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Managing Employee Performance

Taught in English

Financial aid available

Gain insight into a topic and learn the fundamentals

Instructor: Catherine Mattice

Included with Coursera Plus

Recommended experience

Beginner level

New managers seeking to excel in performance management, with no prior management training required. Suitable for team leads, and managers.

What you'll learn

Analyze and explain the performance management process and its components.

Formulate clear performance expectations with team members.

Develop and negotiate performance and growth goals with team members collaboratively.

Integrate company core values and organizational goals into performance conversations effectively.

Skills you'll gain

• Performance
• Collaboration
• Expectations

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There is 1 module in this course

In today's dynamic business environment, effective performance management is a crucial skill that sets exceptional leaders apart. This course is designed to equip managers with the principles and techniques required to manage employee performance successfully. Learners will gain a comprehensive understanding of performance management, including setting clear expectations, providing regular feedback, and conducting performance evaluations.

The curriculum encompasses essential topics such as goal setting, performance metrics, and fostering a collaborative work environment that supports employee growth and development. Participants will also learn proven strategies to address performance-related issues and enhance workplace productivity, job satisfaction, and engagement. This course caters to individuals stepping into roles as team leaders, supervisors, or managers, aiming to cultivate effective performance management skills. It is particularly beneficial for those who have not undergone formal management training within their organizations. Additionally, it serves as a valuable refresher for current team leads, supervisors, or managers seeking to enhance and update their management capabilities.

This course focuses on the principles and techniques of managing employee performance. Learners will master how to set clear performance expectations, provide regular feedback, and conduct performance evaluations. The course covers topics such as goal setting, performance metrics, and creating a collaborative environment that fosters employee growth and development. Learners will also gain insights into effective performance management techniques and strategies to address performance-related issues.

What's included

24 videos 5 readings 5 quizzes 1 assignment

24 videos • Total 64 minutes

• Introduction to the course and instructor • 1 minute • Preview module
• Performance management throughout the employee life cycle • 4 minutes
• The performance management process • 5 minutes
• When you don’t take advantage of performance management • 3 minutes
• Collaborative performance management • 1 minute
• Collaboratively setting goals with your employees • 2 minutes
• The importance of weekly one-on-one meetings • 2 minutes
• Incorporating company core values • 2 minutes
• Relating employee goals to organizational goals • 1 minute
• The principles of collaborative language • 2 minutes
• Techniques for giving feedback • 3 minutes
• How to take advantage of getting feedback • 4 minutes
• Strategies to incorporate employee rewards & recognition • 1 minute
• General best practices • 2 minutes
• Prepare for an annual performance conversation all year long • 3 minutes
• Preparing for a formal performance conversation • 1 minute
• What to do during a formal performance conversation • 4 minutes
• When and where to have performance conversations • 0 minutes
• Steps to take after a formal performance conversation • 0 minutes
• Five steps for successful coaching conversations • 2 minutes
• Six skills to build before you begin coaching employees • 2 minutes
• Tips for identifying and coaching a high performing employee • 1 minute
• Tips for coaching an employee with declining performance or behavior • 2 minutes
• A simple script for overcoming employee objections or justification of behavior • 1 minute

5 readings • Total 50 minutes

• Welcome to the course • 10 minutes
• Additional reading • 10 minutes
• Conclusion • 10 minutes

5 quizzes • Total 150 minutes

• Performance management • 30 minutes
• Collaborating on performance expectations • 30 minutes
• Giving and receiving regular feedback • 30 minutes
• Constructive and positive performance conversations • 30 minutes
• Coaching as a performance and behavior management tool • 30 minutes

1 assignment • Total 60 minutes

• Final assessment • 60 minutes

Our purpose at Starweaver is to empower individuals and organizations with practical knowledge and skills for a rapidly transforming world. By collaborating with an extensive, global network of proven expert educators, we deliver engaging, information-rich learning experiences that work to revolutionize lives and careers. Committed to our belief that people are the most valuable asset, we focus on building capabilities to navigate ever evolving challenges in technology, business, and design.

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The Ultimate Guide to Performance Management: 5-Step Process and Best Practices

Published: January 20, 2022

Peter Drucker once described customers as the "most important stakeholders." While this may be true, your customers are dependent on one thing.

No, it’s not your product (though that’s definitely important). It’s actually your employees. Without your employees, products won’t get made, customers won’t learn about those products, and there will be no one there to sell or deliver those products, or provide customer service to them after they’ve purchased.

While your customers may be your most important stakeholders, in a business or organization, your employees are your biggest asset. Their performance, mindset, attitude, and loyalty can make or break your company's performance and determine whether or not you will have any customers to sell to.

Because of this, you will want to ensure that your employees are meeting expectations, and improving in necessary areas. Performance management aims to foster the best possible employees so your organization can thrive well into the future.

What is performance management?

Performance management is a process that allows managers to assess their employees’ work and support of business objectives. The goal of performance management is to track and improve the skills employees need to perform their necessary job duties.

Elements of performance management include giving performance appraisals, utilizing key performance indicators (KPIs) and management dashboards, peer review, 360-degree feedback (multiple individuals from managers to subordinates assist), and the use of employee management software.

A similar term, performance appraisal, also focuses on goals and self-improvement, but is focused on the individual and does not take the strategic goals of the organization into account.

Performance management is not only important to the organization, it’s essential for the individual as many growth opportunities including bonuses, promotions, and ultimately dismissals, are tied to this process.

Effective Performance Management

Effective performance management will look different depending on your specific industry and your organizational goals. However, there are two approaches you can take to get started.

Behavioral Approach

This works well when your employees work (and achieve) as part of a team and measuring individual results is difficult to do. In this approach, you evaluate your employees based on their behaviors and effort. Feedback looks like identifying current behaviors, communicating desired future behaviors, and providing training or coaching to bridge the gap between where they are and where you would like them to be.

Results-oriented Approach

This approach is ideal when performance metrics are easy to quantify such as meeting a sales quota, clocking billable hours, or reaching certain call statistics. In this approach, you focus on the quality and quantity of the end result.

Performance Management Process

A performance management plan consists of a five-step process. Let's take a closer look at the five steps.

While employees’ goals and responsibilities are outlined in the job description when they come on board, it’s essential to review this information with them regularly. Clearly set and communicated goals will help your employees understand what is expected of them and when they are falling behind.

Management should be monitoring their employees’ performance continuously. If you only check in once or twice a year, a slight veer off the prescribed path could have lasting impacts on one’s performance. That’s why staying in constant communication with your employees and keeping an open environment for feedback is essential all year long. This is especially true with fully remote teams, so this is where employee monitoring software can be a crucial tool in your arsenal.

If you have identified areas of improvement for your employee, you can work with them to provide training, mentoring, educational courses, or other materials that can help them get back on track or fill any skill gaps.

Without a rating scale, it can be difficult to recognize whether employees are improving from their development plan. Additionally, with a rating scale that is communicated to employees, they know where they currently stand, and what is needed to move them to the next level of performance.

While every step of the process is necessary, the reward may be the most important. Positively reinforce employees who are hitting their goals or working towards them. Recognize them for their hard work and for striving to be better and do better for the organization.

This can be in the form of bonuses, thank you cards with token gifts, public recognition, or through an employee rewards program. It not only inspires the employee who is being recognized but motivates others who may need an extra incentive.

Remember that the performance management process is a cycle that must be continuously employed throughout an individual’s time at your organization.

You’re never "done" with performance management and this should be conveyed to your employees when they join the company, and then communicated to them throughout their employment. Without open communication throughout the process, employees may become complacent in their lackluster job performance or disengaged.

Performance Management Best Practices

This concept and process have been around for years and thankfully, there’s no need to reinvent the wheel. There are a number of performance management best practices that you can incorporate into your plan.

• Re-evaluate goals regularly. If there’s anything the COVID-19 pandemic has taught us, it’s that societal shifts can demand a new approach to business. Goals may need to change and clinging to old decisions in a new world could cause you to penalize (and lose) good employees.
• Employ SMART goals. In order to be achievable, goals must be clearly defined and communicated, and Specific, Measurable, Actionable, Relevant, and Time-bound. Employees will be more likely to achieve goals when they are properly crafted.
• Utilize the objectives and key results methodology. The OKR methodology can help your team set, communicate, and track organizational goals. This will foster accountability among your employees.
• Have performance conversations throughout the year. Performance management conversations should not reveal any surprising information to the employee or manager. Ideally, managers are having open conversations with their team members about performance throughout the year, and performance reviews should serve as a check-in documenting performance over a specified time period. When you communicate regularly with each of your employees, they learn to expect constructive feedback and look forward to these encounters.
• Standardize and automate your process. All employees should follow the same performance management process, and be held to an even standard. In addition to making the process fair, there comes a tipping point when you may have too many employees to manage throughout a continuous cycle, and having a set process and automated software solution to manage performance reviews can be a helpful asset.

While creating a performance management plan in your organization will take some time and effort, it’s a necessary process for a thriving organization. Knowing which employees are excelling in their roles and reaching (or exceeding) goals, which employees need more support is priceless information.

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Harnessing the power of performance management

These days, performance management is a source of dissatisfaction at many organizations. Large shares of respondents to a recent McKinsey Global Survey on the topic say their organizations’ current systems and practices have no effect—or even a negative one—on company performance. 1 1. The online survey was in the field from July 18 to July 28, 2017, and garnered responses from 1,761 participants representing the full ranges of regions, industries, company sizes, functional specialties, and tenures. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Moreover, they do not see positive returns on investment for the time spent on performance management. Yet the results also show that when executed well, performance management has a positive impact on employees’ performance and the organization’s performance overall.

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Our analysis indicates that the key to reaping positive business outcomes from performance management is to establish a system that employees and managers perceive as fair. 2 2. As McKinsey’s Scott Keller and Mary Meaney write in Leading Organizations: Ten Timeless Truths , “We believe people aren’t against being evaluated, and, in fact, they want to know where they stand. They just want the process to be fair. They want a process that differentiates without false precision, that is both forward- and backward-looking, that happens far more frequently than once a year (but not so much as to create feedback fatigue), that involves an honest, two-way conversation, that is based on more data and input than just the boss’s view, that considers not just what was achieved, but also how, and links rewards and consequences to performance.” For more, see Scott Keller and Mary Meaney, Leading Organizations: Ten Timeless Truths , first edition, London: Bloomsbury Business, 2017. To ensure that perception, managers should master three critical practices: linking individuals’ goals with business priorities, coaching effectively , and differentiating compensation across levels of performance.

Disappointed and seeking to improve quickly

On the whole, respondents express doubt that their current performance-management systems foster strong performance. In fact, more than half of respondents believe performance management has not had a positive effect on employee or organizational performance (Exhibit 1).

Accordingly, many respondents say their companies are making changes. Two-thirds report the implementation of at least one meaningful modification to their performance-management systems in the past 18 months. These results also show that companies are making a wide variety of adjustments. No more than one-third of respondents report implementing even one of the three most commonly cited changes—simplifying ratings, streamlining formal review processes, and separating conversations about performance and compensation (Exhibit 2).

Despite the lack of consensus on where to focus improvements, the responses clearly indicate that performance management, when done well, boosts overall performance. Respondents who say their companies’ performance-management systems have a positive impact on both employee and business performance are much likelier than others to report better business outcomes. 3 3. We measured business outcomes based on respondents’ reporting of how their organization performed in the past three years, relative to peers. The outperforming companies are those that, according to respondents, have performed much better or somewhat better than their competitors. Among respondents who consider their companies’ performance-management systems effective, 60 percent say their companies have outperformed their peers in the past three years—nearly three times the share of respondents who rate their companies’ performance management as ineffective.

Three practices for successful performance management

From the results, we have identified three practices that correlate most closely with the key factor of performance management’s effectiveness: the perceived fairness of the system . These practices are linking performance goals to business priorities , effective coaching by managers, and differentiating compensation across levels of performance (Exhibit 3).

What’s more, these practices are mutually reinforcing: implementing one practice well can have a positive effect on the performance of others and leads to more effective performance management overall. In fact, among respondents who say their organizations perform well on all three practices, 84 percent report a positive impact on performance management (Exhibit 4). They are 12 times likelier to report effective performance-management systems than respondents who say their companies have not implemented any of the three.

Linking performance goals to business priorities. The first practice of the three, linking individual employees’ performance goals to business priorities, not only correlates with a higher level of perceived fairness but also helps companies achieve their strategic goals. Where employees’ goals are linked to business priorities, 46 percent of respondents report effective performance management, compared with 16 percent at companies that don’t follow this practice.

The results suggest that performance goals, besides being linked to strategy, should be adaptable and revisited as market conditions change or extenuating circumstances occur. The regular review of goals helps ensure that individuals in the organization continue to believe that the system is fair and also has a positive impact on performance management. Of respondents who report effective performance management, 62 percent say their companies revisit goals at least twice a year or on an ad hoc basis.

Manager coaching. Our analysis indicates not only that effective coaching is the strongest driver of perceived fairness but also that there is a direct relationship between effective managers and the effectiveness of a company’s performance-management system. When managers effectively coach and develop their employees—a practice that less than 30 percent of all respondents report—74 percent say their performance-management systems are effective, and 62 percent say their organizations’ performance is better than that of competitors. Where respondents do not see managers as effective coaches, only 15 percent report effective performance management, and just 30 percent report outperformance relative to competitors.

On specific coaching methods, the results suggest that ongoing development conversations between managers and employees also support better outcomes. In fact, 68 percent of respondents agree that ongoing coaching and feedback conversations have a positive impact on individual performance. Respondents who say that ongoing discussions take place are ten times likelier than others to rate performance-management systems at their companies as effective, and they are nearly twice as likely to say their companies have outperformed competitors. So if organizations do nothing else to improve performance management, they should invest in managers’ capabilities and communicate their expectations for having high-quality coaching and development conversations with employees.

Other results suggest that respondents, on the whole, understand the value of strong manager capabilities . When asked about changes their companies have made to existing performance-management systems in the past 18 months, the change that links most closely to improved employee performance is resetting manager expectations around coaching and development . And among the actions that respondents say their organizations will take in the next 18 months, the most common is more frequent coaching conversations.

Differentiating compensation. The third practice is meaningful differentiation of compensation among low, midlevel, and high performers. Less than half of all respondents agree that at their organizations, employee pay is meaningfully different across levels of performance—and the results confirm that this practice links closely with outperformance. Of the respondents reporting differentiated compensation at their companies, 54 percent rate their performance-management systems as effective, compared with only 16 percent at companies without meaningfully different compensation. Among those following the practice, 52 percent say their organizations have performed better than their peers in recent years.

Also on compensation, the results suggest that effective performance management is more likely when organizations separate compensation conversations from formal evaluations. Of the respondents who say their companies separate discussions about performance from discussions about compensation, 47 percent report effective performance management—compared with 30 percent at companies that don’t separate such discussions.

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While multiple factors contribute to a perceived sense of fairness, the previous three practices have the most impact on whether respondents say their companies’ performance-management systems are considered to be fair. And of all the organizational practices the survey asked about, perceived fairness correlates most closely with positive business outcomes. Among respondents who agree that their performance-management systems are perceived as fair, 60 percent report an overall effective system. 4 4. Thirty-eight percent of respondents rate their performance-management systems as effective (that is, they say that performance management has had a positive impact both on individual employees’ performance and on their organizations’ performance). Of their peers who do not agree, only 7 percent report an overall effective system. What’s more, the respondents reporting perceived fairness are nearly twice as likely as those who don’t (52 percent, compared with 27 percent) to say their companies are outperforming competitors.

Beyond these key points, the responses also indicate a few secondary—but important—practices that can encourage effective performance management. One is the use of technology to revamp performance-management systems. Respondents say their organizations are using technology for a wide variety of performance-management interventions, from tracking progress against performance goals to monitoring completion of development conversations. Yet other than the completion of forms for formal performance reviews, none of the other applications is used moderately or greatly by a majority of respondents. The value of technology seems to be clear, though, for the companies that have already implemented it. At companies that have launched mobile technologies to support performance management in the past 18 months, 65 percent of respondents say this change has had a positive effect on both employee and company performance. But while technology can certainly enable effective performance management, the most important measures to get right are the three best practices that foster a sense of fairness across the organization.

The contributors to the development and analysis of this survey include Sabrin Chowdhury, a consultant in McKinsey’s New Jersey office , Bill Schaninger , a senior partner in the Philadelphia office , and Elizabeth Hioe, an alumna of the New Jersey office.

They wish to thank Lili Duan and David Mendelsohn for their contributions to this work.

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Performance management process

Ivan Andreev

Demand Generation & Capture Strategist, Valamis

February 3, 2020 · updated April 2, 2024

6 minute read

What is the performance management process?

1. planning, 2. coaching, 3. reviewing.

The performance management process is a collaborative, communication-based process where employees and management work together to plan, monitor and review the employee’s objectives, long-term goals, job trajectory and comprehensive contribution to the company.

This process is continual, with regular sessions where both management and employees have the opportunity to give and receive feedback.

According to the Gallup State of the American Workplace study , only 22% of employees are engaged and thriving . Employees who are engaged and thriving are more likely to maintain strong work performance, even during difficult times. This also means that 78% of the workforce could do better work if only their organization had the right type of management process .

Some reasons cited in this study for lack of motivation are seeing less deserving employees receive promotions, lack of actionable feedback, and management not involving employees in goal setting. All of these taken together show the importance of the performance management process, and why each part of it must be done well for the process as a whole to succeed.

The performance management process, when done correctly, is designed to fix those problems in the workplace, setting employees up for success in achieving both their goals and overall company objectives.

