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Effective performance reviews are key to employee engagement and can provide valuable feedback on skills and goals important to your business’ success. In this article, we discuss what a performance review is, common skills assessed during a performance review and examples of performance review phrases.
What is a performance review?
A performance review, also called a “performance evaluation” or “performance appraisal,” is an assessment where supervisors review an employee’s work performance. During the review, a supervisor identifies the employee’s strengths and weaknesses, sets goals and offers feedback for future performance. Many organizations conduct reviews annually while others have them quarterly, monthly or even weekly.
Performance reviews may help employers:
Give feedback to employees on their current performance and make organization expectations clear
Identify strengths and weaknesses of individual employees and teams as a whole
Help team members develop as employees and people
Allocate promotions or pay raises appropriately
Explain individual and organizational goals
Use it as a goal-setting opportunity
Use it as a goal-setting opportunity
Effective performance review phrases
Many performance reviews are categorized by skills and goals with phrases that correlate to each category. The 12 common skills usually incorporated into performance reviews are listed below along with effective phrases for each skill
The phrases you use in a performance review impact its overall effectiveness. An effective review should discuss an employee’s strengths and areas of improvement in a way that is constructive and motivating. Depending on what skills or goals you are evaluating, here is a list of common performance review phrases for each review skill:
Creativity is essential in the workplace for creative thinking and problem-solving. When you are giving a performance review, you may consider using phrases similar to these:
1. “Applies creative thinking to implement a vision for the company”2. “Continuously suggests new ideas in meetings and on projects”3. “Shows initiative with developing new ways of thinking to improve projects or company performance”
It is important that employees adapt to change and accept and comply with new processes. Here are some phrases that may apply to an employee’s adaptability:
3. “Willingly adjusts their schedule to be available when needed”4. “Quickly adapts to changes in the performance of required duties”5. “Responds well to change in various situations”
Communicating effectively with supervisors, colleagues and clients is essential throughout various industries. Here are phrases that you may use when you give your performance review:
6. “Effectively communicates with colleagues, supervisors, partners and customers”7. “Clearly communicates ideas and thoughts in team meetings and conferences”8. “Is a constructive communicator and is capable of discussing difficult issues effectively and to the point”
Employees should strive to be accountable for their work, own up to the mistakes they make and do their best to fix them as best they can. This saves time and displays an employee’s integrity. Here are some phrases that you may apply to a positive review of an individual’s accountability.
9. “Takes ownership in the company’s success and accepts responsibility for oneself and contribution as a team member”10. Admits mistakes and errors and informs others when unable to keep a commitment”
Attendance and reliability are important factors in evaluating individual performance because consistent attendance and punctuality are requirements at most workplaces. While considering your employee’s attendance and punctuality performance, you may write down these sample phrases:
11. “Exceeds expectations in arriving on time for work, including meetings and conferences”12. “Has good attendance and doesn’t violate the standard attendance policy”13. “He begins each day fully refreshed and prepared for any challenges”
It is essential that employees remain productive during work hours to contribute to the company’s goals. Productivity is also a good indicator of an employee’s engagement. Here are some phrases that you may consider when you give a performance review:
14. “Positively contributes to the overall performance of the company through consistent and high-quality work”15. “Continuously strives to improve profits, productivity and performance targets”16. “Shows strong time-management and organizational skills”
Providing effective feedback on performance reviews includes mentioning employee achievements. Here are some phrases that may help you recognize your employee’s achievements during their performance reviews:
17. “Sets well-thought-out goals and continuously strives to achieve them”18. “Improved xx by xx%”19. “Made an effective system to streamline xx work processes by doing xx”
Cooperation is important to evaluate because an employee should be willing to cooperate with their co-workers to make sure team-based projects and daily tasks are completed in a timely manner. When each person relies on input from others to complete a task, the workflow continues at a steady pace which can only be achieved through cooperation. Try considering these phrases when you give a performance review:
20. “Displays a cooperative spirit by performing xx task to contribute to xx project”21. “Promotes cooperation well to ensure colleagues work as a team to meet deadlines”
