In this file, you can ref free useful materials about performance evaluation phrases for employees and other materials for employee performance review.

1. Performance evaluation phrases for employees
In this file, you can ref free useful materials about performance evaluation phrases for employees and
other materials for employee performance review.
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 1125 performance review phrases
 top 28 performance appraisal forms
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Performance review guides
Employee performance reviews are an important part of the process of managing people although they
tend to be scarce in small businesses.
Business Coaching Insight:
Staff appraisals are an opportunity to motivate, build relationships and gather information
Most people like to feel a sense of sense of progression in their work so even if you're not offering your
staff a career ladder to climb, it's still important to give people feedback and help them develop skills.
This helps keep them motivated.
You do not necessarily need a formal appraisals system with paperwork to fill out etc. It's more important
to get into the habit of giving people feedback on their performance and telling them how they can
improve.
Definition of performance appraisal
Performance appraisals should be an open discussion whereby you can an employees performance with
them over the past year or six months in relation to their job description and goals.
It should be a two-way process whereby both parties can honestly discuss strengths, areas for
improvement, goals and expectations.
Allow the employee time to express concerns, issues, career ambitions etc. And, listen. Use this time to
get to know them a bit better.
As a business owner this is also another opportunity to restate your vision for the business and what role
you expect each employee to play in it.
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2. Writing performance reviews
If you do decide to formalize appraisals it’s best to keep your employee performance evaluation forms
simple. They need to cover:
 What they achieved or didn’t in the past year
 What they’re good at and not so good at
 Agreed goals for the next period
 Identified skills gaps and training needs
 Action steps (what kind of extra resources/training to provide and when
They can be written in bullet form – you don’t need to spend hours and hours writing performance
reviews unless you really want to. All that you need to do is capture the key points and use it as a
platform for discussion and for recording goals and action steps.
Give your employee a copy of the form before your scheduled meeting so they can see how they will be
evaluated and make some notes for them to discuss with you.
It’s a good idea to create a form to fill in so you have a record but the discussion and how you handle it is
the most important part of the process.
Appraisal strengths and weaknesses examples
There are no right or wrong ways to fill out appraisal forms – it’s for the benefit of your employee so tell
them what you think is good about the way they work and what you would like them to improve.
So, here are a few examples:
Strengths
 Good with customers – great feedback received from clients a, b & c
 Thorough & accurate work – analysis on project x was solid reliable work
 An enthusiastic team player – contributes to meetings
Great problem solving skills – finds good creative solutions
 Confident presenter – performed very well in new business meetings
Weaknesses
 Attention to detail sometimes lacking
 Struggles to meet deadlines
 Doesn’t always keep other areas of the business up to date
 Doesn’t handle stress well - can be domineering towards others under pressure
 Conversion rates from cold calling need improving
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3. Appraisal Meetings: Performance appraisal phrases
Doing employee performance reviews are obviously more challenging when the employee has been
under-performing or displaying difficult behavior.
When you need to give negative feedback it is always best to be candid and give specific examples.
How often should you do performance appraisals?
Employee performance reviews should be done at least once a year, perhaps more often for newer and
less experienced staff members.
It is still more important to give on-going feedback during the year rather than wait for appraisal time. If
you notice an employee not doing so well during the year, make a point of giving them immediate
feedback with some pointers about how to change.
Ultimately, on-the-job feedback is far more effective. Appraisals are really just an overview to identify
training needs.
II. Performance review tips
1. The employee should never hear about
positive performance or performance in
need of improvement for the first time at
your formal performance discussion meeting,
unless it is new information or insight.
Effective managers discuss both positive
performance and areas for improvement
regularly, even daily or weekly. Aim to make
the contents of the performance review
discussion a re-emphasis of critical points.
2. No matter the components of your performance review process, the first step is goal
setting.
It is imperative that the employee knows exactly what is expected of his or her performance.
Your periodic discussions about performance need to focus on these significant portions of the
employee’s job. You need to document this job plan: goals and expectations in a job plan or job
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4. expectations format, or in your employer's format. Without a written agreement and a shared
picture of the employee’s goals, success for the employee is unlikely.
3. During preparation and goal setting, you need to make how you will evaluate the
employee’s performance clear.
Describe exactly what you’re looking for from the employee and exactly how you will evaluate
the performance. Discuss with the employee her role in the evaluation process. If your
organization’s performance review process includes an employee self-evaluation, share the form
and talk about what self-evaluation entails.
4. Avoid the horns and halo effect in which everything discussed in the meeting involves
positive and negative recent events.
Recent events color your judgment of the employee’s performance. Instead, you are responsible
to document positive occurrences such as completed projects, and negative occurrences such as a
missed deadline, during the entire period of time that the performance review covers. (In some
organizations, these are called critical incident reports.) Ask the employee to do the same so that
together you develop a comprehensive look at the employee’s performance during the time
period that your discussion covers.
5. Solicit feedback from colleagues who have worked closely with the employee.
Sometimes called 360 degree feedback because you are obtaining feedback for the employee
from his boss, coworkers, and any reporting staff, you use the feedback to broaden the
performance information that you provide for the employee. Start with informal discussions to
obtain feedback information. Consider developing a format so that the feedback is easy to digest
and share by the manager.
6. If your company uses a form that you fill out in advance of the meeting, give the
performance review to the employee in advance of the meeting.
This allows the employee to digest the contents prior to her discussion of the details with you.
This simple gesture can remove a lot of the emotion and drama from the performance review
meeting.
7. Prepare for the discussion with the employee.
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5. Never go into a performance review without preparation. If you wing it, performance reviews
fail. You will miss key opportunities for feedback and improvement and the employee will not
feel encouraged about his successes. The documentation that you maintained during the
performance review period serves you well as you prepare for an employee's performance
review.
8. When you meet with the employee, spend time on the positive aspects of his or her
performance.
In most cases, the discussion of the positive components of the employee’s performance should
take up more time than that of the negative components. For your above average performing
employees and your performing employees, positive feedback and discussion about how the
employee can continue to grow her performance should comprise the majority of the discussion.
The employee will find this rewarding and motivating.
9. The spirit in which you approach this conversation will make a difference in whether it is
effective.
If your intention is genuinely to help the employee improve, and you have a positive relationship
with the employee, the conversation is easier and more effective. The employee has to trust that
you want to help him improve his performance. He needs to hear you say that you have
confidence in his ability to improve. This helps him believe that he has the ability and the
support necessary to improve.
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