Performance management process steps

The steps in the performance management process can be broken down into four broad categories: Planning, coaching, reviewing and rewarding. Each step is equally important, and together form the backbone of a company’s performance management process.

The first step of the performance management process is Planning .

1.1 The defining stage

The performance management process begins with the planning stage.

HR and management need to define the job itself, including a comprehensive description, long and short-term goals, identify key objectives and develop a clear metric for how those objectives and goals will be assessed.

Goals should be clear, done in the SMART format (specific, measurable, attainable, relevant, time-based) and clear performance standards should be set.

1.2 The feedback stage

Once management has completed the defining stage, employees should have the opportunity to give input on this material. They are the one doing their job and will have a key insight into what skills, competencies and goals will best assist the company to achieve organizational goals.

1.3 The approval stage

Management and employees both agree to the definition of the role, goals and objectives.

By making this first step of the performance management process collaborative, management sets the stage for the process as a whole to be collaborative, and the employee feels that they are involved in goal setting – an important thing, as evidenced by the Gallup study.

2.1 Organize meetings on a timely, regular basis

Once the parameters of the job and objectives for the future have been set, the next step of the performance management process begins.

The coaching process is extremely important and must be done on a regular basis. Meetings should be at least quarterly, although monthly meetings are the ideal.

2.2 Provide necessary training, coaching and solutions

These meetings should focus on solutions and coaching opportunities, rather than punitive measures for lackluster performance.

If accountability is made into a negative, then employees will avoid it rather than being honest about where they are struggling.

In some cases, management training in this area can be very helpful to an organization.

2.3 Solicit feedback on both sides

Management should be able to give – and receive – honest feedback and work with employees rather than adopting a combative stance. The ability to give actionable feedback is important here.

2.4 Revisit objectives as necessary

As the performance management process continues, management should revisit objectives to see if adjustments should be made, as well as pay attention to career development opportunities for their employees.

This step involves reviewing the overall performance of the employee, how well the process itself worked, and it also includes the reward – which is an extremely important part of the overall process.

3.1 Reviewing employee performance

At the end of the yearly performance management cycle , there should be an employee review, which is sometimes also called a performance appraisal. Typically, these are held once a year, to look at how well the employee performed over that span of time.

There should be a clear record from previous check-ins to show the employee’s progress throughout the year. The monthly check-ins are to help the employee with problem-solving, adjusting goals and other future-looking tasks. This performance review is the only step that looks backward, to assess the behavior of the past year.

3.2 Reviewing the performance management process

At this stage, it is important for both management and employees to look over the previous year and see how well the performance management process worked.

Questions that can be asked are:

• Were personal and organizational objectives met? If not, why?
• What challenges did the employee face?
• What training would help the employee perform better?
• How did management feedback help? If not, why?
• How could the process be made better?
• Was the time spent on this process effectively?

3.3 Reviewing overall goal completion

Of course, one of the main questions to answer is ‘did the employee reach their goals?’ How well did the employee succeed at the tasks given to them throughout the year?

It is important to look at both smaller and larger goals, as this can give an indication to problem areas where training or interventions can be applied.

3.4 Giving actionable feedback

A key part of the review is to give and receive feedback.

Management should give actionable feedback for the employee so that they know areas where they can improve future performance.

The employee should also be invited to give feedback on the process, and how management can do better on their end.

The last step in performance management process is Action .

4.1 Reward and recognition

The last step of the performance management process is the reward and recognition.

This step is absolutely key – employees will not stay motivated if they are given no reason to. This does not necessarily have to be monetary, although it likely will include monetary compensation. Other rewards could be new projects, company-wide recognition, time off, or leadership opportunities.

4.2 Setting the stage for next year’s performance management cycle

The end of the performance management cycle gives management and employees one last chance to offer feedback on the process as a whole and asks for thoughts and feedback for the planning stage for the next year’s cycle.

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What is performance management?

Performance management can help employees reach their full potential – both as individuals and as part of a larger team. Understanding what motivates each person is essential to achieving this goal, but it’s not always easy to discover and harness someone’s strengths. That’s why some employers today use talent management technology . It helps connect employees with the work that best suits their skill sets and allows employers to assess performance.

Table of Contents

Why is performance management important?

Elements of performance management, the performance management cycle, how do employers improve the performance management cycle, key features of effective performance management software, what is the future of performance management.

Employee performance can impact business performance. As employees develop and improve their skills, their employer might see increased productivity and business growth. One of the keys to this dynamic is having tools that can support continuous feedback and align strategic objectives.

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When it comes to performance management, some employers focus on goals, ratings, feedback or competencies. Others may emphasize performance acceleration and measurement using standardized, pre-established, job-related criteria.

A typical performance management cycle consists of the following stages:

• Planning Outlining job duties in advance can help employees better understand what needs to be accomplished so they can create appropriate timelines and goals. Planning ahead also helps set expectations for quality and accountability.
• Monitoring Progress reviews measure how well employees are meeting performance standards. If an employee falls short of the established targets, the employer can adjust unrealistic standards or provide strategies and assistance to help improve performance.
• Developing Providing development opportunities can strengthen job-related competencies and help employees keep pace with workforce trends. Examples include training courses, process improvements and assignments that introduce new skills or more responsibility.
• Rating Employers often use standardized rating systems to evaluate employees based on pre-established objectives and goals. The criteria must be valid, job-related and applied consistently to all employees. Comments and examples should also be included to support the rating.
• Rewarding Positive reinforcement can be a powerful motivational tool. Some businesses reward top performers with monetary incentives, such as gift cards and additional paid time off (PTO), or non-monetary incentives, such as a special parking spot.

Technology is one of the best ways to improve performance management. With a solution that has a full spectrum of capabilities, employers can:

• Have continuous conversations with employees and deliver feedback on their own schedule.
• Engage employees and managers to adopt intuitive performance processes and tools.
• Clarify priorities and the contributions necessary for both team and organizational success.
• Visualize the status of teams in real time and better identify their needs.

One of the goals of a performance management system is to create flexible performance processes that add value for both employers and employees. Key features to support this objective include:

• Touchpoints Delivered on-demand or via a schedule, touchpoints make it easier to give employees ongoing attention that recognizes excellent performance and identifies development opportunities when it matters.
• Talent insights Managers can assess the talent on their team – from risk and impact of loss to current performance and ratings – all in one actionable place.
• Pay for performance Managers can reward current performance efficiently and accurately, as well as plan for the future.
• Performance evaluation When it’s time to evaluate performance, employers may have access to the continuous and multi-rater feedback collected, giving them a complete view of goals, competencies and development activities.
• Career planning Easy-to-use tools enable employees to build their own profiles, explore potential positions and career options, and create compelling, forward-looking career plans to share with their managers.

In today’s changing world of work, employees expect more career development guidance from their employers. Here’s how performance management may continue to evolve in the years ahead:

• Employee goals will include personal objectives beyond their daily job responsibilities.
• In addition to annual reviews, managers will assess employee performance following the completion of each project.
• Empathy for the context in which work was completed will factor into performance ratings.
• Using technology, employees will receive feedback automatically and play a more active role in their development.
• The performance of teams will be measured separately from that of individual employees.

Frequently asked questions about performance management

What are the types of performance management.

Performance management may involve performance acceleration, which is how managers maximize productivity, and performance measurement, which assesses how well employees perform using a standardized, job-related, pre-established appraisal system.

What are examples of performance management?

Examples of performance management include, but are not limited to goal setting, training and skills development, manager and employee check-ins, performance appraisals, and rewards.

This article is intended to be used as a starting point in analyzing performance management and is not a comprehensive resource of requirements. It offers practical information concerning the subject matter and is provided with the understanding that ADP is not rendering legal or tax advice or other professional services.

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Managing Employee Performance

For most organizations in the United States, performance reviews are used to support decisions related to training and career development, compensation, transfers, promotions, and reductions-in-force or employment termination. Generally, the performance review process includes setting clear and specific performance expectations for each employee and providing periodic informal and/or formal feedback about employee performance relative to those stated goals. Recent trends, however, include a less formalized process focusing on more feedback and coaching, rather than a time-consuming paper trail. See  Performance Management that Makes a Difference: An Evidence-Based Approach and Viewpoint: A New Way of Looking at Performance Management .

Overview Legal Issues Communication Elements of Performance Management Auditing and Evaluating the Performance Management Systems Tools and Samples

The performance management process is often linked with other organizational systems such as:

• Strategic planning. Many long-term workforce planning models use performance management measurements to assess the "quality" of the workforce and whether the organization is attracting and retaining talented workers.
• Total compensation. Most organizations use performance measurements as the basis for pay-for-performance compensation processes.
• Individual and team development. An individual development plan (IDP, also known as a career development plan) is often used in conjunction with the performance review process as a final documented step to assist employees in goal setting and individual development that will serve to advance their career and promotional opportunities.
• Succession planning. Performance data over time are vital inputs for long-term planning for future organizational leadership.
• HR technology systems. Many organizations use software applications to manage the processes associated with goal setting, performance review and performance improvement plans. See  Performance Management Platforms Keeping Pace with Appraisal Trends .

The HR department is key to efficient administration of the performance management system. Having an educated HR team that is well-prepared to train the organization's managers and to assist them when issues arise is critical. See  Performance Management Training

Legal Issues

Federal, state and local laws that prohibit discrimination in terms and conditions of employment all apply to a covered organization's performance management policies and practices. Accordingly, organizations should take all appropriate steps, based on advice from counsel, to ensure that both the design and the implementation of their performance management systems do not run afoul of equal employment opportunity laws and regulations.  

While private-sector employers are not required to have performance appraisal systems, federal agencies are, under 5 CFR 430.204 . See  Performance Management, Legal Citations . State laws for public employers may also make similar requirements.

Communication

Organizations can prevent or remedy many performance problems by ensuring that two-way conversations occur between managers and employees, resulting in a complete understanding of what is required, when it is required and how everyone's contribution measures up. Everyone benefits when:

• The employee knows exactly where he or she stands in relation to achieving goals and reaching performance milestones that contribute to career development, promotions and more.
• The manager gains insights into the motivations of the people working for him or her through the required conversations.
• The organization retains motivated employees who understand their role and the roles of others in contributing to the overall success of the organization.

Elements of Performance Management

Effective performance management systems typically include the following three broad elements: goal setting, performance review and a performance improvement process. Employers may use a multitude of options in the execution of the performance management process, but an effective system will incorporate the three basic elements in some form.

Element one: Goal setting

Goal setting is a process of establishing objectives to be achieved over a period of time. It is the performance criteria an employee will be evaluated against. Performance goals for individual employees should ideally align with organizational goals.

Common types of goals include the following:

• Job description goals. Goals may be based on the achievement of a pre-established set of job duties from the description. These goals are expected to be accomplished continuously until the job description changes. Examples might be financial, customer oriented, or process- or system-oriented goals.
• Project goals. Goals may be based on achievement of a project objective. These goals may be set for a single year and changed as projects are completed. Job description and project goals are "what" needs to be accomplished.
• Behavioral goals. Goals may be based on certain behaviors. These goals are expected to be accomplished continuously. Behavioral goals are "how" things need to be accomplished.
• Stretch goals. Goals that are especially challenging to reach are sometimes referred to as stretch goals. Stretch goals are usually used to expand the knowledge, skills and abilities of high-potential employees

In addition to focusing only on a few major goals during a single year, the goals should be SMART:

• S pecific, clear and understandable.
• M easurable, verifiable and results-oriented.
• A ttainable, yet sufficiently challenging.
• R elevant to the mission of the department or organization.
• T ime-bound with a schedule and specific milestones.

Finally, effective goals should be participative. Both manager and individual should be involved in the development of goals to ensure understanding and commitment. Goals should be documented, available for review, managed on a continuous basis and acknowledged. Goals should be flexible enough to account for changing conditions.

Examples of effective goals include statements such as these:

• Increase revenue by 10 percent during the first quarter.
• Reduce office expenses by 25 percent as compared with the prior year's actual costs.
• Decrease employee absences from three days to one day per quarter.

See  Setting Goals and Objectives Training

Element two: Performance review

Performance review is the process of assessing an employee's progress toward goals. Strengths and weaknesses of all employees are recorded regularly so that the organization can make informed and accurate decisions regarding an employee's contribution, career development, training needs, promotional opportunities, pay increases and other topics. Performance review and evaluation involve the objective and subjective consideration of how to measure and evaluate employee performance results.

Recommendations for an effective performance review process include:

• A feedback process that is continuous and timely throughout the review period so that employees know how they are doing and what is expected.
• A dialogue that includes performance feedback measured against clear and specific goals and expectations established at the outset of the performance management cycle.
• A process for acknowledging the outcomes of the performance review process that is documented between the manager and the employee.
• A two-way individual conversation between the manager and the employee (preferably face-to-face) at least once a year.

Rethinking Stale Performance Management Practices

Ratingless Reviews and Pay Practices

How to Make Ratingless Performance Management Systems Work

Common Types of Performance Review Systems

Regardless of the type or format of the selected method to review an employee's behavioral and work expectations, clear definitions of each level of performance must be provided. Raters should be provided with examples of behaviors, skills, measurements and other performance factors to assist them in evaluating an employee. Several types of performance review systems are in common use. Each system has its benefits and drawbacks.

• Ranking. Ranking systems list all employees in a designated group from highest to lowest in order of performance. The primary drawback is that quantifying the differences in individual performance is difficult and may involve drawing very narrow—if not meaningless—distinctions.
• Forced distribution. The ratings of employees in a particular group are disbursed along a bell curve, with the supervisor allocating a certain percentage of the ratings within the group to each performance level on the scale. The actual distribution of employee performance may not resemble a bell curve, so supervisors may be forced to include some employees at either end of the scale when they would otherwise place them somewhere in the middle.
• 360-degree feedback. This process collects information from the employee's supervisor, colleagues and subordinates about an individual's work-related behavior and its impact. Other names for this approach include multirater feedback, multisource feedback or group review. This form of appraisal is widely favored for employee development purposes.
• Competency-based. This type of system focuses on performance as measured against specified competencies (as opposed to specific tasks or behaviors) that are identified for each position.
• Management by objectives. Management by objectives (MBO) is a process through which goals are set collaboratively for the organization, various departments and each individual member. Employees are evaluated annually based on how well they have achieved the results specified by the goals. MBO is particularly applicable to nonroutine jobs, such as those of managers, project leaders and individual contributors.
• Graphic rating scales. Graphic rating scale (GRS) appraisals list several factors, including general behaviors and characteristics (e.g., attendance, dependability, quality of work, quantity of work and relationships with people) on which a supervisor rates an employee. The rating is usually based on a scale of three to five gradations (e.g., unsatisfactory, marginal, satisfactory, highly satisfactory and outstanding). This type of system allows the rater to determine the performance of an employee along a continuum. Because of its simplicity, GRS tends to be one of the most frequently used forms of performance appraisal.
• Behaviorally anchored rating scales. Behaviorally anchored rating scales (BARSs) attempt to assess employee behavior rather than specific characteristics. The appraisal tool generally contains a set of specific behaviors that represent gradations of performance and are used as common reference points, called "anchors," for rating employees on various job dimensions. Developing a BARS assessment tool is time-consuming and expensive because it is based on extensive job analysis and the collection of critical incidents for each specific job.

Common Performance Rating Errors

Regardless of the review system used, a variety of common rater errors exist. HR should take the lead to train managers on recognizing and ameliorating their effect on the system. Common errors include:

• Lack of differentiation . Because raters often lack the confidence to defend their ratings or are reluctant to pass judgment, they may rate everyone pretty much the same. This approach can take the form of leniency (everyone gets high ratings), severity (everyone gets low ratings) or a universal feeling that everyone is doing just fine (and everyone gets rated in the middle). A reluctance to differentiate can often be attributed to poor training or the failure of an organization to clarify that performance-based judgments are a critical part of the managerial role.
• Recency effect . When managers are not diligent in continuously measuring performance, providing feedback and documenting results, they often cannot remember the earlier part of the performance period. As a result, they weigh the most recent events too heavily.
• Halo/horns effect . The "halo" and "horns" effects occur when an employee is highly competent or incompetent in one area, respectively, and the supervisor rates the employee correspondingly high or low in all areas.
• Personal bias/favoritism . Some managers may allow their impressions of employees or their personal feelings about them to dominate the performance rating process.
• Inaccurate information/preparation . Managers sometimes fail to take the time to solicit relevant information about the employee's actual performance from those who work most directly with the employee, resulting in an inaccurate assessment.

Element three: Performance improvement plans

The use of a performance improvement plan (PIP) can range from employees who may be new to a role or who are unclear on performance expectations to employees who are regularly falling short of meeting performance expectations and whose performance may necessitate the beginning of a progressive discipline process regarding the performance level.

The document used to guide the process is a critical tool as it helps facilitate performance discussions, records areas of concern and ways to correct them, and serves as legal and decision-making documentation. The format of the PIP will vary by employer and should include the following components:

• Employee information.
• Relevant dates.
• Description of performance discrepancy/gap.
• Description of expected performance.
• Description of actual performance.
• Description of consequences.
• Plan of action.
• Signatures of the manager and the employee.
• Evaluation of plan of action and overall performance improvement plan.

A statement regarding expectations for sustained or consistent performance should be included to ensure that true performance improvement has been attained. This documentation may also prove helpful in protecting the employer should performance fail to meet expectations and should further disciplinary action need to be taken. If the PIP is part of a progressive discipline process that may eventually lead to termination of employment, language in the document should specify that termination is a possible consequence of failure to meet expectations and that it may occur with or without the employee's signature on the PIP. The employee should clearly understand the consequences of not meeting the goals outlined in the PIP. See  How to Establish a Performance Improvement Plan

Auditing and Evaluating the Performance Management Systems

An organization's leaders may believe that their performance management system is functioning as it should. However, as with any system of business practices, employees' perceptions and experiences with it may be very different.