Coaching is the process of assisting employees to improve performance. Employees should be coachable so that they can perform at an appropriate level for their job role. Here are phrases that assess coaching and training ability:
22. “Accepts coaching in various job duties and applies training to improve xx ability”23. “Asks for more training when xx processes aren’t clear or understood”
Employees typically have an opportunity for improvement. It is important to give them specific feedback regarding those areas so they can develop a plan to improve their performance. These phrases identify common areas of improvement:
24. “Struggles to effectively overcome new challenges and find solutions to new issues”25. “Should work on developing and maintaining professional relationships”26. “Tends to focus more on what can’t be done instead of what can be done”
Good interpersonal skills combine multiple skills that are often prerequisites for many jobs. Here are some effective phrases tо use when you giving a performance review оn interpersonal skills:
27. “Works effectively within a team environment to achieve specific tasks or projects”28. “Develops constructive working relationships with internal and external stakeholders”29. “Is an effective team player as demonstrated by their willingness to help out and contribute as required”
Problem solving defines a problem to determine its cause, identifying possible solutions and choosing the correct solution. Here are problem-solving phrases that will make your employee aware of their abilities:
30. Displays the capability to independently solve complex problems”31. Breaks a problem down before analyzing it in a more detailed manner”32. Knows how to collaborate with others effectively to find solutions to problems”
Performance Appraisal Phrases: 200 Helpful Phrases For Employee Performance Reviews
These simple yet descriptive sentences help your employees understand what they’re doing well and what they still need to work on. But what are the best performance appraisal phrases?
The management experts at have put together a list of 100 extremely helpful phrases for employee performance reviews. We’ve organized them alphabetically by skill and then divided each skill into strengths and weaknesses. That way, you can quickly and easily find a phrase to fit your needs.
Effective Performance Appraisal Phrases
1) Always on time (or even early) for meetings and conferences.
2) Prompt and on time for the start of each workday.
3) Respects others by arriving at work and at meetings on time.
4) Adheres to the whenever possible.
5) Never been a no call, no show employee.
6) Achieved perfect attendance over X (weeks, months, years).
7) Inspires others to improve their attendance.
8) Does not deviate from the attendance policy outlined in our employee handbook.
9) Begins each day on time and ready to go.
10) Very reliable about being at work on time.
11) Does not meet company standards for attendance.
12) Is frequently late to work.
13) Often exceeds the maximum number of vacation days.
14) Has not met attendance goals set at previous performance review.
15) Disrespects others by regularly arriving late to meetings.
16) Frequently returns late from scheduled breaks.
17) Does not follow the attendance policy.
18) Unreliable about reporting to work on time.
19) Poor attendance frequently affects coworkers.
20) Does not hold others to the company’s high attendance standards.
21) Has a cheerful attitude that benefits her teammates.
22) Looks for the positive in every situation.
23) Quick with a smile and a joke to lighten the mood during stressful times.
24) Does not let difficult circumstances get him down.
25) Positive attitude helps others on her team keep their motivation high.
26) Always reports to work cheerful and ready to get to work.
27) Maintains a steady and positive attitude that inspires others.
28) Frequently has a smile for others.
29) Attitude reflects enjoyment of the job.
30) Builds an atmosphere of trust with others on the team.
31) Negative attitude in some situations has a tendency to cause problems.
32) Gets upset easily.
33) Needs to work on accepting constructive criticism.
34) Let’s non-work topics provoke her/him.
35) Too easily switches from positive to negative attitude.
36) Allows stress and pressure to get the better of him/her.
37) Erupts into anger over minor issues.
38) Displays of negative emotion affect others on the team.
39) Needs to bring poor attitude under control.
41) Excellent at customer service.
42) Deals easily with all types of customers.
43) Takes great pride in helping each and every customer.
44) Skillfully overcomes client objections.
45) Does not let a customer’s negative attitude get him/her down.
46) Handles difficult customer service situations very well.
47) Customer satisfaction rating: High
48) One of our best customer service team members.
49) Understands how to make a real difference in customer experience.
50) Stays calm and rational in the face of angry customers.
51) Does not listen well to customers.
52) Very effective on the phone, but does not handle face-to-face service well.
53) Does not seem to understand why customer service training is important.
54) Does not know how to deal with a difficult customer.
55) Has consistently low marks on customer satisfaction surveys.
56) Does not take pride in resolving customer complaints.
57) Too frequently passes the complaining customer on to someone else.
58) Needs to learn how to handle customer requests in a more efficient manner.
