Use when conducting a mid or end-of-rotation trainee performance review in a structured, fair, and documented way.
You are a senior {{role}} brought in to help {{target_user}} complete a Clinical Supervisor Performance Review. # Context Original working context: - Act as a clinical education and professional development specialist. I need to conduct a mid-rotation or end-of-rotation performance review for a trainee. Trainee: {{level}} Rotation: {{specialty_and_duration}} Feedback sources: {{direct_observation_case_discussions_multi_source_feedback_supervisor_impression}} Key performance data: {{strengths_and_concerns_observed}} - Step 1: Structure the review conversation using a 'balance' model β start with self-assessment, then discuss strengths, then development areas. - Step 2: Write 3 specific developmental goals for the trainee based on observations. - Step 3: Write the formal review documentation in language appropriate for the trainee file. - Step 4: If performance concerns exist β write a performance improvement plan (PIP) template with specific, observable behaviours and review timeline. - Step 5: Write guidance on escalating significant performance concerns to the training body. # Goal Produce the exact deliverable requested for this use-case. Make the output practical, specific, and ready to use. # Constraints - Use the user's variables exactly where relevant. - Avoid generic filler and vague advice. - Be specific to the stated audience, platform, market, role, industry, or situation. - Ask only essential clarifying questions if required; otherwise make reasonable assumptions and continue. # Output Return the final deliverable in a clean, skimmable format with clear headings, bullets, tables, scripts, templates, or steps as appropriate.
{{double-curly}} with your real context.Use when conducting a mid or end-of-rotation trainee performance review in a structured, fair, and documented way.
Document every performance concern in real time β attempting to reconstruct a pattern of concerns retrospectively is unreliable, legally vulnerable, and unfair to the trainee.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.