Accordingly, HR must continuously evaluate the system to determine if it is effective and to identify opportunities for improving it. Perception is reality when it comes to employee and managerial acceptance of a performance management process.

A good way to determine whether the system is being used consistently and administered fairly is to conduct an independent audit of the way the appraisal system affects various groups of employees. Adverse impact on a protected class raises legal concerns, but adverse impact on any group should raise equity concerns. HR must take the responsibility for monitoring the system outcomes to make certain that all employees are being treated in a consistent and fair manner, and that the system is supporting organizational goals.

Common Problems

Many of the problems commonly associated with performance management systems are similar to those that beset any other organizational initiative, but with potentially much greater consequences.

Lack of top management support

If senior management does not send a message to managers and supervisors that the process of rating employee performance is a valuable use of their time, they are likely either to fail to commit the time or simply to fill out the forms but not engage in the important discussions with their employees. Unless senior management actively participates in the process and takes primary responsibility for it, managers and employees will remain unsure of its value.

Perception of the process as time-consuming "busywork"

Without an organizational commitment to the process and a clear understanding of how it contributes strategically to the organization's successful performance, managers will view it as "busywork" of little value and a waste of time.

Failure to communicate clear and specific goals and expectations

A manager's specific expectations must be clear for an employee to be able to implement an agreed-on goal. Goals can direct attention, increase persistence and motivate the development of strategies or plans to attain those goals. Clarifying and discussing the performance goals for the coming year is a valuable use of a manager's time and will help avoid miscommunication and surprises. Follow-up communications can be used to reinforce specific goals and to serve as reminders to employees about their progress.

Lack of consistency

In most organizations, some managers are perceived as "tough" and others as "easy." This inconsistency may result in varied interpretations of an organization's performance rating scale as applied to employees in different groups. Therefore, HR should train managers in using the rating system so that inconsistencies do not occur. Despite training and the best of intentions, differences in the interpretation and application of the rating scale are almost inevitable. Accordingly, some organizations apply higher levels of review to calibrate ratings across a larger group or even an entire workforce. Organizations can develop a calibration system to ensure consistency between raters, between different departments and between jobs.

Additional Resources

What You Need to Know About Performance Appraisals

Performance Appraisal: Self Appraisal

360 Degree: Manager Effectiveness Evaluation

360 Degree Feedback: Request for Leadership Behaviors

Performance Appraisal: Completed Appraisal Form

Performance Improvement Plan (PIP) #1

Performance Improvement Plan (PIP) #2

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Performance Management Cycle

Performance management involves much more than just assigning ratings. It is a continuous cycle that involves:

• Planning work in advance so that expectations and goals can be set;
• Monitoring progress and performance continually;
• Developing the employee's ability to perform through training and work assignments;
• Rating periodically to summarize performance and,
• Rewarding good performance.

Related Information

• Performance Management Tips for a Hybrid Workplace
• Tips for Employees (non-supervisory)
• Tips for Supervisors
• Tips for Leadership
• Tips for Technology

"Planning" means setting performance expectations and goals for groups and individuals to channel their efforts toward achieving organizational objectives. It also includes the measures that will be used to determine whether expectations and goals are being met. Involving employees in the planning process helps them understand the goals of the organization, what needs to be done, why it needs to be done, and how well it should be done.

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On This Page

• Staff Recommendations
• Advice and Guidance
• Performance Plans
• Goalsetting

"Monitoring" means consistently measuring performance and providing ongoing feedback to employees and work groups on their progress toward reaching their goals. Ongoing monitoring provides the opportunity to check how employees are doing and to identify and resolve any problems early.

"Developing" means increasing the capacity to perform through training, giving assignments that introduce new skills or higher level of responsibility, improving work processes, or other methods. Development efforts can encourage and strengthen good performance and help employees keep up with changes in the workplace.

"Rating" means evaluating employee or group performance against the elements and standards in an employee's performance plan, summarizing that performance, and assigning a rating of record.

"Rewarding" means providing incentives to and recognition of employees, individually and as members of groups, for their performance and acknowledging their contributions to the agency's mission. There are many ways to acknowledge good performance, from a sincere "Thank You!" for a specific job well done to granting the highest level, agency-specific honors and establishing formal cash incentive and recognition award programs.

• Nonmonetary Awards
• Rating-based Awards

2000+ Performance Review Phrases: The Complete List (Performance Feedback Examples)

By Andre Wyatt on January 24, 2021 — 79 minutes to read

• Collaboration and Cooperation Part 1
• Commitment and Professionalism Part 2
• Attendance and Punctuality Part 3
• Quality of Work and Productivity Part 4
• Adaptability Part 5
• Communication and Interpersonal Skills Part 6
• Creativity and Innovation Part 7
• Accountability Part 8
• Customer Focus and Customer Satisfaction Part 9
• Decision-Making and Problem-Solving Part 10
• Dependability and Reliability Part 11
• Ethics and Integrity Part 12
• Flexibility Part 13
• Goal-Setting Part 14
• Initiative Part 15
• Job Knowledge Part 16
• Judgment Part 17
• Listening Skills Part 18
• Leadership and Mentoring Part 19
• Management Style and Supervision Part 20
• Organizing and Planning Part 21
• Teamwork Part 22
• Technical Skills Part 23
• Time Management Part 24
• Training Ability Part 25
• Attitude Part 26
• Critical Thinking Part 27
• General Phrases Part 28

Part 1 Collaboration and Cooperation

Meets or exceeds expectations.

✓ He helps coworkers with their tasks even if they are outside his direct responsibility.

✓ He always assists coworkers that are having difficulty with their tasks.

✓ He promotes cooperation well to ensure staff work as a team to meet deadlines.

✓ He offers assistance willingly.

✓ He accepts constructive criticism positively.

✓ He can be counted on to carry out assignments with careful follow-through and follow-up.

✓ He volunteers to help other teams that need assistance meeting their goals.

✓ He readily shares information and resources with coworkers.

✓ He makes an effort to understand different perspectives and find common ground.

✓ He acknowledges others’ contributions and gives credit where credit is due.

✓ He helps resolve conflicts constructively by listening to all sides.

✓ He treats all coworkers, regardless of role or level, with equal respect.

✓ He keeps others informed of his progress so they can provide input.

✓ He compromises when necessary to reach agreements beneficial to all.

✓ He respects others’ time by communicating delays and being punctual.

✓ He supports team decisions even if they differ from his own viewpoints.

✓ He welcomes new coworkers and helps them learn their roles quickly.

✓ He identifies opportunities for coworkers to collaborate effectively.

✓ He brings people together around shared goals rather than divisions.

✓ He considers multiple viewpoints when evaluating alternatives and solutions.

✓ He facilitates cooperation across departments and organizational boundaries.

✓ He helps orient newcomers to workplace norms, policies and best practices.

✓ He takes initiative to maintain positive working relationships with others.

✓ He takes an active interest in coworkers’ work and helps where needed.

✓ He expresses appreciation for others’ contributions to the team’s success.

✓ He keeps an open mind and is willing to re-evaluate his own assumptions.

✓ He acknowledges his own limitations and involves others as needed.

✓ He makes the needs of the team a priority over his own preferences.

✓ He shares credit liberally and deflects praise onto coworkers.

✓ He makes the effort to connect with coworkers outside of work responsibilities.

✓ He advocates for the team’s interests when interacting with other groups.

✓ He helps foster an environment where people want to cooperate and help each other.

✓ He brings out the best in coworkers through respect, support and positivity.

✓ He makes cooperation and collaboration a regular part of his work approach.

See also: 200+ Performance Review Phrases for Professionalism, Collaboration and Cooperation, Punctuality

Below Expectations

✗ He is not a willing team player and prefers to work individually.

✗ He is unwilling to assist coworkers, even when asked.

✗ He is professional in his work but is unwilling to give advice to others.

✗ He shows himself to be a person who does not want to work with others.

✗ He is the person least likely to offer assistance when needed.

✗ He easily takes on new tasks well but fails to communicate with and train others.

✗ He hoards information and resources rather than sharing them.

✗ He dismisses others’ viewpoints without consideration.

✗ He takes credit for joint work without acknowledging contributions.

✗ He argues his point of view rather than seeking agreement.

✗ He makes no effort to understand perspectives different than his own.

✗ He shows favoritism towards certain coworkers.

✗ He keeps teammates uninformed about his progress and plans.

✗ He is unwilling to compromise on issues important to others.

✗ He misses deadlines without communicating delays appropriately.

✗ He undermines group decisions that don’t align with his preferences.

✗ He does not help new coworkers or ensure they understand their roles.

✗ He fails to identify ways for coworkers to work together effectively.

✗ He allows disagreements to divide the team rather than unite them.

✗ He considers only his perspective rather than many viewpoints.

✗ He does not facilitate cooperation between departments.

✗ He does not help orient newcomers or introduce workplace standards.

✗ He does little to build positive relationships with coworkers.

✗ He is uninterested in others’ work and does not offer assistance.

✗ He fails to acknowledge others’ contributions to success.

✗ He is closed-minded and does not rethink his assumptions.

✗ He takes on too much himself rather than involving others.

✗ He prioritizes his self-interests over the team’s needs.

✗ He takes credit for himself and does not recognize others.

✗ He is detached from coworkers outside of work responsibilities.

✗ He does not represent the team’s interests to other groups.

✗ He fosters an individualistic rather than cooperative culture.

✗ He fails to bring out the best in coworkers.

✗ Cooperation is not a regular part of his work approach.

See also: 200+ Performance Review Phrases for Professionalism, Collaboration and Cooperation, Punctuality Related: 26 Example Paragraphs for Performance Reviews [Positive & Negative Feedback]

Part 2 Commitment and Professionalism

✓ He is self-motivated and strives to complete all his tasks on time.

✓ He is a perfectionist. He does not stop until he has produced excellent results.

✓ He shows significant interest in his job and he constantly generates new ideas.

✓ He has a high level of professional knowledge of his job.

✓ He takes initiative and finds ways to continuously improve his work.

✓ He maintains a positive attitude even during difficult or stressful times.

✓ He takes pride in his work and strives for the highest quality outcomes.

✓ He maintains up-to-date knowledge in his field through ongoing learning.

✓ He approaches problems with care, diligence and a solutions-oriented mindset.

✓ He consistently delivers work that exceeds expectations for his role.

✓ He demonstrates passion for his profession and enthusiasm for his work.

✓ He represents the organization professionally in all interactions.

✓ He pays close attention to details and catches and fixes errors.

✓ He takes responsibility for his work and does not make excuses.

✓ He meets all deadlines through effective time management.

✓ He seeks to continuously improve processes and find efficiencies.

✓ He maintains professional composure even under pressure.

✓ He is dedicated to serving organizational goals and priorities.

✓ He is highly organized and ensures all work is well documented.

✓ He is proactive about anticipating problems and developing solutions.

✓ He takes on extra responsibilities without being asked.

✓ He is willing to work extra hours if needed to complete tasks.

✓ He maintains a high-quality portfolio of work accomplishments.

✓ He seeks feedback to further improve his skills and performance.

✓ He sets an example of excellence that motivates high performance.

✓ He displays leadership and mentors less experienced coworkers.

✓ He demonstrates full commitment to the organization’s success.

✓ He is passionate about his field and continuously expands his expertise.

See also: 200+ Performance Review Phrases for Commitment and Professionalism, Collaboration, Punctuality

✗ He fails to perform his required duties.

✗ He takes excessive breaks and is reluctant to perform his duties.

✗ He often attempts to leave the workplace early.

✗ He fails to show any real interest in his job.

✗ He is rarely on time and his appearance is untidy.

✗ He misses deadlines and does not take responsibility.

✗ His work is sloppy and does not meet quality standards.

✗ He makes excuses when errors occur or problems arise.

✗ He is resistant to feedback and does not take it constructively.

✗ He shows little initiative and relies heavily on supervision.

✗ His knowledge in his field is outdated or insufficient.

✗ He represents the organization unprofessionally to others.

✗ He fails to anticipate issues and leaves problems for others.

✗ He avoids extra responsibilities and passes off work to others.

✗ He is unwilling to work additional hours when required.

✗ He does not document or organize work effectively.

✗ He shows a lack of dedication to organizational goals.

✗ He is disorganized and loses or misfiles important documents.

✗ He displays a poor attitude that negatively impacts others.

✗ He is not punctual and misses meetings or appointments.

✗ His portfolio lacks substance and accomplishments.

✗ He is closed to feedback and does not seek to improve.

✗ He shows lack of passion for his profession or field.

✗ He fails to set a positive example for others.

See also: 200+ Performance Review Phrases for Commitment and Professionalism, Collaboration, Punctuality Related: 28 Essential Areas of Improvement for Employees [with Examples]

Part 3 Attendance and Punctuality

✓ His performance is always reliable and he follows his work schedule well.

✓ He manages his schedule well. He fully completes all tasks assigned to him for the week.

✓ He sets a standard by his perfect attendance.

✓ He is the ideal employee who arrives to work and leaves on time. He also takes his breaks as per his schedule.

✓ He arrives at work every day fully prepared to tackle his responsibilities.

✓ He is reliable and there are no concerns with his attendance.

✓ He is punctual for work and meetings.

✓ He always arrives to work prepared.

✓ He notifies managers well in advance of any planned time off.

✓ He makes arrangements to ensure coverage of responsibilities during absences.

✓ He is present and engaged during all scheduled working hours.

✓ He arrives early to prepare for the day and stays late to complete work.

✓ He adheres strictly to scheduled start and end times each day.

✓ He is always ready to start work promptly at the scheduled time.

✓ He schedules personal appointments outside of working hours.

✓ He coordinates schedules with coworkers to avoid disruption.

✓ He is an exemplary role model for attendance standards.

✓ He ensures tasks are covered when absent through contingency plans.

✓ He is always on time for scheduled shifts, meetings and deadlines.

✓ His attendance and punctuality are impeccable year after year.

✓ He is committed to being present and productive during work hours.

✓ His schedule is optimized to maximize productivity and availability.

✓ He takes initiative to swap shifts to meet organizational needs.

✓ He is reliable in unpredictable or emergency situations.

✓ His attendance creates a standard that motivates others.

✓ He communicates clearly about his availability and schedule.

✓ His attendance record is exemplary with no issues to address.

See also: 200+ Performance Review Phrases for Professionalism, Collaboration, Attendance and Punctuality

✗ He has an inconsistent attitude that often negatively affects the team.

✗ He follows the appropriate schedule but he is often late returning from off-site activities which negatively impacts his coworkers.

✗ He does not meet the attendance standards for punctuality.

✗ He does not return communications in a timely manner.

✗ He is often late for work and does not follow the attendance policy.

✗ He takes unapproved time off or exceeds allotted paid leave.

✗ He is frequently absent or late with no advance notification.

✗ He leaves early or takes extended breaks without permission.

✗ His schedule is unpredictable and disrupts coworkers’ work.

✗ He does not make arrangements when absent and work piles up.

✗ He misses deadlines and appointments due to poor time management.

✗ He arrives late to meetings and appointments on a regular basis.

✗ His tardiness and absenteeism set a negative example for others.

✗ He is frequently unavailable during scheduled working hours.

✗ He takes unscheduled days off at short notice.

✗ His schedule requires excessive supervision and follow up.

✗ He fails to follow attendance and punctuality policies.

✗ His whereabouts and availability are unpredictable.

✗ He does not respond to communications in a timely manner.

✗ His inconsistent schedule disrupts operations.

✗ His attendance record demonstrates repeated issues.

Part 4 Quality of Work and Productivity

✓ He is a detail minded person and his work is always completed with high quality.

✓ He always maintains a high level of accuracy in his work.

✓ He maintains a good standard of work aligned with a high level of productivity.

✓ He takes on new responsibilities with minimal guidance or direction.

✓ He has a strong grasp and understanding of his job responsibilities.

✓ He always maintains accuracy in his work.

✓ He never neglects any detail of any task given to him.

✓ His good performance level is highly appreciated. His work is high quality and accurate.

✓ He developed a [program/initiative] that delivered [x] results.

✓ He improved output/production by [x]%.

✓ He exceeded start of year goals by [number].

✓ He provides consistent results that clients or customers can always count on.

✓ He efficiently completes tasks well ahead of deadlines.

✓ He takes initiative to improve processes and increase efficiency.

✓ His work requires little to no rework or corrections.

✓ He delivers work that sets a high standard for others.

✓ He maintains meticulous records and documentation.

✓ He finds innovative solutions to complex problems.

✓ His work product exceeds the requirements of his role.

✓ He completes extra tasks above his normal duties.

✓ Customers and clients consistently praise his work.

✓ He achieves results above performance targets.

✓ He delivers work on time and within budget.

✓ His solutions are well thought out and long lasting.

See also: 300+ Performance Review Phrases for Quality of Work and Productivity, Adaptability, Communication

✗ He rarely achieves his monthly performance targets.

✗ He produces a higher defect rate than his peers.

✗ His work does not comply with the required output standards.

✗ He demonstrates a low level of knowledge of the required work procedures.

✗ He is reluctant to take on new responsibilities.

✗ He is unable to concentrate on his work.

✗ He is unaware of his job requirements.

✗ The quality of his work is unreliable.

✗ He fails to spend sufficient time to check his work before submission.

✗ He is unable to perform his job without assistance.