59) Does not listen to customers well.
60) Poor skills in handling face-to-face complaints.
61) One of our most dependable team members.
62) Very reliable in all situations.
63) Willing to do whatever it takes to get the job done.
64) Known for dependability and willingness to work hard.
65) A loyal and trustworthy employee.
66) Consistently demonstrates that he/she cares about his/her job.
67) Always performs at or above expectations.
68) Can always be counted on to complete tasks in a timely and accurate manner.
69) Ready to get the job done no matter how much work is involved.
70) Motivated to finish tasks and assignments on time.
71) Unwilling to work beyond scheduled hours.
72) Work results are inconsistent and frequently need to be reviewed.
73) Not a dependable employee.
74) Does not demonstrate a willingness to do what it takes to get the job done right.
75) Does not produce consistent results.
76) Content with leaving work for others to finish.
77) Work results are inconsistent.
78) Reliability is questionable.
79) Is not willing to help employees with their work.
80) Does not care what managers and coworkers think of him/her.
81) Accepts constructive criticism and works to improve.
82) Shows ability to come up with new solutions to common problems.
83) Is willing to change the way he/she works for the betterment of the team.
84) Shows initiative and flexibility when starting a new task.
85) Capable of handling a variety of assignments.
86) Able to identify new and more efficient methods.
87) Calm under pressure.
88) Willing to admit he/she is wrong.
89) Quick to adapt to alternate points of view.
90) Handles change well.
91) Tends to shy away from activities where the process is unknown.
92) Does not excel at projects that require a degree of flexibility.
93) Gets agitated when the plan changes.
94) Uninterested in new responsibilities.
95) Sticks to traditional methods even if a new approach is better.
96) Shuts down when expectations aren’t met.
97) Doesn’t look for new ways of working when things don’t go according to plan.
98) Unwilling to admit he/she is wrong.
99) Does not accept constructive criticism well.
100) Resistant to trying new techniques.
101) Has strong relationships with coworkers.
102) Is easy to get to know.
103) Actively converses with teammates and wants to hear about their lives.
104) Wants to get to know and understand other employees.
105) Finds it easy to connect with coworkers.
106) Makes people feel important.
107) Makes people feel appreciated.
108) Can work with a variety of personalities.
109) Relates well to those around him/her.
110) Connects easily with others.
111) Does not work well with others.
112) Strong, direct personality can turn people off.
113) Teammates do not enjoy working with him/her.
114) Seen as unapproachable by coworkers.
115) Gives an impression of superiority to teammates.
116) Strong personality frequently causes rifts with coworkers.
117) Displays superior attitude toward all.
118) Coworkers do not like being on his/her team.
119) Fails to recognize the needs of others.
120) Does not establish effective working relationships.
121) Always willing to help a coworker.
122) Makes team members feel comfortable in voicing their opinions and ideas.
123) Understands strengths of coworkers and delegates effectively.
124) Keeps team engaged and on track.
125) Shows appreciation for a job well done.
126) Motivates team members to work hard.
127) Promotes a culture of learning and understanding.
128) Actively listens and responds to what his/her coworkers say.
129) Excellent example for others to follow.
130) Backbone of his/her team.
131) Needs to improve in ability to talk to coworkers without being condescending.
132) Does not inspire teammates to work hard.
133) Does not plan for the future.
134) Does not treat other members of the team as equals.
135) Overanalyzes problems when a quick decision is necessary.
136) Unclear when assigning goals and activities.
137) Rarely gives recognition for a job well done.
138) Fails to keep confidential information.
139) Frequently derails team with unnecessary work.
140) Does not listen to team members.
141) Exceeded expectations on goals set during last performance review.
142) Takes initiative to understand what needs to be done.
143) Excels at developing strategies that deliver results.
144) Sets appropriate goals and strives to accomplish them.
145) Is consistently a top performer among teammates.
146) Clearly communicates drive and desire to others.
147) Always at the top of the performance-rating scale.
148) Puts high value on doing a good job.
149) Willing to assist others and help them do good work.
150) Wants to improve at everything he/she does.
151) Did not meet performance goal set at last performance review.
152) Does not take initiative unless prompted.
153) Is typically toward the bottom of performance ratings.
154) Does not reach out to go beyond what is expected.
155) Is not known to make significant contributions to the success of the team.
