â He tackles all tasks he is assigned enthusiastically and also takes on additional tasks. â He actively seeks out problems that require the most creative thinking. He always has to ask for other people’s instruction. â He is willing to consider other people’s ideas. The products he achieved are always planned in advance and good quality. Similarly, it gives you a way to encourage those aren’t being able to manage their time. â He pays attention to detail in every task he is given. He is capable of handling a variety of assignments. â He has a talent for thinking outside of the box, and encouraging others to do the same. â He is continually late for work and should improve this area by focusing on arriving on time each day. â He is open to listening to employees, as well as experimenting with new management techniques. â He has found it hard to becoming a manager after being a staff member. He always takes on even the most difficulty tasks to develop himself. â He has a very strong personality and this has caused a rift on our team. â He has never complained about his job or his colleagues. â He is a loner. â He fails to demonstrate a strategic mindset. Clear communication makes employees comfortable with each other, makes sharing and exchanging ideas more frequent. â He does not meet the attendance standards for punctuality. â He works toward an organized and comfortable working environment. â He consistently displays excessive hesitation when making a decision. â When we face difficulty, we are sure that we can rely on her for a helpful and creative solution. b. He consistently strives to do whatâs right. â He uses sharp ideas and critical thinking ability to solve issues quickly. When teams work together, they can reach solutions faster. â He frequently takes breaks after meetings in which difficult decisions were announced. He handles difficult situations with customers very well. â He is expert in managing staff. Shows initiative, and is flexible when approaching n… â He defines clear goals and expects the right performance from his group. â He needs set goals that more accurately match his talent level. â He overlooks or underestimates problems until they become major issues. â He frequently withholds information from his team. d. "She always comes up with unique yet practical solutions. â She uses her knowledge of technology and innovates to avoid mistakes. â He lacks credibility in his messages. â He has had a difficult situation with the team he manages, yet he has turned them around in excellent fashion. â She has a creative ability which helps her develop unique ideas. â We cannot depend on him. â He tries to find an individual approach to each person, colleague and customer. â He does not know how to cooperate with his colleagues in his team to achieve targets. â It seems too difficult for him to do his job on his own. His coworkers do not believe he is honest. â He is ready to improve and develop necessary skills to make his job more effective. â He does not want to listen to others. â He can quickly build a positive relationship with people. â He follows established procedures so strictly that he is resistant to change. â He adheres to deadlines and meets production benchmarks. However, she finished it amazingly with her team performance being the best of all the groups. â He creates a positive and inclusive work environment. He is very rarely on time. â He makes others feel intimidated when working on company projects. â He is one of our most proficient customer service trainers. Examples of effective performance review phrases 1. While interpersonal skills come naturally to some people, for some it can be cultivated with experience and knowledge. â He can be a creative person with many interesting ideas but he cannot successfully to tap into it. â He seems unwilling to take risks, even when there is a compelling reason and clear upside. When problems occur, he is often the first person who thinks and finds the most effective solutions to deal with them perfectly. â He takes responsibility for the performance of his staff members. â He shares expertise with others, to teach as well as achieve goals. He is very result orientated. â He effectively communicates personal concerns. â He does not have the necessary skills to complete the work and is unwilling to find someone who does. â He is easily distracted at work. â He arrives at meetings on time and well prepared. â He always accentuates the positives in any situation. â He shares his knowledge with coworkers. â He is very loyal but he cannot be depended on. â He usually makes mistakes when performing his duties. â His employees emulate the very high personal standards of integrity he sets. d. “You have started delivering low quality work just to finish your work on time.”