✗ His lack of concentration results in a high level of errors.

✗ His work doesn’t pass inspection by other team members.

✗ He doesn’t pay attention to the details of the tasks he is assigned.

✗ He overlooks key requirements given to him for his tasks.

✗ He fails to meet basic quality standards.

✗ His work requires excessive corrections.

Part 5 Adaptability

✓ He maintains a calm and composed demeanor under stressful situations.

✓ He acknowledges and recognizes any proposal for change.

✓ He promptly tackles changes while completing his assignments.

✓ He welcomes criticism that will help to improve the business.

✓ He is willing to look for more effective methods to conduct business.

✓ He adjusts his approach when facing obstacles.

✓ He considers different perspectives before deciding on a course of action.

✓ He incorporates feedback into improving his work methods.

✓ He remains open-minded towards new ideas and suggestions.

✓ He readily accepts additional responsibilities when needed.

✓ He is flexible enough to take on varied tasks.

✓ He adapts his communication style to different personalities.

✓ He makes necessary adjustments to changing priorities.

✓ He alters his approach based on the situation’s unique demands.

✓ He tailors his solutions according to the target audience.

✓ He reworks procedures in response to shifting business needs.

✓ He modifies plans readily in light of new information.

✓ He fine-tunes methods to optimize performance.

✓ He varies his problem-solving techniques for differing issues.

✓ He adjusts easily to new teams and working environments.

✓ He alters traditional methods when more effective options emerge.

✓ He diversifies his skill set through ongoing training.

✓ He reconsiders solutions in response to changing needs.

✓ He tweaks established processes with new developments.

✓ He modifies deadlines and timelines to accommodate alterations.

✓ He reworks content for various presentation formats.

✓ He streamlines operations by refining ineffective practices.

✓ He upgrades skills continuously to stay ahead of changes.

See also: Performance Review Phrases for Quality of Work, Adaptability, Communication

✗ He is slow to confront any changes.

✗ He is unwilling to accept even minor changes.

✗ He is easily confused about “out of plan” changes.

✗ He is unwilling to accept last-minute changes.

✗ He struggles adjusting to unexpected obstacles.

✗ He resists considering different viewpoints.

✗ He fails to incorporate constructive criticism.

✗ He dismisses new ideas without proper evaluation.

✗ He declines additional responsibilities outside his scope.

✗ He struggles shifting between diverse tasks.

✗ He uses a rigid communication approach.

✗ He has difficulty adjusting to shifting priorities.

✗ He applies a one-size-fits-all solution method.

✗ He struggles tailoring solutions for different audiences.

✗ He is slow to modify procedures in response to changes.

✗ He fails to update plans with new information.

✗ He does not fine-tune methods for better performance.

✗ He uses a standardized problem-solving approach.

✗ He has difficulties adjusting to new teams and environments.

✗ He clings to outdated methods despite better options.

✗ He fails to expand his skillset through ongoing learning.

✗ He is slow to reconsider solutions that no longer fit.

✗ He uses a one-size-fits-all communication style.

✗ He resists tweaking processes for new developments.

✗ He does not refine strategies in line with market changes.

✗ He teaches all learners uniformly regardless of needs.

✗ He is inflexible about deadlines and timelines.

✗ He presents content in a rigid format.

✗ He clings to ineffective practices rather than streamline.

✗ He fails to upgrade skills to adapt to changes. See also: Performance Review Phrases for Quality of Work, Adaptability, Communication

Part 6 Communication and Interpersonal Skills

✓ His communication skills, both verbal and written, are highly effective.

✓ He is a friendly communicator and has built a rapport with every division in the company.

✓ His positive attitude and willingness to listen are highly appreciated by her coworkers.

✓ He regularly gives constructive feedback.

✓ He makes new employees feel welcome.

✓ He provides accurate and timely information, both written and orally.

✓ He actively listens to others.

✓ He involves others in problem solving.

✓ He provides clear instructions and expectations.

✓ He accepts criticism, is open to new ideas, and handles conflict constructively and diplomatically.

✓ He articulates ideas in a clear and organized manner.

✓ He communicates effectively with all levels of staff.

✓ He establishes rapport easily with both internal and external contacts.

✓ He shares credit and recognizes others’ contributions.

✓ He gives and receives feedback professionally and productively.

✓ He builds strong working relationships across departments.

✓ He expresses empathy when listening to others.

✓ He facilitates discussions to reach agreement.

✓ He communicates appropriately for each audience and situation.

✓ He addresses concerns respectfully and seeks mutually agreeable solutions.

✓ He presents information compellingly to different groups.

✓ He encourages open dialogue and the sharing of perspectives.

✓ He mediates disagreements constructively to find common ground.

✓ He maintains an approachable demeanor to foster collaboration.

✓ He keeps others informed proactively through regular updates.

✓ He clarifies expectations to ensure shared understanding.

✓ He negotiates diplomatically to reach mutually agreeable solutions.

✓ He fosters an environment of trust and respect among colleagues.

✓ He expresses disagreement respectfully and proposes alternative options.

✓ He welcomes diverse viewpoints and new ideas from all levels.

✓ He facilitates cooperation across teams to accomplish goals.

✓ He connects people to build new relationships and opportunities.

✓ He keeps an open door to address any staff concerns constructively.

✓ He makes others feel heard by paraphrasing their perspectives.

✓ He brings people together, finds common ground and moves discussion forward productively.

✓ He acknowledges others effectively to build morale and engagement.

✓ He resolves interpersonal issues diplomatically to maintain cohesion.

✓ He keeps an even temper when under pressure or during disagreement.

See also: Performance Review Phrases for Communication and Interpersonal Skills

✗ He fails to communicate with his team members in an effective way.

✗ He must improve his foreign language skills.

✗ He is not adept at documenting verbal communication. He should work on this skill over the next 90 days.

✗ He should communicate project status updates more frequently.

✗ Many of his coworkers see him as unapproachable.

✗ He needs to work on listening to others.

✗ He works well with members of his own team, yet he has an “us” against “them” mentality when it comes to others within the company.

✗ He struggles articulating ideas clearly.

✗ He fails to communicate effectively across levels.

✗ He has difficulty establishing rapport externally.

✗ He takes credit individually rather than recognizing others.

✗ He gives feedback in an unproductive manner.

✗ He lacks strong working relationships across departments.

✗ He does not show empathy when others speak.

✗ He does not facilitate discussions to reach agreement.

✗ He uses an inappropriate communication style.

✗ He fails to address concerns respectfully to find solutions.

✗ He presents information poorly to different groups.

✗ He discourages open dialogue and sharing of perspectives.

✗ He handles disagreements in an unconstructive manner.

✗ He maintains an inapproachable demeanor.

✗ He fails to provide regular updates proactively.

✗ He lacks clarity on expectations.

✗ He negotiates in an adversarial rather than cooperative spirit.

✗ He fosters an environment lacking trust and respect.

✗ He expresses disagreement disrespectfully.

✗ He discourages diverse viewpoints and new ideas.

✗ He fails to facilitate cooperation across teams.

✗ He does not connect people to build opportunities.

✗ He is inaccessible to address staff concerns.

✗ He does not acknowledge others’ perspectives.

✗ He moves discussions in an unproductive direction.

✗ He fails to acknowledge others effectively.

✗ He loses his temper during disagreement or pressure. See also: Performance Review Phrases for Communication and Interpersonal Skills

Part 7 Creativity and Innovation

✓ He shows that he can develop creative solutions to solve problems.

✓ He thinks outside the box to find the best solutions to a particular problem.

✓ He regularly contributes suggestions on how to improve company processes.

✓ He constantly searches for new ideas and ways to improve efficiency.

✓ He has launched creative initiatives such as [specific example].

✓ He creates breakthrough and helpful ideas in meetings.

✓ When we face difficulty, we are sure that we can rely on her for a helpful and creative solution.

✓ He is a creative person. When problems occur, he is often the first person who thinks and finds the most effective solutions to deal with them perfectly.

✓ He develops innovative concepts for new products and services.

✓ He approaches challenges with an imaginative mindset.

✓ He generates fresh perspectives on existing problems.

✓ He encourages his team to think creatively and come up with innovative solutions.

✓ He fosters a culture of creativity and innovation within his team.

✓ He recognizes and rewards creative thinking and innovation within his team.

✓ He provides opportunities for his team to develop their creativity and innovation skills.

✓ He collaborates with his team to generate new and innovative ideas.

✓ He is willing to experiment with new approaches or ideas, which enables the team to innovate.

✓ He seeks out new and innovative solutions to problems.

✓ He is receptive to feedback or suggestions from his team regarding creative solutions.

✓ He prioritizes creativity and innovation in his team’s goals and objectives.

✓ He invests in training or development programs to enhance his team’s creativity and innovation skills.

✓ He provides a safe and supportive environment for his team to take creative risks.

✓ He encourages his team to challenge the status quo and think outside the box.

✓ He recognizes and appreciates the value of creative thinking and innovation in achieving business goals.

✓ He is proactive in seeking out new and innovative opportunities for the team.

✓ He provides the necessary autonomy and freedom for his team to explore creative solutions.

✓ He empowers his team to take ownership of their creativity and innovation efforts.

✓ He recognizes and addresses barriers that may hinder his team’s ability to be creative and innovative.

✓ He provides the necessary support and resources for his team to implement creative solutions.

✓ He fosters a culture of experimentation and learning from failure.

✓ He is able to adapt to changing circumstances and find creative solutions to new challenges.

✓ He consistently comes up with fresh and innovative ideas to improve business operations.

✓ He inspires his team to think creatively and embrace new ideas.

✓ He is able to balance creativity with practicality to find effective solutions.

✓ He is skilled at identifying opportunities for innovation and implementing them successfully.

✓ He encourages a collaborative approach to problem-solving, which leads to creative solutions.

✓ He is able to communicate complex ideas in a clear and creative manner.

✓ He is passionate about exploring new ideas and finding innovative solutions to problems.

See also: 242 Performance Appraisal Examples (Creativity, Accountability, Customer Satisfaction)

✗ He does not care about the creative side of his team and always ignores the innovate employees reporting to him.

✗ He does not encourage his team to find creative solutions.

✗ He demonstrates a lack of interest in contributing creative or innovative ideas.

✗ He has a difficult time thinking “outside of the box” and creating new solutions.

✗ He is creative but he has a tendency to act before thinking. This causes problems when he pushes untested or unexamined ideas forward too quickly.

✗ He discourages creative solutions from his team.

✗ He rarely considers new and innovative ideas from his team.

✗ He shows little interest in exploring creative solutions to problems.

✗ He tends to stick to traditional methods instead of exploring new and innovative approaches.

✗ He is not open to new ideas and tends to shut down creative suggestions from his team.

✗ He lacks the ability to think creatively and come up with innovative solutions.

✗ He does not value creativity and innovation in his team.

✗ He is resistant to change and new ideas, which limits the team’s ability to innovate.

✗ He does not provide the necessary resources or support for his team to be creative and innovative.

✗ He does not foster a culture of creativity and innovation within his team.

✗ He is not willing to take risks or try new things, which hinders the team’s ability to innovate.

✗ He does not encourage his team to think creatively and come up with innovative solutions.

✗ He does not recognize or reward creative thinking and innovation within his team.

✗ He does not provide opportunities for his team to develop their creativity and innovation skills.

✗ He does not collaborate with his team to generate new and innovative ideas.

✗ He is not willing to experiment with new approaches or ideas, which limits the team’s ability to innovate.

✗ He does not seek out new and innovative solutions to problems.

✗ He is not receptive to feedback or suggestions from his team regarding creative solutions.

✗ He does not prioritize creativity and innovation in his team’s goals and objectives.

✗ He does not invest in training or development programs to enhance his team’s creativity and innovation skills.

✗ He does not provide a safe and supportive environment for his team to take creative risks.

✗ He does not encourage his team to challenge the status quo and think outside the box.

✗ He does not recognize or appreciate the value of creative thinking and innovation in achieving business goals.

✗ He is not proactive in seeking out new and innovative opportunities for the team.

✗ He does not provide the necessary autonomy and freedom for his team to explore creative solutions.

✗ He does not empower his team to take ownership of their creativity and innovation efforts.

✗ He does not recognize or address barriers that may hinder his team’s ability to be creative and innovative.

✗ He does not provide the necessary support and resources for his team to implement creative solutions.

Part 8 Accountability

✓ His willingness to assist team mates in completing their tasks demonstrates his sense of responsibility.

✓ His is fully accountable for his actions and never shirks responsibility.

✓ He readily assists coworkers in response to fluctuations in workloads.

✓ He offers assistance to others without needing to be asked.

✓ He readily volunteers assistance even when it would not normally be expected.

✓ He is empathetic to the needs of others.

✓ He strives to create a positive atmosphere in the work place.

✓ He shows awareness of the environment external to the organization and its needs.

✓ He routinely uses his time efficiently.

✓ He is always open to receiving feedback on his work.

✓ He takes ownership of tasks from start to finish without needing reminders or oversight.

✓ He recognizes when additional help is required and finds solutions without compromising quality or deadlines.

✓ He acknowledges mistakes and uses them as an opportunity for personal and professional growth.

✓ He considers the impacts of his actions and decisions on others.

✓ He leads by example with a strong work ethic that motivates those around him.

✓ He maintains integrity and earns trust through consistent demonstration of competence and character.

✓ He respects organizational hierarchy while contributing bold new ideas.

✓ He finds meaning and purpose in his work that extends beyond self-interest.

✓ He considers multiple perspectives on challenges and builds consensus before deciding on solutions.

✓ He gives credit to others and shares praise for team accomplishments.

✓ He meets commitments dependably while adapting plans in response to new information.

✓ He maintains a positive, solution-oriented mindset even in stressful or ambiguous situations.

✓ He advocates for process improvements based on objective data rather than subjective preferences.

✓ He builds cooperative relationships across departments and divisions to enhance coordination.

✓ He leads with compassion and brings out the best in others through mentorship and example.

✓ He remains solutions-focused under pressure without allowing stress to diminish performance.

✓ He readily admits gaps in his own knowledge and seeks guidance to develop expertise.

✓ He approaches others and conflicts with empathy, fairness and good faith.

✓ He holds himself accountable to high standards of excellence with diligence and discipline.

✓ He gives full attention to each task and sees them through to completion before moving to new priorities.

✓ He leads proactively and anticipates challenges before they arise.

✓ He sets a vision and strategy for success while empowering others to help achieve shared goals.

✓ He builds a culture of growth where all team members feel empowered to contribute.

✓ He maintains a learning mindset and adopts better practices and tools to optimize outcomes.

✓ He fosters collaboration to leverage diverse skills and perspectives for maximum impact.

See also: Performance Review Phrases for Accountability

✗ He often tries to offset responsibility onto others.

✗ He is very reluctant to acknowledge his failures.

✗ He doesn’t accept responsibility well.

✗ He frequently looks for excuses for failure instead of accepting responsibility.

✗ He blames processes and policies for his own shortcomings.

✗ He resists feedback that challenges his assumptions or requires changes in his methods.

✗ He takes credit for team accomplishments while avoiding blame for setbacks.

✗ He focuses on mistakes of others rather than supporting improvement.

✗ He fails to follow through on commitments, leaving others in the lurch.

✗ He makes excuses when deadlines are missed or quality lapses occur.

✗ He acts entitled and resistant when asked to take on additional responsibilities.

✗ He avoids owning up to subpar work and tries to slip mediocre results past supervisors.

✗ He plays the blame game instead of taking initiative to resolve issues constructively.

✗ He lacks self-awareness and is unable to recognize gaps in competencies or performance.

✗ He shows little initiative and needs constant supervision and prompting.

✗ He becomes defensive when standards are enforced or deadlines loom.

✗ He acts entitled and resistant when asked to improve or take on additional responsibilities.

✗ He makes excuses for missed deadlines and deliverables that do not meet expectations.

✗ He lacks ownership over projects and sees tasks as someone else’s responsibility.

✗ He misses obvious problems and does not recognize the need for corrective action.

✗ He acts like a victim of circumstances beyond his control rather than an empowered agent.

✗ He avoids difficult conversations and decisions, passing problems to others.

✗ He fails to acknowledge missteps, limiting opportunities to learn and grow.

✗ He lacks attention to detail and quality, delivering subpar work products repeatedly.

✗ He makes excuses when deadlines are missed or deliverables fall short of requirements.

✗ He acts entitled and resistant when constructive feedback points to areas needing improvement.

✗ He lacks initiative and ownership, avoiding extra tasks outside of basic job duties.

✗ He plays the victim rather than taking responsibility for solving problems he contributed to creating. See also:  Performance Review Phrases for Accountability

Part 9 Customer Focus and Customer Satisfaction

✓ He can find the right approach with any client, even the most critical one.

✓ He is always polite and friendly with his customers. He never interrupts them during a conversation.

✓ He cannot afford to disappoint his client. If he has promised to do something, he will fulfill his promise.

✓ He always cares about the clients’ comfort and convenience.

✓ He always goes above and beyond his job requirements to satisfy his customers.

✓ He works well with clients. His clients never complain about him.

✓ He deals with difficult customers with grace.

✓ He has consistently high marks on his customer satisfaction surveys.

✓ He provides consistent, quality service to all customers.

✓ He follows up with customers in a timely manner.

✓ He makes an extra effort to keep customers accurately informed.

✓ He listens actively to customers and seeks to understand their needs and preferences.

✓ He responds to customer inquiries promptly and professionally.

✓ He takes ownership of customer issues and works diligently to resolve them.

✓ He anticipates customer needs and proactively offers solutions.