156) Is not able to clearly communicate goals to others.
157) Does not see the value in doing a good job.
158) Not proficient at developing successful strategies.
159) Is not concerned with improving his/her skills.
160) Lacks drive to improve.
161) Proven team player.
162) Encourages teammates to work together toward a common goal.
164) Promotes a team-centered workplace.
165) Is sensitive and considerate of coworkers’ feelings.
166) Shares ideas and techniques.
167) Builds strong relationships with others by (insert behavior here).
168) Willing to cooperate with coworkers.
169) Takes on more work to help the team excel.
170) Always looking for new ways to help the team.
171) Needs to improve teamwork skills.
172) Does not view workplace as a team environment.
173) Always wants to work alone on projects.
174) Coworkers are hesitant to ask him/her for help.
175) Does not work well with others during group projects.
176) Blames others when problems arise.
177) Is frequently insensitive to coworkers’ feelings.
178) Plays everything very close to the vest.
179) Does not share well with others.
180) Often a divisive element within the team.
181) Respects the time of coworkers.
182) Uses time effectively to get the job done.
183) Keeps presentations on schedule.
184) Regularly meets all deadlines.
185) Works hard to stay organized and on time.
186) Driven to complete tasks on time.
187) Very reliable when it comes to time management.
188) Can always depend on him/her to manage time well.
189) Can identify what needs to be done first in order to save time.
190) Sensitive to the constraints of coworkers’ projects.
191) Frequently misses deadlines.
192) Is regularly late from break.
193) Does not have a strong concept of how long a task will take.
194) Meetings and presentations tend to exceed allotted time.
195) Takes up the valuable time of others with too much small talk.
196) Disregards the importance of being on time.
197) Does not show a desire to improve time-management techniques.
198) Unreliable in finishing tasks by allotted deadline.
199) Frequently exceeds mandatory due dates.
200) Does not manage time well.
Build Strong Relationships With Performance Appraisal Phrases And Sling
Periodic performance reviews are a powerful tool for improving the way your employees work. But more than that, a performance review done well forges a strong employee/employer relationship.
It’s that relationship that can motivate your team to do their best even during the most difficult project. That’s the recipe for success.
One of the best ways to build strong relationships is through good communication. The better you communicate with your employees the stronger your team will be. The Sling app can help.
We built the Sling suite of tools to:
Simplify the scheduling process
Track labor costs
Build employee engagement
Organize work hours
Remove the difficulties in finding substitutes
Keep your team members on task throughout the day
Regardless of the industry, Sling can keep you and your team members organized and focused on the project at hand. That will translate to more positive performance reviews throughout the year.
And when you’re organized, everything runs more smoothly. Sling even helps with that.
The on-board artificial intelligence (A.I.) keeps track of time-off requests, work preferences, and other employee information. If you double-book an employee or schedule them for a time they can’t work, the Sling A.I. will notify you and prompt you to make the necessary change.
These are just a few of the benefits Sling can bring to your business.
Experience the myriad ways the Sling app can make your managerial job easier by signing up for a free trial today.
For more free resources to help you manage your business better, organize and schedule your team, and track and calculate labor costs, visit chúng tôi today.
50 Valuable Phrases For Employee Performance Reviews
Performance reviews provide a great opportunity for HR managers and business owners to point out what their team members are doing right. It can also be an excellent time to boost employee empowerment. However, review time can also present a number of challenges. This is especially true if one of your employees needs to make major improvements in certain areas. It can be useful to have some starter performance review phrases handy to help you conduct a professional and in-depth review that provides valuable feedback and avoids hurt feelings or defensiveness.
50 Valuable Performance Review Phrases
Dependent on your performance appraisal method and set of objectives, these phrases could easily help you become comfortable with giving necessary feedback. Divided into categories depending on what skills or goals you are reviewing, here are 50 of the most valuable phrases that can be customized for your own appraisals.