. â He is unfazed by any obstacles, pressures or demands that would justifiably derail others. â He provides consistent, quality service to all customers. â He encourages all the team members to join in the necessary training sessions. He is unable to account for delays such as heavy traffic in his travel time. â He is an active and focused listener. â He finds it hard to look for a solution to a difficult situation. So, how should a manager comment in the performance appraisal process? â He submits all assigned work accurately and on time. â He needs to set goals that are more challenging. He has a positive demeanor. â He effectively outlines the best case and worst case scenarios to aid decision-making. â He can be counted upon for steady performance. Any factor rated poor or needs improvement MUST have performance comments. â He has a strong grasp and understanding of his job responsibilities. Here are some key appraisal comments for leaders and managers. â He is the ideal employee who arrives to work and leaves on time. â He performed his standard duties throughout the year and in addition took on several large projects and some smaller ones that had a significant positive impact on the department. This stifles the team’s creativity. â He has consistently high marks on his customer satisfaction surveys. â He develops actionable goals and plans how to meet them. â He has proven to be an ineffective communicator. â He needs to work on being more resourceful on tasks and projects. â He can accomplish his assignments efficiently with the tools provided. c. “She expertly prioritizes work without getting tangled in endless details.” â He fails to maintain his normally positive attitude in stressful situations and often resorts to inappropriate tone and language. â His goal-setting ability is not good. â He shared the vision of the action plan with employees. â He sets aggressive targets to meet business objectives. â He deals with customer complaints with a calm demeanor. â The quality of his work is unreliable. â His positive attitude and willingness to share his positive thoughts on any situation is highly appreciated. â His approach to respecting corporate ethics is too strict. â He doesnât wait for instructions. Problem-solving is the “skill of defining a problem to determine its cause, identify it, prioritize and select alternative solutions to implement in solving the problems and reviving relationships.”, a. He does not take the time to help members of his team who are struggling to keep up. â He is usually reliable in his work, but there have been a few incidents where this was not the case. â He fails to achieve the goals because he doesnât delegate to his staff effectively. â He works until the job is complete. â He has good instincts and knows when to follow them. â He tends to resist activities where the path is unknown. â His communication skills stand out from those of his peers. â He is approachable and responsive to customers and others. He must improve his attendance record in order to comply with company policy. â He is unable to find out a solution when facing a complicated situation. â He does not understand the intricacies of managing a high performance team and has yet to perform. â He presents a positive public image of the agency to others. â He does not understand how to set team goals and manage his team to achieve them. â He doesn’t understand the key requirements of his job. â He understands how to manage personalities similar to his, but has not worked very hard managing other types of personalities on his team. â He remains calm, especially under stress. â He exceeds the expectations of the company. He should concentrate on the content of training lessons. â He does not convey a positive image of the company to customers. He should try to think more positively, focus on the good and avoid being overly concerned with his perceived negatives. â In most areas of customer service Harry does a good job, but when it comes to difficult situations, Harry does not understand how to calm the customer down and follow the script. He resolves difficult situations in an amazing manner. â He involves others in problem solving. â He works as an advisor, friend, and boss for his team. Sample Performance Appraisal Comments Performance Standard Needs Performance Development / Does Not Meet Expectations Meets Expectations Exceeds Expectations. â He always knows how to best apply new and more effective approaches to conduct business. â He needs to know when to step back and let the team work. â He brings comfort to people working with him. â He has good relationships with all of her peers. â He is dishonest when reporting statistics to deceive and confuse others. â His message is easily misunderstood by others due to his lack of communication skills. â He is good at communicating difficult messages with employees, management, and customers. Keeps managers/employees updated by developing documentation, flowcharts, layouts, diagrams, charts, code comments and clear code. â He remains calm and composed under high levels of pressure. â He responds to change ensuring it is implemented in a positive way to enhance the success of the business. â He consistently passes challenging issues to others instead of tackling them himself. c. "She is unresponsive to employees’ concerns regarding unfair treatment." He has a gift in relating to people around him. He adds an admirable inspiration to the day-to-day tasks he performs. â His spoken communication was well-organized, courteous, and effective. â He has difficulty coming up with resolution to difficult problems. â He has created democratic and equal relationships with his employees but he should have been more demanding. e. “You are adept at communicating difficult messages and decisions skillfully.”, a. “You frequently interrupt colleagues when they offe… â He will never quit until a project is finished. ", a. â He creates an invigorating atmosphere for his team: one in which new ideas are rewarded and encouraged. â He tends to overanalyze problems when a prompt decision is required. â