✓ He shows empathy and understanding when customers express frustration or dissatisfaction.

✓ He maintains a positive attitude even when dealing with challenging customers.

✓ He takes responsibility for customer outcomes and works to exceed expectations.

✓ He builds rapport and trust with customers through consistent delivery of high-quality service.

✓ He shows flexibility and adaptability in response to changing customer needs or preferences.

✓ He demonstrates a deep understanding of the products or services he provides to customers.

✓ He seeks feedback from customers to improve service and product offerings.

✓ He maintains accurate and up-to-date records of customer interactions and needs.

✓ He responds to customer complaints with a sense of urgency and works to resolve them quickly.

✓ He is proactive in identifying and addressing potential customer issues before they arise.

✓ He is patient and persistent in working with customers to resolve complex issues.

✓ He is knowledgeable about competitors and industry trends, using this information to better serve customers.

See also: Performance Review Phrases for Customer Focus and Customer Satisfaction

✗ He can deal with the everyday customer service situations, but with complex issues, he is not flexible and does not know what action to take.

✗ His average time per call is too high. He needs to reduce the average time per call.

✗ He can deal with customers on the phone very well, but he does not handle face to face customer contact very well.

✗ His customers always give him low marks in the customer satisfaction surveys.

✗ He does not always listen to his customers well.

✗ He has not understood completely why customer service training is important. He is late to class frequently and sometimes does not take part at all.

✗ He consistently passes challenging issues to others instead of tackling them himself.

✗ He appears to become frustrated by clients who ask questions.

✗ He does not understand how to deal with a difficult customer. He passes difficult customers to his supervisor frequently.

✗ He lacks initiative in finding solutions to challenging customer issues.

✗ He shows impatience or irritation when dealing with customers who have complex or nuanced needs.

✗ He does not take ownership of customer issues and frequently passes them to others.

✗ He does not follow up with customers in a timely or effective manner.

✗ He shows a lack of empathy and understanding when customers express frustration or dissatisfaction.

✗ He does not communicate clearly or effectively with customers, leading to misunderstandings.

✗ He does not take responsibility for customer outcomes and often blames external factors.

✗ He does not provide consistent, quality service to all customers.

✗ He does not anticipate customer needs or proactively offer solutions.

✗ He does not seek feedback from customers to improve service and product offerings.

✗ He does not maintain accurate and up-to-date records of customer interactions and needs.

✗ He does not respond to customer complaints with a sense of urgency or work to resolve them quickly.

✗ He is not patient or persistent in working with customers to resolve complex issues.

✗ He does not have a deep understanding of the products or services he provides to customers.

✗ He does not show flexibility or adaptability in response to changing customer needs or preferences.

✗ He does not maintain a professional and courteous demeanor even in high-pressure situations.

✗ He does not understand the importance of customer service and how it impacts the success of the business.

✗ He is not proactive in identifying and addressing potential customer issues before they arise.

✗ He does not take customer feedback seriously or use it to improve service and product offerings.

✗ He does not follow through on commitments made to customers, leading to dissatisfaction and mistrust.

✗ He does not show a willingness to learn and improve in his customer service skills.

See also:  Performance Review Phrases for Customer Focus and Customer Satisfaction

Part 10 Decision Making and Problem Solving

✓ He is skilled at analyzing any situation and working out a solution.

✓ He always defines a problem clearly and seeks out alternative solutions.

✓ He is decisive in difficult situations.

✓ He is able to make sound fact-based judgments.

✓ He always analyzes an issue carefully and then looks for different ways to resolve that issue.

✓ He is creative and innovative in finding solutions to complex problems.

✓ He is able to prioritize competing demands and make tough decisions.

✓ He shows good judgment and critical thinking skills in his decision-making.

✓ He is able to identify root causes of problems and address them effectively.

✓ He considers all factors carefully before determining the best course of action.

✓ He thinks through potential consequences before settling on a plan.

✓ He weighs pros and cons objectively to arrive at well-reasoned conclusions.

✓ He solicits input from others to gain different perspectives.

✓ He remains calm under pressure and makes level-headed choices.

✓ He approaches issues with an open mind and seeks the optimal solution.

✓ He thinks creatively to find new approaches to challenging problems.

✓ He learns from past experiences to improve future decision making.

✓ He breaks large problems down into smaller, more manageable pieces.

✓ He considers the bigger picture while also focusing on important details.

✓ He gathers relevant facts from reliable sources before determining a plan.

✓ He adapts decisions as new information becomes available.

✓ He finds practical, workable solutions within given time or resource constraints.

✓ He evaluates outcomes and makes adjustments as needed.

✓ He thinks ahead to foresee potential obstacles or unintended consequences.

✓ He makes well-informed choices that balance risks and potential benefits.

✓ He draws logical conclusions based on evidence rather than assumptions.

✓ He considers diverse viewpoints to develop the best plan of action.

✓ He prioritizes issues and tackles the most important ones first.

✓ He remains open-minded to new information that could change his perspective.

✓ He re-evaluates solutions against original goals and makes refinements.

✓ He thinks through second and third order effects of any choice.

See also: 174 Performance Feedback Examples (Reliability, Integrity, Problem Solving)

✗ He applies overly complex and impractical approaches to solving problems.

✗ He struggles to work out a solution to any difficult problem.

✗ He is uncomfortable when faced with any awkward problem.

✗ He easily loses focus when facing a complex situation.

✗ He makes decisions hastily without considering important factors.

✗ He refuses to acknowledge flaws in his own reasoning or choices.

✗ He makes inconsistent decisions without logical rationale.

✗ He does not re-evaluate choices to identify needed adjustments.

✗ He fails to consider second and third order implications of decisions.

✗ He fails to gather sufficient information before determining a course of action.

✗ He allows emotions to cloud objective evaluation of options.

✗ He refuses to accept input that contradicts his preconceived notions.

✗ He becomes flustered under pressure and makes careless mistakes.

✗ He approaches issues with a closed mind and defends initial impressions.

✗ He focuses on a single solution rather than exploring alternatives.

✗ He fails to see connections between decisions and broader implications.

✗ He does not learn from past errors and repeats missteps.

✗ He makes excuses when solutions do not work out as intended.

✗ He avoids responsibility when decisions produce unintended consequences.

✗ He jumps to conclusions without establishing objective facts.

✗ He struggles to break problems down into manageable components.

✗ He loses sight of overarching goals amid minor setbacks or details.

✗ He makes choices based on anecdotes rather than reliable data.

✗ He refuses to re-examine assumptions when results do not materialize.

✗ He fails to establish criteria to evaluate different options objectively.

✗ He does not anticipate potential challenges or unintended consequences.

✗ He struggles to prioritize issues and tackles unimportant problems first.

✗ He does not adapt solutions in response to changing circumstances.

✗ He disregards constraints and proposes unrealistic solutions.

✗ He rushes through important decisions to avoid deeper analysis.

Part 11 Dependability and Reliability

✓ He is willing to work overtime until the project is finished.

✓ He is the go-to person if the task absolutely must be completed by a given time.

✓ He is dependable and turns in good performance each day. He never fails to impress.

✓ He shows faithful commitment to getting the job done. He consistently performs at or above expectations.

✓ When we have a task that must be done, we turn to him. He has our trust because he’s proven he can get the job done.

✓ He is known for his dependability and willingness to do what it takes.

✓ He can be counted upon for steady performance.

✓ He consistently demonstrates solid performance in all aspects of his work.

✓ He handles projects conscientiously from start to finish.

✓ He meets deadlines reliably and completes work within expected timeframes.

✓ He follows through consistently and honors commitments.

✓ He accepts responsibility for tasks and sees them through to completion.

✓ He maintains a consistent level of quality and effort in all duties.

✓ His work is thoroughly done right the first time with few errors.

✓ He can be counted on to handle important tasks independently.

✓ He is punctual and dependable in attendance and timekeeping.

✓ He keeps others informed of progress and potential delays.

✓ He maintains focus and follows through to the end of projects.

✓ His colleagues trust that work assigned to him will be done reliably.

✓ He is accountable and takes ownership of responsibilities.

✓ His performance level remains consistent even under pressure.

✓ He maintains composure and continues working steadily.

✓ He is proactive in preventing delays or issues with deadlines.

✓ His work habits demonstrate discipline and dependability.

✓ He is a rock others can lean on in times of heavy workload.

✓ His performance level is unwavering despite distractions.

✓ He delivers on commitments with consistent effort and quality.

See also: Performance Feedback Examples for Reliability and Dependability

✗ We cannot depend on him. If a task must be completed it is better assigned to someone else.

✗ His productivity is not as good as that of his coworkers.

✗ He is very loyal but he cannot be depended on. He is an irresponsible person.

✗ He demands reliability from others, but not from himself.

✗ He has energy, drive, and performance levels that are inconsistent and unpredictable.

✗ He makes promises that he doesn’t keep.

✗ He guarantees that deadlines will be met, but consistently misses them.

✗ He is reliable when it suits him, he constantly needs to be reminded to do tasks he does not enjoy.

✗ His work quality and effort levels vary unpredictably.

✗ He does not demonstrate consistent ownership of responsibilities.

✗ He makes excuses when failing to follow through on commitments.

✗ Others cannot rely on him to independently manage important duties.

✗ His work is error-prone and quality is not maintained.

✗ He becomes distracted or sidetracked from tasks easily.

✗ His productivity decreases significantly under normal pressure.

✗ He is unreliable and inconsistent in following instructions.

✗ He does not take initiative or demonstrate accountability.

✗ He fails to multi-task or manage deadlines effectively.

✗ His colleagues cannot depend on tasks being done right the first time.

✗ He becomes overwhelmed and makes poor choices when busy.

✗ He struggles to maintain focus and follow projects through.

✗ He misses important details and fails to deliver quality work.

✗ He does not keep others informed of progress or delays.

✗ His work cannot be depended on to meet professional standards.

✗ He is easily distracted by unrelated tasks or personal matters.

Part 12 Ethics and Integrity

✓ He is a very honest person. He never abuses any company benefits for personal purposes.

✓ He is a highly principled. He is good employee who treats all coworkers equally, regardless of gender, age or any other factor.

✓ He has the ability to resolve disputes with clients and partners peacefully.

✓ He discourages gossip or other negative discourse at the workplace. He forms a good working climate.

✓ He understands his legal responsibility to the company very well.

✓ He has a strong sense of integrity that underlies all his dealings with vendors.

✓ He makes decisions that consistently reflect his strong commitment to acting reputably.

✓ He never shares confidential company information with outsiders without proper authorization.

✓ He reports any violations of company policies or code of conduct that he witnesses.

✓ He handles all customer complaints with empathy, respect and care.

✓ He takes responsibility for his own mistakes and learns from them.

✓ He gives credit to colleagues for their contributions and does not take sole credit for team work.

✓ He leads by example with high ethical standards in all his dealings.

✓ He is honest and transparent in all communication with management and peers.

✓ He handles conflicts of interest appropriately and does not let personal interests influence professional decisions.

✓ He respects privacy and protects sensitive information of customers, partners and the company.

✓ He makes well considered decisions keeping long term interests of stakeholders in mind.

✓ He takes a principled stand against unfair treatment or discrimination.

✓ He acts with utmost integrity in all internal and external interactions.

✓ He takes responsibility for ensuring his team follows the company code of conduct.

✓ He leads by setting an example of high ethical values in his day to day work.

✓ He is honest and transparent in documenting work progress and results.

✓ He takes initiative to clarify and understand expectations to avoid misunderstandings.

✓ He respects and complies with all applicable laws and regulations.

✓ He handles sensitive information with discretion and does not misuse his authority or access.

✓ He is truthful and factual in preparing any documents and records.

✓ He leads by personal example of ethical and lawful conduct.

See also: Performance Feedback Examples for Ethics and Integrity

✗ He has occasionally made misleading statements that have needed to be corrected.

✗ There are some accusations from customers that he been untruthful.

✗ Integrity does not seem to rank particularly highly on his list of priorities.

✗ He always expects integrity from others, but doesn’t always display it himself.

✗ He demonstrates acceptable levels of integrity only intermittently.

✗ He has show several recent lapses in integrity.

✗ He violates company standards and expectations regarding employee integrity.

✗ He has cost the company customers and money because of his disingenuous behavior.

✗ His integrity seems flexible when it suits his purposes.

✗ Lack of integrity undermines his effectiveness and damages his credibility.

Part 13 Flexibility

✓ He is ready to make a new and carefully considered decision if the situation has changed and the previous actions have become inappropriate.

✓ He is ready to work extra hours if urgent and essential issues must be solved by the end of the day.

✓ He is strong and confident but at the same time open-minded. He is always ready to consider proposals from colleagues.

✓ He is always stays aware of market changes to be able to react immediately. This awareness helps the company develop and flourish.

✓ He shows initiative, and is flexible when approaching new tasks.

✓ He is ready to consider new perspectives and adjust his views if compelling counterarguments are presented.

✓ He is willing to take on additional responsibilities outside his normal role when the team needs support.

✓ He adapts smoothly to changing priorities and demands without becoming frustrated or overwhelmed.

✓ He remains open to alternative solutions even after committing to a particular course of action.

✓ He embraces diverse viewpoints and values the unique perspectives of all team members.

✓ He is receptive to feedback and uses it constructively to strengthen his performance.

✓ He transitions between tasks seamlessly thanks to his ability to stay focused yet flexible.

✓ He brings a versatile skill set to each new challenge and finds innovative ways to add value.

✓ He tailors his approach based on the unique needs of diverse clients and stakeholders.

✓ He readily takes on different roles to ensure all work gets done to a high standard.

✓ He handles unforeseen complications calmly and creatively without compromising quality or deadlines.

✓ He maintains a high level of performance despite unpredictable demands and shifting company priorities.

✓ He embraces change proactively and sees it as an opportunity rather than a disruption.

✓ He finds the upside in difficulties and uses challenges to strengthen his adaptability.

✓ He approaches each new task with an open and inquisitive mindset rather than rigid preconceptions.

See also: Employee Performance Evaluation Examples for Flexibility

✗ He does not excel at activities which require a high degree of flexibility.

✗ He can change his point of view without analyzing or defending it. He should be more certain about his proposals.

✗ He tends to resist activities where the path is unknown.

✗ He becomes uptight when the plan changes.

✗ He is not comfortable when the agenda changes unexpectedly.

✗ He prefers sticking to a set routine and gets uneasy with unexpected deviations.

✗ Adapting to new situations does not come naturally to him and he would benefit from being more open to change.

✗ He gets stuck in rigid thinking and has difficulty considering alternative perspectives.

✗ He shows reluctance to adjust his approach even when presented with a better option.

✗ New information that contradicts his preconceptions can make him defensive rather than open-minded.

✗ Last minute changes can frustrate him as he likes advance preparation and scheduling.

✗ He has a tendency to get stuck in rigid ways of thinking instead of considering different perspectives.

✗ Adjusting to alternative solutions requires more effort for him than sticking to his original idea.

✗ He shows reluctance to modify his strategies even when the circumstances change.

✗ Openness to alternate viewpoints is an area he can further develop for improved flexibility.

✗ He demonstrates rigidity in his thinking patterns and could benefit from strengthening his adaptability skills.

✗ Going outside prescribed processes to get work done can be challenging for him.

Part 14 Goal Setting

✓ One of his strengths is his ability to design achievable goals. He ensures those goals are all met on time.

✓ He is effective at goal-setting and challenging himself.

✓ He clearly communicates goals and objectives to coworkers.

✓ He creates clearly defined goals aligned with the company’s mission.

✓ He proactively shares progress towards goals.

✓ He clearly communicates objectives, and what is expected from them to his team members.

✓ He sets clear and measurable performance expectations.

✓ He regularly reviews goals and makes adjustments when needed to ensure success.

✓ His goals are specific, measurable, attainable, relevant and time-bound which helps drive results.

✓  He holds himself and others accountable to meeting goals through consistent tracking of progress.

✓He establishes goals that are challenging yet realistic given available resources and timelines.

✓ His goals are well thought out and take the organization’s strategic objectives into consideration.

✓ He ensures goals are specific enough that success or lack thereof can be clearly evaluated.

✓ He sets ambitious yet attainable stretch goals to drive continuous improvement.

✓ He effectively partners with direct reports to establish shared understanding around goals and expectations.

✓ He regularly provides feedback to individuals and teams on progress towards achieving their goals.

✓ He thoughtfully considers dependencies and priorities when establishing goals and timelines.

✓ He effectively aligns goals across functions to ensure collaboration around shared objectives.

✓ He establishes metrics and milestones to track progress at an appropriate level of granularity.

✓ He empowers team members to help determine how best to achieve their goals.

✓ He ensures goals remain relevant and adjusts them proactively as circumstances change.

✓ He leads by example in setting and achieving his own ambitious goals.

✓ He celebrates wins and recognizes achievement of goals to promote a culture of success.

✓ He effectively prioritizes competing goals to optimize overall results.

✓ He thoughtfully considers risks and mitigation plans when establishing ambitious goals and objectives.

✓ He seeks continuous feedback to ensure goals continue challenging individuals and driving results.

✓ He effectively balances long term strategic goals with shorter cycle tactical objectives.

✓ He establishes clarity around roles and responsibilities to ensure collaborative goal achievement.

See also: Employee Performance Evaluation Examples for Goal-Setting

✗ He struggles to set goals that align with company objectives.

✗ He is ineffective at pursuing his goals.

✗ He is unwilling to accept responsibility for missed goals.

✗ He gets distracted and doesn’t reach his goals or objectives.

✗ He will blame others for missed deadlines and objectives.

✗ He sets goals that sometimes are not achievable.