• Improved production on (x) goal set out at beginning of review period • Exceeded production expectations on (x) goal set out at beginning of review period • Tends to take initiative to gather the information and tools needed to get a project completed on time and above expectations • Sets measurable goals and continually strives to attain them • Struggles to match the results of his/her teammates when it comes to (x)
• Exceeds expectations in arriving on time for meetings and conferences • Improved attendance at non-mandatory training and meetings • Has not met goals set out for arriving on time as set out at beginning of review period • Completes deadlines in a timely manner • Respects the time of others by arriving at team meetings on time
• Has greatly improved on hitting production goals on (x) since last review • Has not displayed consistent productivity improvement since last appraisal • Exceeds output expectations set out for his/her department • Makes a large contribution to the overall success of his/her department through excellent productivity • Consistently falls below others on the team regarding work output
• Displays improved listening skills in meetings with colleagues and managers • Excels at communicating project expectations to those he/she manages • Needs to work on fully understanding a situation before making defensive explanations • Effectively communicates with team members on projects and delegates when necessary • Builds company morale and cooperation through effective group facilitation
• Effectively collaborates with other team members to get projects finished efficiently • Shows improvement delegating tasks to others when overwhelmed • Excels at sharing knowledge and tips with new team members to help them become part of the team • Could work on helping team members complete tasks for overall success of project • Has a tendency to make others feel hesitant asking him/her for help as they do not know the reaction they will get
• Shows ability to come up with new solutions for problems when old ways of thinking are ineffective • Tends to shut down instead of finding new ways of working when expectations are not met • Displays improvement in taking on new tasks or changing workflow when situation requires • Rigidly sticks to traditional methods of project management even when results do not warrant it • Consistently uses constructive criticism to improve his/her skills and work processes
• Shows curiosity for new ways to thinking and communicating to improve projects and customer satisfaction • Continually pushes for more responsibility and shows willingness to put in extra hours • Is continuously striving to improve skills and production • Lacks the initiative to willingly take on more complicated tasks or projects • Tends to wait for projects to be handed to him/her rather than requesting more responsibility
• Needs to work on talking to employees on their level without being condescending • Clearly understands strengths of team members and delegates accordingly • Displays a strong worth ethic that effectively motivates team members to excel • Promotes a culture of learning and understand that team members respond well to
• Appears to be hesitant when it comes to taking creative risks that are outside the box • Has a vision for the future of the company and applies creative ideas to help implement it • Always contributes fresh ideas at team meetings and on projects • Fails to reward those under his/her management for innovative ideas or suggestions • Strives to always take new information into account and adjust plans accordingly
• Has displayed capability to solve complex problems independently, but tends to defer to others on the team • Shows creativity and initiative when tackling complicated problems • Tends to make excuses and blame others on team when problems arise instead of working to solve them • Recognizes problems when they are at early stages and implements solutions proactively • Empowers those he/she manages to solve problems on their own
Giving employee performance reviews is never easy, though they are certainly necessary. They are also convenient for both your staff and supervisors to come together and find common ground. Keep in mind that these phrases are valuable for employees who are exceeding expectations and for those who might be falling short. All employees should be given goals to work towards during performance reviews.
You must also realize that all employees have room for improvement. By using some of the above performance review phrases, you can make employee appraisals a positive and empowering event. They can also help you navigate cross-cultural differences effectively and provide gentle guidance while still maintaining chúng tôi will find that your employees will feel better about their performance and even strive for greatness, as these valuable phrases will certainly give them confidence.
Performance Appraisal: Methods, Examples, Process
What is a Performance Appraisal?
A performance appraisal is the periodic assessment of an employee’s job performance as measured by the competency expectations set out by the organization.
The performance assessment often includes both the core competencies required by the organization and also the competencies specific to the employee’s job.
The appraiser, often a supervisor or manager, will provide the employee with constructive, actionable feedback based on the assessment. This in turn provides the employee with the direction needed to improve and develop in their job.
Based on the feedback, a performance appraisal is also an opportunity for the organization to recognize employee achievements and future potential.
The purpose of a performance appraisal
The purpose of a performance appraisal is two-fold: It helps the organization to determine the value and productivity that employees contribute, and it also helps employees to develop in their own roles.
Benefit for organization
Employee assessments can make a difference in the performance of an organization. They provide insight into how employees are contributing and enable organizations to:
Identify where management can improve working conditions in order to increase productivity and work quality.
Address behavioral issues before they impact departmental productivity.
Encourage employees to contribute more by recognizing their talents and skills
Support employees in skill and career development
Improve strategic decision-making in situations that require layoffs, succession planning, or filling open roles internally
Benefit for employee
Performance appraisals are meant to provide a positive outcome for employees. The insights gained from assessing and discussing an employee’s performance can help:
Recognize and acknowledge the achievements and contributions made by an employee.
