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

1. Employee performance phrases
In this file, you can ref free useful materials about employee performance phrases and other materials
for employee performance review.
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Performance review guides
Employers conduct periodic performance appraisals to evaluate employee job performance, reward
excellence and provide guidance for improvement. Human resources departments, which train
supervisors to conduct appraisals, often suggest objective and constructive phrases to use when writing
appraisals. The phrases also help evaluators adhere to company policies concerning performance
appraisals.
Construction
Employee performance phrases are basic statements worded to objectively and accurately describe the
performance of job-specific duties, responsibilities and behaviours. The phrases might be partial
sentences to be completed with more detailed information by evaluator. The phrases often fit into
specific areas of performance, such as communication, accuracy or computer skills. For example, an
evaluator might note under negotiating skills that an employee "handles confrontation with tact." Or an
evaluator might rate an employee on how well he "understands how to operate office equipment."
Objectivity
While employers use performance appraisals as a supervisory tool, appraisals also can protect
employers against liability for unfair or illegal personnel practices. Employee performance phrases help
supervisors avoid using vague statements. For instance, instead of stating that an employee "performed
his job poorly," the evaluator might use a performance phrase that requires him to insert specific
information, such as the number of calls the employee takes per hour. Employee performance phrases
protect against the use of words or phrases that are judgemental, personal or based on information
unrelated to observed employee performance. Objectivity also helps the employee view the appraisal as
constructive and unbiased feedback.
Accuracy
Using employee performance phrases simplifies the appraisal process, helps supervisors stick to the
rating factors listed in the employees' job plan or description and ensures that the final product is based
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2. solely on employees' performance. The phrases also guide supervisors to supply specific and factual
evaluation information that can be documented. Evaluators use the phrases to produce specific
evaluative statements instead of generalisation. For instance, an evaluator would write that an
employee "exceeded objectives by 10 per cent" instead of "exceeded objectives." The phrases are often
worded to use in multiple constructions, such as statements about future improvement, failure to meet
objectives or satisfactory performance.
Consistency
Employee performance phrases provide consistency in the performance appraisal process. Individual
evaluators might habitually rate too leniently or too strictly. One evaluator might rate everyone as
average, while another might rate an employee based on performance in only one area. Performance
phrases require evaluators to access specific areas of performance for all employees using the same
criteria. For instance, when evaluating an employee's dependability, the appraisal form might list the
key behaviours considered in rating all employees -- good attendance record, on time to meetings,
meets deadlines and follows leave policies.
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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3. 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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4. 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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