✗ He fails to communicate goals clearly to team members.

✗ He struggles to establish goals that are specific and measurable.

✗ He does not hold himself or others accountable for meeting established goals.

✗ He sets goals that are often not realistic given available resources.

✗ His goals lack consideration of organizational priorities and objectives.

✗ He sets goals that are not specific enough to evaluate success or failure.

✗ He lacks ambition and sets goals that do not drive continuous improvement.

✗ He does not engage team members in establishing shared goals.

✗ He provides little to no feedback on progress towards goal achievement.

✗ He fails to establish clear metrics to track progress towards goals.

✗ He does not empower team members in determining how to achieve goals.

✗ He is slow to adjust goals as internal or external circumstances change.

✗ He does not lead by example or hold himself accountable to his goals.

✗ He fails to recognize achievement of goals or celebrate wins.

✗ He struggles to prioritize competing goals effectively.

✗ He neglects to consider risks and mitigation plans for ambitious goals.

✗ He is unwilling to incorporate feedback to improve goal setting.

✗ He fails to establish clear roles and responsibilities for goals.

✗ He lacks perseverance when goals encounter challenges or setbacks.

Part 15 Initiative

✓ He doesn’t wait for instructions. He shows the initiative to find new tasks himself.

✓ He requires minimal supervision. He shows initiative on his own.

✓ He is a goal-oriented person. He sets his own priorities to accomplish his job.

✓ He always takes initiative in overcoming obstacles and finding a resolution that meets everyone’s needs.

✓ He is considered as the best person in the group because of his innovative ideas, critical goals and effective working methods.

✓ He never minds taking on new tasks. He always takes on even the most difficult tasks to develop himself.

✓ He consistently looks for ways to add more value through continuous improvement.

✓ He willingly takes on additional responsibilities outside his core job scope.

✓ He proactively seeks out new challenges and stretches himself continuously.

✓ He takes ownership and drives tasks from start to finish without needing oversight.

✓ He takes the initiative to solve problems independently before escalating issues.

✓ He sees needs and opportunities others may miss and acts quickly to address them.

✓ He leads by example and inspires others through his high levels of self-motivation.

✓ He proactively identifies and implements efficiencies to optimize performance.

✓ He initiates collaborative relationships to complete work of mutual benefit.

✓ He readily takes on additional work during peak periods without needing to be asked.

✓ He approaches challenges with a can-do attitude and finds solutions independently.

✓ He identifies and acts on opportunities for organizational improvement.

✓ He proactively manages his workload and workstreams with little supervision.

✓ He initiates the implementation of best practices to continuously raise performance.

✓ He takes ownership of projects from start to finish, driving them proactively.

✓ He seeks ways to apply his skills to new areas for the benefit of the organization.

✓ He takes the initiative to build strong internal and external working relationships.

✓ He proactively contributes innovative ideas at team meetings and discussions.

✓ He eagerly takes on stretch assignments to accelerate his learning and growth.

✓ He independently drives continuous improvement initiatives from concept to completion.

✓ He initiates the implementation of new processes or systems for enhanced effectiveness.

✓ He readily pitches in to help others complete their work as needed.

✓ He independently takes actions that advance organizational priorities and strategy.

See also: Employee Performance Evaluation Examples for Initiative

✗ It seems too difficult for him to do his job on his own.

✗ He has poor abilities to establish priorities and courses of action for himself. He lacks the skills in planning and following up to achieve results.

✗ He needs close supervision when he is performing his assignments.

✗ He doesn’t seek out opportunities to learn and grow within his role.

✗ He passively waits to be told what to do rather than driving tasks proactively.

✗ He lacks motivation and relies heavily on external direction.

✗ He fails to identify needs and opportunities for improvement.

✗ He does not look for ways to add more value or take on additional responsibilities.

✗ He avoids or is slow to take on new challenges and stretch assignments.

✗ He escalates issues prematurely rather than solving problems independently.

✗ He struggles to work independently and is not self-starting.

✗ He lacks a proactive, solution-oriented approach to tasks and challenges.

✗ He fails to identify opportunities for process improvements.

✗ He relies on others to identify additional work needed during peaks.

✗ He lacks a can-do attitude and depends on others to solve problems.

✗ He is ineffective at independent time management and workload prioritization.

✗ He does not initiate implementation of industry best practices.

✗ He lacks ownership over projects and depends on significant oversight.

✗ He rarely contributes innovative ideas or suggestions proactively.

Part 16 Job Knowledge

✓ He possesses the perfect knowledge and skills that are useful for the his job.

✓ He has a deep knowledge of the products and particular characteristics of the company’s products.

✓ He takes the available opportunities to increase his knowledge of relevant job skills.

✓ He completes his assignments accurately and in a timely and efficient manner.

✓ He maintains an up-to-date level of professional and technical knowledge.

✓ He demonstrates his knowledge of his job on a daily basis.

✓ He always applies new knowledge to his work and keeps up with changes in his field.

✓ He has an excellent grasp of the technical aspects of the role.

✓ He seeks out opportunities for continuous learning and skills development.

✓ He demonstrates expertise when answering questions from others.

✓ He applies specialized skills and knowledge effectively to all tasks.

✓ He troubleshoots issues efficiently using in-depth product understanding.

✓ He keeps well-informed of best practices and emerging standards.

✓ He delivers work to an expert level through extensive learning.

✓ He takes advantage of all training opportunities provided.

✓ He shares knowledge and expertise willingly with others.

✓ He learns quickly and applies new skills independently.

✓ He stays well-informed on industry news and competitor offerings.

✓ He contributes insights based on in-depth knowledge and research.

✓ He provides expert guidance to others regularly.

✓ He enhances knowledge continuously through self-study.

✓ He makes complex topics easily understood for others.

✓ He recommends process improvements based on leading practices.

✓ He mentors less experienced team members effectively.

✓ He incorporates feedback to enhance skills and performance.

See also: Performance Review Phrases for Job Knowledge

✗ He cannot fulfill his duties due to his lack of necessary knowledge of the job.

✗ He is not as knowledgeable about the job and its requirements as we expected.

✗ He doesn’t know even the key fundamentals of the job. He always has to ask for other people’s instruction.

✗ He repeatedly asks the same questions about his job duties. He does not retain the important information required to perform his job well.

✗ His skill set does not meet requirements for the job.

✗ He is not taking advantage of available learning resources to expand his job knowledge.

✗ He relies too heavily on others rather than developing greater self-sufficiency.

✗ A learning plan is needed to strengthen his job knowledge and skills.

✗ He consistently demonstrates a lack of understanding of the job requirements and expectations.

✗ His job knowledge falls short of what is necessary to perform his duties effectively.

✗ He frequently makes mistakes due to his inadequate knowledge of the job.

✗ He struggles to keep up with the demands of the job due to his limited understanding of its complexities.

✗ He has not demonstrated the necessary proficiency in his job duties, despite repeated attempts to improve his performance.

✗ He has not shown any significant improvement in his job knowledge since his hire date.

✗ He frequently requires assistance from colleagues to complete tasks that should be within his job knowledge.

✗ He appears to have a limited understanding of the company’s policies and procedures.

✗ He has not demonstrated the ability to apply his job knowledge to real-world situations.

✗ He lacks the necessary training and experience to perform his job duties effectively.

✗ He has not demonstrated an understanding of the importance of his job duties to the success of the company.

✗ He consistently fails to meet the expectations set for his job performance.

✗ He struggles to keep up with changes in the industry due to his limited job knowledge.

✗ He has not shown any initiative to improve his job knowledge or seek additional training.

Part 17 Judgment

✓ He knows how to apply appropriate knowledge and find information sources to make sound decisions.

✓ He is a fact-based decision maker.

✓ He maintains an objective judgment when determining immediate actions.

✓ He comes to reasonable conclusions based on the information presented to him.

✓ He effectively prioritizes urgent matters over those that can wait.

✓ He evaluates complex situations objectively and thoroughly.

✓ He bases conclusions firmly on factual evidence and logical reasoning.

✓ He makes well-informed decisions even under pressure.

✓ He seeks input from appropriate sources to enhance decision quality.

✓ He prioritizes decisions effectively based on potential impact.

✓ He recognizes when to escalate issues for additional guidance.

✓ He considers unintended consequences before committing to solutions.

✓ He draws logical connections between information to reach valid judgments.

✓ He makes well-calibrated risk assessments based on past experiences.

✓ He demonstrates sound situational awareness in all decisions.

✓ He selects optimal solutions through rigorous comparison of options.

✓ He makes timely decisions to avoid unnecessary delays.

✓ He re-evaluates conclusions as new relevant data emerges.

✓ He considers the bigger picture and longer-term implications.

✓ He selects solutions ensuring compliance with all policies and regulations.

✓ He exercises good judgment consistently in all circumstances.

✓ He maintains composure and clarity of thought in high-pressure situations.

✓ He bases choices on facts rather than assumptions or preconceptions.

✓He makes well-reasoned decisions that others can understand and support.

✓He selects optimal paths responsibly in ambiguous or complex situations.

See also: Performance Review Phrases for Judgment

✗ He fails to make sound judgments.

✗ He approaches decisions with a one-track mindset.

✗ He commonly fails to consider all the facts before making a decision.

✗ He jumps to conclusions without thorough evaluation.

✗ He bases judgments more on assumptions than objective evidence.

✗ He neglects to factor in important considerations.

✗ He struggles to make well-reasoned decisions under pressure.

✗ He does not seek appropriate counsel to enhance decision quality.

✗ He lacks clarity on prioritizing decisions by level of impact.

✗ He fails to recognize when escalation is warranted.

✗ He overlooks potential unintended consequences of choices.

✗ He jumps to incorrect logical connections in analysis.

✗ He allows bias or preconceptions to sway objective weighing.

✗ He delays decisions unnecessarily on some occasions.

✗ He fails to re-examine judgments in light of new information.

✗ He focuses narrowly on immediate rather than longer-term impacts.

✗ He demonstrates inconsistent judgment in different circumstances.

✗ He bases choices on preconceptions rather than objective facts.

✗ He struggles to explain rationale clearly for some choices.

✗ He selects suboptimal paths in complex scenarios too often.

✗ He lacks prudence and care in judgment expected for the role.

Part 18 Listening Skills

✓ He encourages others to voice their own opinions.

✓ He listens to opinions and ensures that staff feel that they are being listened to, and are free to express their opinions.

✓ He is an active and focused listener.

✓ He makes sure the team feels heard.

✓ He asks insightful questions to understand the root cause of an issue.

✓ He empathizes with others who have opposing viewpoints.

✓ He follows instructions with care and attention.

✓ He encourages feedback from his customers. He listens to customers and works to resolve any problems.

✓ He gives his full attention without distraction when others speak.

✓ He comprehends the complete message and underlying feelings.

✓ He seeks clarification respectfully when unsure of meanings.

✓ He maintains eye contact and engaged body language.

✓ He asks thoughtful follow up questions to probe further.

✓ He creates a comfortable space for open sharing of views.

✓ He listens receptively to opposing perspectives.

✓ He ensures all voices have a chance to contribute.

✓ He summarizes discussions accurately to confirm consensus.

✓ He acknowledges different communication styles respectfully.

✓ He tunes into nonverbal cues as well as words.

✓ He listens for needs beneath surface level complaints.

✓ He pays close attention to instructions the first time.

✓ He makes others feel heard through active listening.

✓ He hears all sides before rendering judgments.

✓ He listens supportively without judgment or preconceptions.

✓ He understands nuances to grasp intent fully.

✓ He listens willingly to diverse perspectives.

See also: Performance Review Phrases for Listening Skills

✗ He does not pay attention when others are talking and frequently asks silly questions.

✗ He is easily distracted when listening to others.

✗ He interrupts others while they are speaking.

✗ He loses his temper easily when others give criticism.

✗ He interrupts others and changes their topics if he does not like them.

✗ He asks questions that show he is not actively listening to the conversation at hand.

✗ He struggles to maintain eye contact and engaged posture.

✗ He interrupts or finishes others’ statements prematurely.

✗ He fails to reflect back key details accurately.

✗ He does not create an open space for sharing diverse views.

✗ He rejects opposing perspectives without consideration.

✗ He does not invite contributions from all parties.

✗ He misstates or omits points in discussion summaries.

✗ He struggles to understand different communication styles.

✗ He does not make others feel heard.

✗ He forms judgments before considering all perspectives.

✗ He listens critically with an agenda to dispute.

✗ He becomes distracted or inattentive during conversations.

✗ He shows impatience and fails to understand other perspectives.

✗ He loses focus easily and misses important points discussed.

Part 19 Leadership and Mentoring

✓ He distributes resources in an appropriate manner depending on the priority of assignments.

✓ He establishes a corporate culture of reliability and caring.

✓ He is ready to share information and knowledge for the common development of all staff.

✓ He is very helpful when mentoring entry-level staff getting used to their jobs.

✓ He creates a culture of dialogue.

✓ He recognizes staff for a job well done.

✓ He allocates tasks appropriately based on the prior assignments.

✓ He understands people and the different ways to motivate them to get the job done.

✓ He provides constant coaching and guidance to employees.

✓ He cultivates an atmosphere of teamwork and cooperation.

✓ He leads by example with integrity and strong work ethic.

✓ He empowers staff to take initiative within clear guidelines.

✓ He encourages open communication up and down the chain.

✓ He provides regular constructive feedback and coaching.

✓ He celebrates both individual and team achievements.

✓ He makes himself available as needed for guidance.

✓ He helps staff set and pursue career development goals.

✓ He delegates appropriately based on competencies.

✓ He gives credit to staff for accomplishments.

✓ He removes obstacles to allow staff to excel.

✓ He provides stretch assignments for growth opportunities.

✓ He leads with a vision that inspires commitment.

✓ He empowers staff to find innovative solutions.

✓ He cultivates an inclusive environment of respect.

See also: 169 Performance Review Feedback Phrases for Planning, Leadership, Management Style

✗ He confuses the employees through different directions and guidance.

✗ He rarely shows appreciation for good performance.

✗ He fails to explain procedures to his subordinates clearly. He lacks the qualifications to be an effective mentor.

✗ He gets frustrated easily with new team members and fails to offer any support.

✗ He is often impatient and unhelpful.

✗ He sends mixed signals to his team regarding goals and day-to-day activities.

✗ He rarely shows any recognition to his team.

✗ He sets unreasonably high expectations for his team.

✗ He provides inconsistent direction without clarity.

✗ He does not recognize contributions publicly.

✗ He lacks patience when explaining procedures.

✗ He appears unsupportive of new staff questions.

✗ He shows irritation easily instead of calm guidance.

✗ He sends conflicting cues about priorities.

✗ He sets unrealistic targets without resources.

✗ He does not cultivate an atmosphere of trust.

✗ He delegates poorly without clarity on expectations.

✗ He does not connect staff to learning opportunities.

✗ He lacks vision and fails to inspire commitment.

✗ He plays favorites within the team.

✗ He shows lack of interest in staff development.

✗ He fails to build an inclusive work culture.

✗ He lacks integrity and consistency in leadership.

✗ He is unavailable and unapproachable as needed.

Part 20 Management Style and Supervision

✓ He is very good at managing his team to perform their tasks excellently.

✓ He is a good manager and he leads his team to perform their assignments well.

✓ He designs action plans and deadlines needed for each subordinate to accomplish their tasks.

✓ He is very professional with his employees.

✓ He has received good feedback from both his team and his managers.

✓ He is very adept at managing difficult employees and turning their energies towards higher performances.

✓ He is an excellent manager and he knows how to lead his staff to satisfy his expectations.

✓ He works as an advisor, friend, and boss for his team. He plays these three roles well to manage his team.

✓ His team performs well and all speak highly of him.

✓ He delegates tasks effectively to his team based on their skills and expertise.

✓ He holds regular meetings with his team to review progress, address issues and plan future work.

✓ He provides clear guidance and feedback to help his team improve their performance.

✓ He empowers his team members to take initiatives and make decisions within their scope of work.

✓ He leads by example and earns respect from his team through his dedication and work ethics.

✓ He addresses concerns and conflicts among team members promptly and fairly.

✓ He recognizes and rewards team achievements to boost team morale.

✓ He conducts regular performance reviews and provides training to develop the skills of team members.

✓ He fosters an environment of open communication, collaboration and trust within the team.

✓ He sets clear expectations and holds team members accountable for delivering results.

✓ He understands the strengths and weaknesses of each team member and assigns work accordingly.

✓ He encourages innovation and supports new ideas from team members.

✓ He maintains a healthy work-life balance for the team and addresses overtime requests reasonably.

✓ He resolves conflicts constructively and ensures a harmonious working environment.

✓ He communicates regularly with senior management about team performance and resource needs.

✓ He protects the team from undue interference and supports them in their work.

✓ He treats all team members with respect and fairness regardless of their seniority or position.

✓ He acknowledges contributions from all team members to foster a collaborative culture.

✓ He maintains an open-door policy and is approachable to address any concerns from team members.

✓ He promotes team bonding through various informal engagements and celebrates team achievements.

✓ He mentors high-potential team members to take on greater responsibilities.

✓ He establishes and maintains high standards of excellence and professionalism among the team.

✗ Despite being a good supervisor, he does not know how to lead his staff to achieve a perfect performance.

✗ He fails to resolve conflict among subordinates.

✗ He fails to resolve problems until they becomes conflicts.

✗ He fails to meet schedules.

✗ He does not cope very well with managing employees.

✗ He does not understand how to set team goals and manage his team to achieve them. He does not focus on the goals necessary to move his team forward.

✗ He is a decent manager, but falls short when it comes to setting a vision.