Recognize the opportunity for promotion or bonus.
Identify and support the need for additional training or education to continue career development.
Determine the specific areas where skills can be improved.
Motivate an employee and help them feel involved and invested in their career development.
Open discussion to an employee’s long-term goals.
How to organize a performance appraisal process
Conducting a performance review with an employee requires skill and training on the part of the appraiser. The negative perception that is often associated with the performance appraisal is due in part to a feeling of being criticized during the process.
A performance appraisal is meant to be the complete opposite. Often, the culprit is in the way the appraisal is conducted via the use of language.
The way the sender of a message uses language determines how the other person interprets the message once received. This can include tone of voice, choice of words, or even body language.
Because a performance appraisal is meant to provide constructive feedback, it is crucial that appropriate language and behavior are used in the process.
Human Resources (HR) are the support system for managers and supervisors to be trained in tactfully handling the appraisal process.
The performance appraisal process:
The assessment process is usually facilitated by Human Resources, who assist managers and supervisors in conducting the individual appraisals within their departments.
An assessment method should be established.
Required competencies and job expectations need to be drafted for each employee.
Individual appraisals on employee performance are conducted.
A one on one interview is scheduled between the manager and employee to discuss the review.
Future goals should be discussed between employee and manager.
A signed-off version of the performance review is archived.
Appraisal information is utilized by human resources for appropriate organizational purposes, such as reporting, promotions, bonuses or succession planning.
Performance appraisal examples
Let’s take a look at one example of a Manager speaking to an employee during a performance appraisal. Below are three versions of the same example.
Compare the difference in language and behavior and how it can change the end-result:
1. An appropriate appraisal example with mixed feedback
“We can start the review by looking at how each project went for you this quarter. Does that sound OK?
First, every project you have worked on in the last four months has met the expected deadline and were all within their budgets. I see one project here was even early. They were all implemented successfully.
Well done. You have succeeded in the criteria expected of a Project Manager here at ABC Company.
Let’s take a look at a few areas where you might be able to develop your project management skills further.
In Project A, B, and C, a few team members expressed that they were unsure what to begin working on in the first few meetings and felt that they were engaging in their tasks a bit late.
When they tried to express this in later meetings, they felt there was hostility towards them. For upcoming Projects D, E, and F, is there anything that can be done to get team members up and running more quickly?
Could more detailed task planning be completed prior to the project kick-off?”
Debrief: This example removes the errors from the first example and puts them in a more constructive light.
The appraisal begins by involving the employee and making them feel like a valued part of the process.
The appraiser focuses on measurable outcomes, such as each individual project, instead of broad, baseless generalizations.
Positives are the focus of the assessment.
Areas for improvement are offered in a constructive and neutral format by referring to specific events in the employee’s day-to-day tasks.
The employee is given the opportunity to problem-solve the situation and contribute to their own sense of self-development.
Constructive solutions are offered so the employee has a clear idea on what they can do better next time.
2. An inappropriate negative appraisal example
“Let’s talk about some of the problems.
You are never proactive when it comes to the start of a new project. Things are left too late and there are often complaints.
I have heard that your attitude has been less than positive during project meetings.
You seem to have things going on at home right now, but they shouldn’t be intruding on your work.”
This example is extreme, but it conveys most of the errors that can occur in a performance review.
The appraisal begins with a negative. It has been shown that starting with the positives can set the tone for the appraisal and helps employees feel more receptive to feedback.
The appraiser speaks in a negative, accusatory language and bases the assessment on assumption instead of measured facts. An appraisal needs to be based on measured facts.
The appraiser makes the discussion personal; a performance review should remain focused on the contributions of the employee to the job and never be about the individual as a person.
Phrases like “you are” or “you always” are generalizations about the employee; a performance appraisal needs to be about specific contributions to specific job tasks.
3. An appropriate appraisal example for underperformers
“I wanted to talk to you today about your performance during the last quarter.
Looking at the completed project schedules and project debriefs here, I see that each of the five projects was kicked off late.
Team members reported having trouble getting the resources and information they needed to start and complete their tasks. Each project was delivered a week or more late and had considerable budget creep.