He is unable to perform even the simplest tasks. â He is often the first person who volunteers. His skill in inspiring new ideas is an asset to our team. â His team feels discouraged as he often âshoots downâ creative ideas without any explanation. â He rarely thoroughly thinks decisions through. â He needs to speak up more when faced with concerns. â He is unwilling to consider new or interesting ideas, even when the run-of-the-mill ideas have been exhausted. â He is an excellent manager and he knows how to lead his staff to satisfy his expectations. â He demonstrates the highest levels of integrity in all his dealings with employees. He makes people feel great when being in a team with him. â He does not work within the company policies that are proven for ultimate success rates. â He is always polite and friendly with his customers. â He is a team member with advanced creative thinking. â He rarely cooperates with other departments or assists them to complete their tasks. â He only concerns himself with the achievement of each individual without considering what team will gain if they work together. His manner is effective without being not overbearing. He is always willing to help others when needed. â He creates an exciting atmosphere for his team: one in which new ideas are rewarded and encouraged. He should think beyond the manuals, and troubleshoot technical issues which are not documented. â His schedule shows no cause for concern. His commitment to punctuality and attendance has contributed greatly to our teamâs overall success. 1. He holds his staff accountable for their responsibilities. â He regularly engages in off-putting conversations and can be territorial at times. He seems slow and indecisive when presented with a major issue. â He uses an arsenal of creative strategies to proactively solve a wide range of problems. â He overlooks key requirements given to him for his tasks. The like how she always encourages open communication. â He sets expectations that are too high for his team. â Products made by him contain many errors and rarely pass any inspection phase. â He appears uninterested and detached from his work lately as if he is no longer engaged in it. “You listen well in meetings with colleagues.” 3. c. “You do not encourage your team your team to find creative solutions.” â He doesnât consult others for ideas and make subjective judgments. He has a difficult time separating his personal relationships with professional ones. Conducting performance reviews can be tricky. â He fulfils his duty is by finding new challenges for himself. â He works well with members of his own team, yet he has an âusâ against âthemâ mentality when it comes to others within the company. â He takes initiative to address concerns with other staff in a timely manner promoting understanding and cooperation. â He doesnât appear to want to learn any new techniques or skills. â He is able to empathize with others and is respectful of opposing viewpoints. â He doesnât pay attention to the details of the tasks he is assigned. â He does not understand that having good working relationships with others in a team is very important. â He accentuates the positives in most situations. It is important that while using performance review comments you do not use unnecessary quotes and comments that do not serve a purpose at all. â He appears uninterested in helping customers with their challenges. â He promptly tackles changes while completing his assignments. â He needs to work on his ability to accept feedback from coworkers. â Although he is mostly reliable in following his schedule, there is the occasional issue. â He needs to establish an effective system for communication and information retrieval. Data such as the report type, date and name will be added automatically. ", This article is written by Shreya Dutta. His performance displays exceptional quality and accuracy. â He is an effective manager and understands how to supervise his employees to meet expectations. â He clearly communicates with his employees and they understand his expectations. He forms a good working climate. d. “He rarely comes up with concrete solutions that will help the team complete the project.” â He has good attendance and is reliable. â He relies on his own knowledge and abilities and fails to ask others for help and their expertise. â He is ready to make a new and carefully considered decision if the situation has changed and the previous actions have become inappropriate. It shows his creativity. â He fails to alert the proper personnel regarding bad news. Collaborate with us to provide your employees an engaging and rewarding experience. â He consistently looks for new ways to help the team. â He is a top performer and leads a team of high performers. â He needs to work on being able to think outside of the box. â His skill set exceeds the requirements for the job. â His peers, managers, and customers rate his handling of customer service situations as very good. â He displays an effective cadence when working with clients on projects. â He discourages creative solutions from his team. â He allows just enough differences to find the best outcome. â He finds it difficult to perform his duties without assistance or supervision. He should utilize this to promote his position in the company. He addresses concerns directly with the individuals involved. â He is creative but he has a tendency to act before thinking. â