✗ He does not delegate work effectively or provide sufficient guidance to team members.

✗ He fails to provide timely feedback for improvement.

✗ He does not communicate expectations clearly and holds team members accountable inconsistently.

✗ He plays favorites and does not treat all team members fairly and with equal respect.

✗ He is unable to resolve conflicts constructively and allows them to escalate negatively.

✗ He does not acknowledge efforts and contributions of team members adequately.

✗ He is not approachable to address concerns from team members and appears disconnected.

✗ He fails to foster collaboration and trust among team members through open communication.

✗ He does not encourage new ideas or initiatives from team members and resists change.

✗ He is unable to understand the strengths and weaknesses of individual team members.

✗ He does not mentor or develop the skills of team members for career progression.

✗ He lacks empathy and fails to support team members during personal or professional difficulties.

✗ He is unable to lead and motivate the team during challenging periods and crisis situations.

✗ He does not recognize or reward achievements and accomplishments of team members.

✗ He fails to establish and uphold standards of excellence expected of the team.

✗ He is unable to prioritize and organize work effectively for timely completion.

✗ He lacks vision and does not inspire or guide the team towards goals.

✗ He lacks commitment and does not lead by positive personal example.

✗ He does not foster team bonding or celebrate accomplishments to boost morale.

✗ He appears disinterested and disengaged from understanding team issues and priorities.

Part 21 Organizing and Planning

✓ He demonstrates good organizational and planning skills.

✓ He adheres to deadlines and meets production benchmarks.

✓ He prioritizes tasks effectively based on importance and urgency.

✓ He allocates sufficient time and resources to complete projects according to deadlines.

✓ He schedules work systematically and maintains detailed work plans.

✓ He anticipates risks and roadblocks in advance to plan contingencies.

✓ He delegates tasks based on skills and workload of team members.

✓ He monitors progress regularly and makes adjustments to plans proactively.

✓ He maintains organized documentation, records and reports on ongoing work.

✓ He schedules important meetings to ensure timely coordination and progress.

✓ He plans budgets effectively and completes projects within allocated cost estimates.

✓ He manages time efficiently and completes tasks as scheduled without delays.

✓ He establishes standard operating procedures for efficient task completion.

✓ He plans for potential emergencies and contingencies in advance.

✓ He schedules work in a manner that prioritizes quality over quantity.

✓ He ensures proper coordination between different teams and departments.

✓ He maintains a calendar of important dates and deadlines to track progress.

✓ He schedules work in a manner that balances multiple ongoing projects.

✓ He plans and schedules work to achieve objectives within given timeframes.

✓ He prioritizes new tasks based on strategic organizational goals and objectives.

✓ He schedules tasks for optimum resource utilization and efficiency.

✗ He finds it difficult to plan an action without instruction.

✗ He fails to resolve problems in a timely manner.

✗ He finds it challenging to determine priorities among competing demands on his time.

✗ He has trouble planning his work schedule around deadlines and commitments.

✗ He requires frequent supervision to stay on track and complete tasks.

✗ He gets easily distracted and has difficulties managing interruptions.

✗ He fails to anticipate resource requirements and bottlenecks in advance.

✗ He struggles to adapt plans when priorities change or issues arise.

✗ He finds it hard to delegate tasks and monitor progress independently.

✗ He does not maintain documentation and records work updates properly.

✗ He has difficulties coordinating with others and sharing status updates.

✗ He lacks attention to detail and often misses important steps in planning.

✗ He is unable to estimate time requirements accurately for projects.

✗ He does not consider quality standards while scheduling work.

✗ He fails to identify and mitigate risks proactively in project plans.

✗ He is unable to adapt to changes in priorities or scope without issues.

✗ He struggles to think ahead and anticipate future planning requirements.

✗ He is unable to allocate budgets effectively for projects and tasks.

✗ He requires reminders to schedule important client or vendor meetings.

Part 22 Teamwork

✓ He shows a high level of team spirit. He readily cooperates with his team members to get the job done.

✓ He respects every team member.

✓ He works well with others.

✓ He always helps out to achieve the goals of the group.

✓ He has a great willingness to help his fellow teammates.

✓ He is a good team member. He is very cooperative and helpful in times of need.

✓ He actively participates in team discussions and shares workload.

✓ He respects different opinions and encourages open dialogue.

✓ He maintains harmonious relationships and resolves conflicts constructively.

✓ He acknowledges contributions of others and praises success of teammates.

✓ He shares knowledge and resources willingly to help teammates succeed.

✓ He maintains transparency and keeps teammates informed of progress and issues.

✓ He respects deadlines of other departments and coordinates effectively.

✓ He respects commitments to teammates and delivers on assigned responsibilities.

✓ He maintains a collaborative approach and shares credit for team achievements.

✓ He seeks feedback to improve and respects feedback from other team members.

✓ He motivates teammates during difficult periods and boosts team morale.

✓ He respects team norms and establishes a cooperative working environment.

✓ He values different skills and backgrounds that teammates bring to projects.

✓ He is flexible and willing to take on additional responsibilities as required.

✓ He respects team boundaries and does not overstep limits of other roles.

✓ He is respectful towards teammates and uses polite, considerate language.

✓ He supports team decisions respectfully.

See also: 150+ Performance Review Phrases for Teamwork, Technical Skills, Time Management

✗ He doesn’t have a good relationship with his team members. He sometimes refuses to accept their opinion.

✗ He is not consistent in supporting his teammates.

✗ He does not understand how to share tasks with others.

✗ He is more suitable to an individual-focused environment than a group-work environment.

✗ He does not know how to cooperate with his colleagues in his team to achieve targets.

✗ He is reluctant to share work and seeks individual recognition over team achievements.

✗ He argues with teammates and does not respect different opinions and views.

✗ He fails to keep teammates informed of progress and roadblocks in a timely manner.

✗ He takes credit for team successes but blames others for failures or mistakes.

✗ He lacks flexibility and is unwilling to help teammates facing workload issues.

✗ He plays politics within the team and fails to establish trust and cooperation.

✗ He does not respect team norms and creates disruptions through unprofessional conduct.

✗ He fails to value different skills and backgrounds of teammates.

✗ He does not acknowledge efforts of others and is reluctant to praise teammates.

✗ He argues with feedback and disrespects suggestions from other team members.

✗ He discusses team matters outside inappropriately and damages confidentiality.

✗ He lacks commitment to team goals and allows personal needs to hamper collaboration.

✗ He is inflexible and unwilling to take on additional responsibilities as required.

✗ He fails to establish rapport with teammates and comes across as arrogant.

✗ He lacks initiative in resolving conflicts constructively and damages team harmony.

Part 23 Technical Skills

✓ He is an excellent employee and he understands our systems and processes thoroughly.

✓ He knows the technical essence of his assignments thoroughly.

✓ He is good at solving complicated issues in his job.

✓ He one of the most technical employees we have.

✓ He is able to grasp complex technical concepts. He explains them in easy to understand ways.

✓ We rely on him when we need to implement new technology.

✓ He is quick to learn new skills and adapt to changes in technology.

✓ He takes initiative to stay updated with industry best practices and trends.

✓ He applies technical knowledge proficiently to complete tasks efficiently.

✓ He troubleshoots complex issues independently and finds optimal solutions.

✓ He transfers technical knowledge by training and guiding teammates effectively.

✓ He identifies areas for self-improvement and enhances skills continuously.

✓ He understands how to configure systems for optimal performance.

✓ He tests solutions thoroughly to avoid defects and ensure quality.

✓ He proposes process improvements leveraging new technologies.

✓ He understands business requirements to implement appropriate solutions.

✓ He uses analytical skills to inspect solutions and optimize performance.

✓ He ensures compliance of solutions with industry standards and regulations.

✓ He mentors and transfers knowledge to less experienced team members.

✓ He takes measured risks to innovate and implement new techniques.

✗ He has good knowledge of business, but he fails to properly communicate with other technical members of his team.

✗ He should attend more training sessions and he should study harder to improve his technical knowledge.

✗ He seems to find it hard when learning new technology.

✗ He is unable to get along with our technology even though our systems have been used for a long time and well documented.

✗ He needs to improve his technical understanding of his job.

✗ He struggles to learn and adapt to changes in tools and platforms quickly.

✗ He relies heavily on others for support and does not troubleshoot issues independently.

✗ He lacks analytical skills to inspect root causes and propose optimal solutions.

✗ He fails to identify gaps in skills and requirements for self-development.

✗ He does not follow standards and best practices, impacting quality and performance.

✗ He fails to document processes, code or designs properly for future reference.

✗ He does not leverage new techniques or tools to automate and streamline work.

✗ He fails to mentor or share technical knowledge with teammates effectively.

✗ He lacks attention to detail and misses important configuration settings.

✗ He fails to comply with industry standards and regulatory guidelines.

Part 24 Time Management

✓ He performs his tasks with heart and always accomplishes them in due time.

✓ He shows his ability to manage various tasks and accomplish them on time.

✓ He uses his time effectively to perform the big and small duties which must be done every week.

✓ He divides his time logically to achieve his goals.

✓ He sets clear priorities and objectives to stay focused on important tasks.

✓ He is able to prioritize tasks and complete them efficiently within the given timeframe.

✓ He prepares detailed schedules and estimates task durations accurately.

✓ He avoids time-wasting distractions to maximize productivity.

✓ He allocates sufficient buffer time for contingencies and reworks.

✓ He multi-tasks effectively without compromising on quality of work.

✓ He re-evaluates schedules periodically and readjusts timelines proactively.

✓ He delegates appropriately to distribute work for optimal utilization.

✓ He monitors progress against schedules and deadlines regularly.

✓ He always completes his tasks on time and manages his time effectively.

✓ He respects time of others and delivers on commitments as promised.

✓ He shares status and challenges to timelines transparently.

✓ He is able to manage his time effectively, even when faced with unexpected challenges.

✓ He is highly organized and manages his time effectively to meet all deadlines.

✗ He does not know how to manage his time and he cannot satisfy deadlines of projects again and again.

✗ He should learn how to manage his time in a more effective way.

✗ He should make a work plan for each week. He spends too much time performing his assignments without a proper plan.

✗ He cannot complete his tasks because he manages his time ineffectively.

✗ He takes too much time to perform his tasks. We advise him to make concrete plan for every week.

✗ He fails to prioritize tasks and loses focus on critical assignments.

✗ He underestimates task durations.

✗ He procrastinates and delays tasks until the last minute.

✗ He gets easily distracted by social media or non-work related activities.

✗ He lacks planning and scheduling skills to manage work effectively.

✗ He fails to delegate tasks effectively.

✗ He does not communicate proactively on delays or missed deadlines.

✗ He does not set clear objectives or priorities for his work.

✗ He fails to estimate realistic timelines for tasks and projects.

✗ He does not monitor progress against schedules and deadlines regularly.

✗ He does not respect time of others and misses commitments frequently.

✗ He does not take ownership of his work and blames external factors for delays.

Part 25 Training Ability

✓ He does not mind taking part in on the job training. He is a valued team member with his enthusiasm.

✓ He encourages all the team members to join in the necessary training sessions.

✓ He is able to learn concepts quickly and adopt them into his performance.

✓ He always finds opportunities to take part in specialized training sessions.

✓ He effectively applies learned skills to his job and improves performance.

✓ He participates actively in training sessions and contributes to discussions.

✓ He identifies gaps in skills and requirements for self-development.

✓ He leverages technology and e-learning to enhance knowledge.

✓ He mentors and trains less experienced team members effectively.

✓ He encourages and motivates others to participate in training opportunities.

✓ He takes initiative to identify training needs and propose solutions.

✓ He applies learned skills to improve processes and productivity.

✓ He shares best practices and lessons learned with others.

✓ He applies feedback from training evaluations to improve future performance.

✓ He takes ownership of his learning and development to enhance skills.

✓ He participates in cross-functional training sessions to broaden knowledge.

✓ He maintains updated documentation of training sessions for reference.

✓ He applies learned skills to improve customer satisfaction and quality of work.

✓ He collaborates with others to apply training concepts to real-world scenarios.

✓ He seeks opportunities to attend external training sessions to enhance knowledge.

See also: 100+ Performance Evaluation Comments for Attitude, Training Ability, Critical Thinking

✗ He should take part in more training opportunities and concentrate on them.

✗ He should prepare before coming to training sessions, This will help him understand all knowledge that trainers are imparting.

✗ He does not know how to apply the knowledge learned in training sessions into his performance.

✗ He shows lack of interest in attending training sessions.

✗ He does not apply learnings from training to improve performance on the job.

✗ He does not seek feedback to enhance skills post training.

✗ He relies solely on on-the-job learning and refuses external training.

✗ He does not share knowledge or mentor less experienced team members.

✗ He lacks openness to new ideas and applies training learnings partially.

✗ He lacks motivation and ownership towards self-development.

✗ He does not apply feedback from training to enhance future performance.

✗ He lacks open communication on training needs and development areas.

✗ He shows resistance to change and fails to unlearn old practices.

Part 26 Attitude

✓ He builds an atmosphere of trust within his team.

✓ His cheerful attitude makes others feel good when he’s around.

✓ He has never complained about his job or his colleagues.

✓ He usually focuses his attention on the positives when dealing with problems.

✓ He is always enthusiastic and helps motivate team other members.

✓ He finds opportunities to praise others for their efforts and accomplishments.

✓ He maintains a positive outlook even during stressful times.

✓ His energy and optimism are contagious.

✓ He makes others feel valued and respected.

✓ He looks for solutions rather than dwelling on problems.

✓ His smile and friendly manner create a pleasant work environment.

✓ He finds the good in every situation.

✓ His positivity raises the morale of those around him.

✓ He makes others feel heard and encourages open communication.

✓ His optimism is contagious and lifts the spirits of colleagues.

✓ He looks for the lessons in failures and mistakes.

✓ His encouragement and support motivate others to do their best.

✓ He brings a sense of fun to work.

✓ He finds ways to acknowledge others for their efforts on a regular basis.

✓ His friendly demeanor puts others at ease.

✓ He expresses appreciation for his colleagues and their contributions.

✓ His enthusiasm is contagious and makes others want to work hard.

✓ He focuses on shared goals and teamwork rather than individual accomplishments.

✓ His positivity makes him a pleasure to work with.

✓ He finds ways to learn from both successes and failures.

✓ His can-do attitude boosts productivity.

✓ He makes others feel that their contributions are valued.

✓ His upbeat manner keeps the team working together harmoniously.

✗ His choice of language can be inappropriate. His level of voice is also inappropriate at times.

✗ He has a tendency to trigger problems between his coworkers.

✗ He has an overly sensitive and pessimistic personality. He is easily upset by problems or difficult situations. He should try to think more positively, focus on the good and avoid being overly concerned with his perceived negatives.

✗ He talks negatively about other team members.

✗ He needs to focus on the positive aspects of his job and his team.

✗ His complaints undermine team morale.

✗ He dwells excessively on problems rather than seeking solutions.

✗ He contributes to tension and friction within the team.

✗ He often has troubles with his coworkers when they work together. He is easily angered and argumentative with his colleagues.

✗ His pessimism saps the energy of colleagues.

✗ He finds fault easily and fails to acknowledge others’ efforts.

✗ He takes criticism too personally and becomes defensive.

✗ He blames others and refuses to accept responsibility for his own mistakes.

✗ He lacks tact and consideration in his interactions with colleagues.

✗ He needs to control his temper and attitude. He needs to learn not to react too strongly towards negative situations.

✗ He fails to acknowledge colleagues’ good work.

✗ His irritability negatively impacts morale and team cohesion.

✗ His criticism of colleagues breeds resentment and mistrust.

✗ He sees setbacks as personal failures rather than learning opportunities.

✗ His complaints and criticisms distract from productive discussions.

✗ He contributes more problems than solutions.

✗ He lacks emotional control and self-awareness in interactions.

✗ He focuses excessively on minor issues rather than larger goals.

Part 27 Critical Thinking

✓ He uses sharp ideas and critical thinking ability to solve issues quickly.

✓ He has strong reasoning and critical-thinking skills that help him handle problems well.

✓ He is careful and always thoroughly considers everything before submitting any idea.

✓ He establishes workable, prioritized, and highly effective problem-solving plans for each problem.

✓ He considers issues from multiple perspectives before arriving at well-reasoned conclusions.

✓ He supports decisions with clear, logically sound rationales.

✓ He recognizes when more information is needed to make an informed judgment.

✓ He breaks down complex problems into manageable components.

✓ He approaches issues with an open and inquiring mindset.

✓ He thinks outside the box to identify innovative solutions.

✓ He backs up opinions with clear and coherent reasoning.

✓ He considers all viable options before deciding on a course of action.

✓ He draws well-reasoned and logical conclusions based on the evidence and facts available to him.

✓ He identifies root causes rather than fixating on symptoms.

✓ He is thoughtful and deliberate in considering the potential implications and consequences of his decisions.

✓ He applies logic and reason even in ambiguous situations.

✓ He is skilled at drawing lessons from past situations and considering relevant precedents in his decision-making.

✓ He identifies assumptions and checks beliefs against facts.

✓ He evaluates strengths and weaknesses of different views objectively.

✓ He thinks analytically and solves problems in a structured, systematic way.

✓ He provides clear and logical rationales to support his recommendations and proposals.

✓ He is pragmatic and realistic in considering the practicality and feasibility of proposed solutions.

✗ He never considers potential changes in circumstances when making decisions.

✗ He rarely thoroughly thinks decisions through.

✗ He employs problem-solving techniques that end up generating even more problems.

✗ He decides on the solution before properly analyzing it.