Project A was over by $7000. Project B was over by $9,000, for example. These budget overages were not authorized.
I think we really have potential to turn this around and I really want to see you succeed.
The role of Project Manager requires you to kick-off projects on-time, make sure your team members have the resources they need, and it’s crucial that any budget issues or delays are discussed with myself or the other Manager.
For the upcoming projects this month, I’d like you to draft a project plan one week prior to any project kick-off. We can go over it together and figure out where the gaps might be.
Did you have any suggestions on how you might be able to improve the punctuality of your projects or effectiveness of how they are run?”
Debrief: This example deals with an employee who seems to be struggling. The appraiser unfortunately has a lot of negative feedback to work through, but has successfully done so using appropriate language, tone and examples:
The feedback does not use accusatory language or tone, nor does it focus on the person. This is especially important at the start of a performance review when the topic is being introduced. Being accusatory can make an employee feel uncomfortable, upset or defensive and set the wrong tone for the rest of the review. Comments should remain focused on the employee’s work.
The appraiser asks for the input of the employee on how to solve the problem. This empowers the employee to become more involved in their skill development and ends a negative review on a positive note.
4. The inflated appraisal example
“I don’t think we have too much to talk about today as everything seems just fine.
Your projects are always done on time and within budget. I’m sure you made the right decisions with your team to achieve all of that.
You and I definitely think alike when it comes to project management.
Keep up the great work.”
Debrief: This example appears like a perfect performance appraisal, but it’s actually an example of how to inappropriate:
Any mention of trouble on the team is ignored. A performance review needs to discuss performance issues before they become serious later on.
The appraiser compares the employee to himself. This could be referred to as the “halo effect”, where the appraiser allows one aspect of the employee to cloud his or her judgement.
Nobody is perfect; every appraisal should offer some form of improvement that the employee can work towards, whether it is honing a skill or learning a new skill.
Performance Appraisal Methods
There are many ways an organization can conduct a performance appraisal, owing to the countless different methods and strategies available.
In addition, each organization may have their own unique philosophy making an impact on the way the performance assessment is designed and conducted.
A performance review is often done annually or semi-annually at the minimum, but some organizations do them more often.
5 Modern method of performance appraisal
There are some common and modern appraisal methods that many organizations gravitate towards, including:
In a self-evaluation assessment, employees first conduct their performance assessment on their own against a set list of criteria.
The pro is that the method helps employees prepare for their own performance assessment and it creates more dialogue in the official performance interview.
The con is that the process is subjective, and employees may struggle with either rating themselves too high or too low.
2. Behavioral checklist
A Yes or No checklist is provided against a series of traits. If the supervisor believes the employee has exhibited a trait, a YES is ticked.
If they feel the employee has not exhibited the trait, a NO is ticked off. If they are unsure, it can be left blank.
The pro is the simplicity of the format and its focus on actual work-relate tasks and behaviors (ie. no generalizing).
The con is that there is no detailed analysis or detail on how the employee is actually doing, nor does it discuss goals.
3. 360-degree feedback
This type of review includes not just the direct feedback from the manager and employee, but also from other team members and sources.
The review also includes character and leadership capabilities.
The pro is that it provides a bigger picture of an employee’s performance.
The con is that it runs the risk of taking in broad generalizations from outside sources who many not know how to provide constructive feedback.
4. Ratings scale
A ratings scale is a common method of appraisal. It uses a set of pre-determined criteria that a manager uses to evaluate an employee against.
Each set of criteria is weighted so that a measured score can be calculated at the end of the review.
The pro is that the method can consider a wide variety of criteria, from specific job tasks to behavioral traits. The results can also be balanced thanks to the weighting system. This means that if an employee is not strong in a particularly minor area, it will not negatively impact the overall score.
The con of this method is the possible misunderstanding of what is a good result and what is a poor result; managers need to be clear in explaining the rating system.
5. Management by objectives
This type of assessment is a newer method that is gaining in popularity. It involves the employee and manager agreeing to a set of attainable performance goals that the employee will strive to achieve over a given period of time.
At the next review period, the goals and how they have been met are reviewed, whilst new goals are created.
The pro of this method is that it creates dialogue between the employee and employer and is empowering in terms of personal career development.
The con is that it risks overlooking organizational performance competencies that should be considered.
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