He knows the technology that we employ inside-out, and keeps himself informed about up-to-date changes. â He does not initiate conflict and actually takes measures to ensure that conflict does not occur. He assigns suitable duties to each of them. â He is poor at communicating a problem’s status before it becomes a crisis. â He demonstrates good organizational and planning skills. â His productivity is not as good as that of his coworkers. He has never been late to business meetings. â He fails to make short-lists of solutions recommended by direct units. â His employees consistently complain of unreasonable expectations. â He cannot complete his tasks because he manages his time ineffectively. â He meets or exceeds all requirements with high productivity. He finds it hard to distinguish between his personal relationships and work relationships. â He shows himself to be a person who does not want to work with others. He is not suitable for teamwork tasks. â He is plans and organizes work in timely manner. â He recognizes potential in others, and seeks to help them reach that potential. â He creates healthy dialogue to help the bring about the best solution. â He is continually late for work. â He does not handle stressful situations well. â He does not understand how complicated relationships management is. â He is trained how to use his time efficiently but he is still unable to manage it. â He consistently generates outstanding solutions to the most demanding problems. â He is an satisfactory supervisor but he does not excel. â He produces a higher defect rate than his peers. â He is considered as the best person in the group because of his innovative ideas, critical goals and effective working methods. â He holds on to too much and does not delegate to his team effectively. â He is a perfectionist. â He complains that he does not receive any assistance from others. Therefore, don’t misunderstand appraisals to be a program where you have to find faults or only praise someone. â He listens effectively to others’ ideas, problems or suggestions. c. “You often come late to the office causing scheduled meetings to start late. â He has a tendency to make decision without thinking through its potential consequences. Heres a comprehensive list of example phrases, comments, and constructive feedback examples as ideas and inspiration for your next performance review , performance self appraisal, 360 peer review, or just offering continuous feedback as part of employee performance and development. â He is impossible to submit needed information to the managers when he faces a complex situation. His understanding of the issues enables him to solve problems at a remarkable pace. â He is never willing work overtime even if the jobs requires it. â He can freely converse with anybody around him. â He should communicate project status updates more frequently. Punctuality is one of the strongest virtues an employee can possess. â He is not adept at documenting verbal communication. â He is not very effective at managing his staff to high performance. â He has energy, drive, and performance levels that are inconsistent and unpredictable. â He has powerful analytical skills that he applies to every stage of the problem-solving process. â His communication skills, both verbal and written, are highly effective. â He is very good at managing his team to perform their tasks excellently. â He fails to think out of the box and prefers to do things the way they have always been done. â He has a likeable and humorous character that creates a positive atmosphere. â He follows all company policies. He needs to deal with customers efficiently. â He rarely shows any recognition to his team. â He maintains open communication among his employees. These checklists and tips help guide you through preparing for performance evaluations, conducting employee reviews, avoiding common appraisal mistakes and pitfalls, and following up with employees after the appraisal is complete. He continuously strengthens the connections between among his subordinates. b. “You fail to communicate with your peers effectively and this is causing a lot of misunderstanding within the team.” His level of voice is also inappropriate at times. â He is supportive of new ideas, goals and working methods no matter where they come from. Workplace performance appraisals and reviews can often be challenging for managers and supervisors. â He treats others with respect, courtesy, tact, and friendliness and actively attempts to be helpful towards others. b. He should apply more technical concepts to satisfy the requirements for his role. We encourage him to develop solutions â or even recommendations â before asking for help. â He is a detail minded person and his work is always completed with high quality. â He is often lax with regard to ethics in business dealings internationally. â He quickly adapts to changes in the performance of his duties. â He is the go-to person if the task absolutely must be completed by a given time. â He varies his problem-solving style to meet the nature and demands of the problem itself. â He is excellent example of our company culture in action. â He is a well-versed team player. â He analyzes minor issues and lets larger problems fester and grow. â His cheerful attitude makes others feel good when heâs around. â He demands reliability from others, but not from himself. 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