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

1. Appraisal writing phrases
In this file, you can ref free useful materials about appraisal writing phrases and other materials for
employee performance review.
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Performance review guides
Self assessments are a popular part of many employee performance appraisals, but it's often
difficult to find the right words to describe your performance. Try using some of these tips and
suggested phrases for a positive outcome.
 The Performance Appraisal
A self assessment can be difficult for employees who wish to be honest, but do not want to shoot
themselves in the foot career-wise. There's no use pretending your performance is perfect if you
know there are areas you need to work on. Instead it's best to find a balanced approach, that is
truthful both about your strength and shortcomings. You also need to be careful not to write
anything in the evaluation that that could be interpreted as unethical or illegal.
The suggested phrases listed here should help you strike the appropriate balance and give you a
jumping point for continuing your self-assessment on your own.
 Change Management
When completing a self assessment as part of the performance appraisal process, you should use
phrases to convey whether or not you have met the requirements of their job. Often, either stated
or implied, employees are expected to manage change well, so this is something that should be
highlighted on the assessment.
Some examples of phrases for writing a self assessment evaluation of the way an employee deals
with change may include:
o "React well when presented with stressful circumstances." (Complies with or exceeds job
requirements)
o "Experience difficulty in adapting to changes.
o "Need to learn to adapt better to unexpected changes by preparing contingencies." (Suggested
goal and how to achieve it)
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2. Employers value employees with the ability to adjust to fluid conditions, so the self assessment
should include specific examples of how you have successfully managed change in the recent
past. Also, those who have had difficulty with managing change in the past can mitigate
potentially adverse effects of that admission by presenting a clear, concise goal for handling
change better going forward.
 Attendance
You also may be called upon to provide feedback concerning attendance. Those with a stellar
attendance record can highlight it here, while those who have had issues with promptness and
reliability can offer reassurances that improvement is on the way. Here are some phrases that can
help.
o "Satisfies all company and department conduct and attendance requirements." (Meets
attendance guidelines)
o "Fails to comply with company expectations for attendance and promptness." (Needs to
improve attendance performance)
o "Will be in the office and working by the designated starting time." (State a goal and how the
goal should be met)
Again, you should write specific positive or negative examples to substantiate their evaluation.
Be sure not to be wordy or provide too much information.
 Communication
Many companies are beginning to realize the importance of communications within the team.
Self assessments often ask employees to rate their communication skills and efforts. You should
clearly, but briefly, state your thoughts on the issue in an appropriate manner. Resist the
temptation to highlight the failures of management or team communication and focus on
personal communication on the job and what will be done to promote good communication in
the future.
Here are just a few phrases that might work in these situations.
o "Consistently conveys open-mindedness and respectfully considers differing opinions." (Meets
requirements)
o "Hesitates to report negative results and situations to management." (Needs to improve)
o "Plans to improve communication by readily reporting all relevant information." (Improvement
goal)
As with other sections of the self assessment, you should always include goals for improvement
to show a desire to become a greater asset to the organization.
 I hope these suggested phrase have illustrated some ways in which you can concisely express
your opinions. Remember that all statements should be based on fact and supported by specific
examples.
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3. Honest recognition of areas that require improvement help convey honesty and trust to managers
who may suspect self assessments that are too rosy. Negative points, should be carefully written
and balanced with a brief plan for improvement to avoid them becoming reasons to deny pay
raises or promotions.
Clearly stated goals or expectations accompanied by a specific method for achieving them
provide the feedback and guidance necessary to encourage future, measurable development.
It may be a good idea to compile your own comprehensive list of phrases patterned after the ones
listed here to help build open communication and a team environment while protecting yourself
from unnecessary legal, ethical, and career complications.
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
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.
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4. 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.
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.
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5. 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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