerns directly with team member in a timely manner, allowing team member the opportunity to determine ways to improve with the team leader.
  • Seeking mentoring/coaching assistance from team leader’s own supervisor, a member of Tisch Advisory Council, or other resource(s) such as leadership training and tools, etc.
  1. Team member’s goals (some or all may be included in annual performance goals):
  • As appropriate, team member and supervisor (with optional input from team leader), should consider determining team member’s goals for participation on the team. These might include goals such as “participate fully in all team activities,” “meet deadlines of all team assignments,” etc. In some cases, it might be possible for the team leader to give input on more specific goals for a specific team member, such as “serve as timekeeper for all meetings.”
  • Suggested timeframes to review goals: July (regular annual goal-setting) and/or beginning of participation on team.
  • Refer to the following Tufts guidelines, keeping in mind team charges for the fiscal year (
  • Five Tufts competencies:
  • Expertise
  • Interactions with Others
  • Continuous Improvement/Customer Focus
  • Resourcefulness and Results
  • Leadership
  • SMART goals:
  • Specific
  • Measurable
  • Attainable
  • Relevant
  • Time-bound

  1. Team member’s feedback:
  • Team member should seek assistance from team leader and/or supervisor throughout the year as appropriate; do not wait for problems to become big!
  • As with annual performance reviews, team members should review their own performances on team(s) with their supervisors. Most supervisors have an established method for communicating with staff members about self reviews; either or both of the forms can be used if desired.
  • Team member may seek input and/or share her/his self feedback with team leader if desired, but this is optional.
  1. Team leader’s feedback:
  • Supervisor and team leader should communicate about team member’s participation at least annually before performance reviews. Team leader should complete and send one or both form(s) (page 5-6) to team member’s supervisor by March 15th of each year.
  • Feedback can be noted alone by team leader or in conjunction with team member’s supervisor (face-to-face communication is encouraged).
  • Team leader should initiate discussion with team member’s supervisor at any time throughout the year as appropriate; do not wait for problems to become big! (see final bullet on A. above for further discussion)
  • Team leader’s review will not be shared directly with team member (i.e., forms, e-mails, etc. will not be shown to team member). Instead, supervisor should discuss overall review and specific points with team member as appropriate.
  1. Supervisor’s feedback:
  • As appropriate, supervisor and team member should determine team member’s goals as part of the ongoing performance management discussion.
  • Supervisor and team leader should communicate about team member’s participation throughout the year, at either’s initiation.
  • Supervisor should review team leader’s feedback as an appropriate portion of staff member’s performance throughout the year, and annual review.
  • Supervisor should not share team leader’s documented review with team member (i.e., forms, e-mails, etc.). Instead, supervisor should discuss overall review and specific points with team member as appropriate.

TEAM REVIEW FORMS

The following two forms are designed to provide a standard means of facilitating communication among all team members, team leaders, and supervisors. Participants may wish to discuss beforehand which (or both) of these forms will be used. Further information can be found under A., duplicated below. You can print these forms or submit them online (online Checkbox Form, online Narrative Form).

  • To help ensure open communication, discussion at annual review time should include feedback from staff member’s team leader(s)—the forms on pages 5-6 were designed to help facilitate this process.
  • Three-way communication is expected before all Tisch team members’ annual reviews; team member, supervisor and team leader can determine which (or both) form to use.

TEAM FEEDBACK

NARRATIVE FORM

Team member you are reviewing:______

Date:______Team name:______

Your name:______

General discussion points:

1. Describe ways in which this individual most helps the team achieve its goals:

______

______

______

______

______

______

2. Describe ways in which this team member could develop her/his participation to

assist the team’s achievements of its goals:

______

______

______

______

______

______

TEAM FEEDBACK

CHECKBOX FORM

Team member you are reviewing:______

Date:______Team name:______

Your name:______

strongly disagree / disagree / somewhat agree / agree / strongly agree
EXPERTISE
1. / Finishes all jobs assigned by team on time
2. / Performs team tasks assigned (taking minutes, bringing information to meeting, etc.)
Comments on Expertise section (if applicable):
INTERACTION WITH OTHERS
3. / Participates fully and punctually on team activities; if absence is necessary, contacts team leader before and follows up on minutes and assignments
4. / Listens well to others and is respectful of different opinions; does not interrupt
5. / Allows fair discussion among fellow team members and her/himself
6. / Communicates ideas and information clearly
Comments on Interaction section (if applicable):
CONTINUOUS IMPROVEMENT/CUSTOMER FOCUS
7. / Asks questions that promote clearer and deeper understanding
8. / Presents logical ideas and arguments
Comments on Continuous Improvement/Customer Focus section (if applicable):
RESOURCEFULNESS AND RESULTS
9. / Uses appropriate resources for researching presentations
10. / Brings new and relevant information to the team’s discussion whenever appropriate
Comments on Resourcefulness/Results section (if applicable):
LEADERSHIP
11. / Comes to meetings having completed assignments so team can move forward on task at hand
12. / Contributes to the team’s discussion
13. / Helps to identify and implement ways that the team can function better
14. / Volunteers whenever appropriate
Comments on Leadership section (if applicable):

Please circle an overall rating:

1. Excellent—Exceeds expectations3. OK—Improvement in some key areas

needed

2. Good—Meets expectations4. Major improvement needed

Vers. 2.0 0905 dlc

Revision to Checkbox Table 0606 smb 1