✗ He jumps to conclusions without considering all relevant factors.

✗ He fails to recognize assumptions and check beliefs against facts.

✗ He neglects to think through long-term implications of actions.

✗ He focuses on symptoms rather than identifying root causes.

✗ His lack of rigor in analyzing issues from all angles leaves him vulnerable to overlooking important perspectives and potential solutions.

✗ He does not adequately consider alternative perspectives.

✗ He arrives at conclusions before gathering all relevant information.

✗ His recommendations ignore practical constraints.

✗ He neglects to learn from precedents and past experiences.

✗ His failure to recognize biases and approach issues objectively is hindering his ability to make informed decisions.

✗ His opinions are not sufficiently backed by logic and evidence.

Part 28 General Phrases

✓ He has remained firmly focused on his team’s goals despite the tremendous pressure recently.

✓ He quickly gets to the heart of the problem identifies the root cause. This allows him to manage multiple projects simultaneously, performing well with each.

✓ He knows how to prioritize short-term and long-term goals.

✓ He is a gem and knows the value of time.

✓ He keeps the faith for the team.

✓ He is a consistent performer, a great task scheduler, and has a no-quitter approach to solving problems.

✓ He is like good software that offers seamless backward compatibility.

✓ His team has performed very well over the past year.

✓ He thinks twice before doing anything that may not be worthwhile.

✓ His team looks up to him as a positive influence.

✓ He never loses sight of his goal.

✓ No technical problem is too difficult to solve for him.

✓ He knows the technology that we employ inside-out, and keeps himself informed about up-to-date changes.

See also: Best Performance Review Examples for 48 Key Skills

✗ His team meetings often overrun the allotted time. He should work to improve his time management skills to ensure meetings begin and end as scheduled.

✗ He is frequently late for work and does not adhere to a proper work schedule.

✗ He needs to work on his ability to accept feedback from coworkers.

✗ He should improve his communication with his management team.

✗ He frequently withholds information from his team.

✗ He has a tendency to make other people feel intimidated when they propose new ideas or ask for assistance.

✗ He should work on approaching his coworkers in a more professional and welcoming manner.

✗ He does not attempt to take creative risks. He creates a stiff environment that is not conducive to innovation.

✗ He does not adhere to the sales script that is proven for success. He attempts to unacceptably modify the script.

✗ He does not work within the company policies that are proven for ultimate success rates.

✗ He does not always ensure his customers are satisfied. He has had complaints filed against him for inappropriate responses to customer feedback.

✗ He frequently misses targets and does not keep up to date with the objectives expected of him.

✗ He does not willingly take on additional responsibility or step forward when new tasks or projects arrive.

✗ He consistently relies on other people.

✗ He should work to improve his interaction with customers and how well he meets their needs.

✗ He rarely shows appreciation to his employees for a job well done.

✗ He should be more open to feedback and apply it to his work to increase his accuracy and productivity.

Related: 26 Example Paragraphs for Performance Reviews [Positive & Negative Feedback]

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Adeola Olayiwola

Dr. Sajuyigbe Ademola

OLUBIYI OLAYIWOLA S

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Thabile Mokoena

International Journal of Human Resources and Procurement

Kolawole S . Ajibola, PhD , Elegwa Mukulu

This study focused on performance appraisal as a determinant of employee work engagement in manufacturing firms in Nigeria. Descriptive research design was adopted by the study. Sample for the study was done using purposive, stratified, and simple random sampling techniques. Qualitative and quantitative data was collected through the use of questionnaire, Pearson Products Moment Correlation analysis was used in determining the relationship between performance appraisal and employee engagement in Nigerian manufacturing firms. The study found out that there is positive significant relationship between performance appraisal and employee engagement. The study concluded that there were traditional performance appraisal practices in manufacturing firms in Nigeria. In view of the findings, the study recommends that manufacturing firms in Nigeria should embrace continuous performance appraisal to improve the level of employee engagement among its workforce.

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Performance Appraisal Systems one of the important component of human resource management. This component also plays a very important role in the job satisfaction of employee. It is a system which is used to evaluate the performance of an Employee in the organisation. This is the evaluation system on the basis of which employees salary is increased or decreased, their promotion or demotion is done. The organisation may be some institution, company, industry or any firm. This study completely based on the Performance Appraisal System. The main purpose of the study is to measure satisfaction of Employee with Performance Appraisal System and to find out the relationship between Employee satisfaction on Performance Appraisal System with Fairness of the system. The organisation in this study is educational institutes of Jalandhar. The Employees in the study are the faculty members of the educational institutes. A sample of 200 respondents is taken to conduct the study. Correlation technique is used to find out the relationship between Employee satisfaction on Performance Appraisal System with Fairness of the system. The findings show that maximum number of respondents (faculty members) is satisfied with their Performance Appraisal System. The findings also revealed that there is a positive relationship between Employee satisfaction on Performance Appraisal System with Fairness of the system. Some suggestions have been made on the basis of the findings of the study.

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Good performance management practice is crucial in modern times. Unfortunately for many years, corporate executives and academic scholars have been debating the consequences of poor performance management practices in organizations. The main focus is on performance management practices and its improvement to enhance the performance of employees. However, emphasis is on poor employee performance due to informal performance management practices at Oti-Yeboah Company Limited. This is an exploratory study, as a result, a single case study organization was chosen. The study adopted a multi-method qualitative case study approach using both primary and secondary data sources. A stratified random sampling technique was used with a sample size of 111 respondents from all departments of the Company. The study revealed that supervision and control system, coaching, delegation and performance measurement are the main management practices and were poorly applied in managing employee performance. Therefore, the informal performance management practices led to poor employee performance in the Company.

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Performance evaluation template, with examples and tips

A performance evaluation is a formal check-in process used to evaluate team members progress. Though evaluations can be stressful, a performance evaluation template can help standardize the process. When your team member knows exactly what you’ll be discussing, they’re able to prepare and have a more productive conversation. Plus, if you pair evaluations with goal-setting, you can focus the conversation not just on current impact but also on future goals. In this article, learn how a performance evaluation template can simplify and improve the feedback process.

Performance evaluations can bring up memories of when you were a new team member in the hot seat. The anticipation before each 1:1 meeting was likely stressful if you didn't know what the format would look like or what you'd talk about. But now that you’re a manager, you can see things from a different perspective and create a more positive experience. 

What is a performance evaluation?

A performance evaluation is a formal check-in process used to evaluate team members based on their past work and to give feedback for future success. Sometimes called a performance review, performance evaluations usually occur in quarterly, bi-annual, or annual cycles. 

During a performance evaluation, you’ll review each team member's overall performance and break down the competencies they aim to master. You and your employee will walk through specific examples of things your team member did well and areas where they have room for improvement. Some companies use virtual performance evaluation software, but you can also go through the process without using a dedicated HR management tool.

Performance evaluations as self-assessments

Performance evaluations are an opportunity for growth. They’re a chance to have a conversation about each team member’s impact and how they can move forward in their role. 

Oftentimes, performance evaluation templates will have a self-assessment component. This gives your team member a chance to drive their own career by sharing their successes and future goals. You can then start the performance evaluation conversation by asking them to share what they think they're doing well and the areas in which they think they need improvement. This can make the evaluation feel less scrutinizing and more like a dialogue.

How do you write a performance evaluation?

A performance evaluation template can help you prepare for the evaluation process by giving you a standardized format to follow. Though you should tailor this template to your team's goals, make sure your team members see the template in advance so they know what the conversation will be about. This allows them to prepare and encourages conversation on how to move forward. A collaborative approach will feel less daunting than a traditional, one-sided performance evaluation form.

1. Identify core competencies

Although you want your performance evaluation template to meet the needs of your team members, it’s also important to standardize your template to provide a fair assessment across the board. This means considering what competencies make the most sense for your entire department. 

Core competencies that can measure performance in various team roles include:

Knowledge of job skills

Quality/quantity of work

Customer service skills

Inclusiveness

In addition to these categories, you can include an area in the evaluation form for specific goal-setting and further discussion. This will allow you to get more personal with each team member when you meet with them individually. 

Tip: You can add sub-competencies below each category to make your performance evaluation more detailed. For example, under the “quality/quantity of work” competency, add things like: looks for ways to improve quality; performs a full range of duties; achieves goals; and meets deadlines. 

2. Choose a rating scale

Once you’ve chosen the competencies for your performance evaluation template, choose how you want to rate your team members. There are two main values of a rating scale:

Provides a shared language to discuss successes and strengths versus areas of opportunity.

Provides something to look back to and see team members career growth.

However, avoid a numerical scale if possible. That way, team members focus less on their “grade” and more on their competencies. The key to your rating scale is to make sure it’s clear to everyone.

Rating scale example:

Exceeds expectations

Often exceeds expectations

Consistently meets expectations

Needs development

Make sure you align your team with what the rating scale means. For example, two people might mentally define "consistently meets expectations" differently, so keeping everyone on the same page can set the stage for a healthy and productive evaluation conversation.

3. Set an evaluation cycle

Setting your evaluation cycle will let you and your team members know how much time you have to prepare between sessions. Common review cycles are quarterly, bi-annually, and annually, and your company may pre-determine these. But if you have a choice, you may choose based on the nature of your workplace. For example, if your work culture is hands-off, you can hold monthly performance evaluations to ensure team members get frequent feedback. If your work culture is highly collaborative, your team may not need frequent reviews.  

Some review periods are better for short-term goals while others focus on long-term goals . For example, quarterly review periods provide enough time between evaluations for your team members to take past feedback into consideration and work on any goals you’ve set together. Once you’ve set your evaluation cycle, it’s important to stick to it so everyone knows what to expect moving forward. 

Tip: You can also take advantage of the time you have between evaluation cycles to observe job performance in action and offer opportunities for professional development . Helping your team members meet their performance goals benefits the entire team.

4. Prepare a list of questions

Now that you’ve nailed down the basics of your performance evaluation template, you can prepare for the individual meetings you’ll have with your team members. In these meetings, you’ll want to have a list of questions to ask that can move the conversation forward. Some questions you can ask include:

What is something from this quarter that you’re proud of?

Which goals did you meet? Which goals fell short?

What are two or three things you can focus on next quarter to help you grow professionally?

To ease the pressure of the evaluation meeting, standardize these questions for all team members.

Tip: Make sure you choose questions that get team members thinking about their work progress and goals. While the rating system on the performance evaluation is useful for long-term comparisons, the conversation is where your team members can verbalize issues and feel good about their accomplishments.

5. Share questions in advance

The best thing you can do to prepare team members for a performance evaluation meeting is to let them know up front that it's happening and exactly what they can expect. Sharing the questions you’ve prepared in advance can give everyone time to think about them and process them. This reduces nerves and makes it a more collaborative and constructive conversation.

You can also share the format of the review with them so they can get an idea of how the conversation will go. For example, will you expect them to share first or will you lead?

Tip: Aside from sharing the questions with your team members, you can let them know what to expect by asking them about their accomplishments during the interim between evaluation cycles.

6. Have the conversation

Set aside dedicated time outside of your traditional meetings to have your performance evaluation meetings. Plan to meet individually with each team member for between 30 and 45 minutes. If possible, give your team members about a week’s notice so they can plan for them.

Tip: Don’t forget to ask team members for their opinions during the conversation. Aside from the standard questions about past performance and future goals, ask for feedback about your management style or the company culture . You can also ask where or if they hope to grow in the company over the long term.

7. Create a goal-setting framework

The questions you ask team members during evaluations should flow into goal-setting sessions. When you end the performance review process with a set goal, team members have a clear idea of what they need to work on between evaluations. Two goal-setting options include SMART goals and OKRs :

SMART goals:

Objective 1

Key result 1

Key result 2

Key result 3

After you give team members a framework to follow, let them be the visionaries of their goals while you facilitate. 

Tip: When you take a backseat in the goal-setting process, your team members will feel more in control of their future growth. It can also make evaluations more enjoyable because they become less bureaucratic. 

8. Be open to feedback

You should always ask team members about your performance as a manager so you can continue to meet their needs. Sometimes, team members won’t feel comfortable providing honest feedback in a 1:1 meeting. So if you want genuine responses, consider asking for feedback anonymously. You can:

Send an anonymous survey

Set up a physical or virtual comment box 

Hold a team feedback meeting

Emphasize that you’re open to any feedback your team members have for you, whether it’s positive or constructive. You can use their feedback to become a better manager and improve your future performance evaluations. 

Tip: If you’re having trouble thinking of ways to get team feedback, ask your co-workers what methods they use. Other managers may have strategies to share and ideas for evaluation templates as well. If you see areas that overlap between your departments, you can borrow ideas for your performance review form.

Performance evaluation template and example

Below, you’ll see a filled-out example of what a performance evaluation template may look like. You can offer this template as a self-assessment for team members, which should spark meaningful discussion about their work progress and future goals. 

You can download a blank version of this performance evaluation template below to customize it for your company and department.

You can download a blank version of this performance evaluation template below to customize for your company and department.

Types of employee performance review templates

The process of conducting employee performance reviews is pivotal for both employee growth and the continuous improvement of your organization. By using a variety of employee performance evaluation templates, you can ensure that these assessments are both comprehensive and effective.

Below, we'll explore different types of employee performance evaluations that help human resources departments offer constructive feedback, improve team performance, and increase employee engagement.

Simple performance review template

A simple performance review is an essential tool for any human resources professional or team leader. It's designed to streamline the evaluation process by focusing on key performance indicators (KPIs) and core competencies.

This template is particularly useful for routine assessments and is a great starting point for those new to performance evaluations. It simplifies how to do a performance review by providing a clear, concise framework for feedback.

Example: A sales associate, for example, might be evaluated on specific KPIs such as sales volume and customer satisfaction, providing clear metrics for assessment and discussion.

Self-evaluation form

The self-evaluation form , which encourages employees to engage in self-reflection, is an important part of the performance review process. This form allows individuals to assess their own performance, highlighting their achievements and identifying areas of improvement.

Example : A software developer could use the form to reflect on their completed projects, coding proficiency improvements, and teamwork contributions. This helps the team member identify their strengths and areas for further professional development.

By integrating self-assessments into your performance evaluation form, you can foster a culture of self-awareness and continuous development.

Peer review template

The peer review template fosters a collaborative review process in which employees can provide feedback on their coworkers' performance. Peer reviews complement traditional performance evaluation forms by adding depth to the understanding of an employee's impact within the team.

This form provides a thorough perspective that might not be apparent to supervisors alone and aids in understanding how peers perceive an employee's progress.

Example: For instance, a graphic designer might receive feedback from their peers on their creativity, ability to meet deadlines, and collaboration on team projects, offering a comprehensive view of their performance from those who work closely with them.

30-60-90 review template

Designed for new hires, the 30-60-90 review template sets clear milestones for the first 90 days of employment. It's a dynamic tool that helps managers and employees establish mutual performance expectations and goals, making new employee onboarding a success.

Example : Consider, a new marketing specialist who is expected to learn the company's marketing strategy in the first 30 days, contribute to a campaign by the 60th day, and lead a small project by day 90.

The 30-60-90 review focuses on the quality of work and alignment with the job description and incorporates a career development plan that includes mentoring. This ensures the new hire is effectively integrated into the team, with clear expectations for their initial months.

360-degree feedback template

The 360-degree feedback template is a comprehensive approach to performance evaluation, incorporating feedback from supervisors, peers, subordinates, and sometimes even clients.

This holistic view provides a well-rounded perspective on employee strengths and any areas that need improvement.

Example: Consider a team leader whose 360-degree feedback reveals a lower performance rating in communication skills compared to other areas. Based on this feedback, the leader is placed on a performance improvement plan specifically designed to enhance their communication skills. The plan includes targeted workshops, mentoring sessions with a communication coach, and regular feedback sessions to monitor progress. This approach ensures that the leader receives the support needed to develop their abilities and positively impact their team's performance.

One-on-one meetings

Performance evaluation templates can be helpful for jotting down notes during face-to-face meetings, but with many teams moving to remote work , online software is more useful than ever. Virtual one-on-one meeting agendas clarify that you're here for your team members and are always willing to chat. They're a great place for casual feedback and to build psychological safety and trust. By developing this relationship with your direct report, you can set yourself up for success when you have a bigger performance review conversation.

Even if you work in person, you can use one-on-one meeting agendas to stay connected with team members throughout the year.

A one-on-one project also gives team members the chance to choose what they want to talk about with you. Think of the one-on-one as their time. You've set 30 minutes aside for them to use in whatever way is most beneficial for them. Sometimes, they might want to talk about their favorite TV show because they need some time to unwind. Other times, you may get into some serious brainstorming or problem-solving together.

Quarterly performance review template

Focusing on short-term goals and achievements, the quarterly performance review template allows for more frequent assessments of an employee's progress. This performance appraisal is beneficial for tracking progress towards annual goals and adjusting objectives as needed. Quarterly reviews are an excellent way to keep employees motivated and aligned with the company's strategic direction.

Example : For instance, a project manager might be reviewed on their ability to meet project milestones, with adjustments made to their next quarter goals based on the latest project outcomes and feedback.

Annual performance review template

The annual performance review template provides a comprehensive overview of an employee's performance over the year. It's an opportunity to reflect on long-term achievements, set future goals, and discuss career development opportunities.

Incorporating feedback from this template into the next performance review ensures continuous improvement and effective performance management. Additionally, it sets the stage for meaningful one-on-one discussions, allowing managers and employees to follow up on progress and celebrate wins.

Example : For example, imagine an employee who has consistently met their sales targets throughout the year. The annual review not only acknowledges this achievement but also explores areas for further growth. This might involve setting higher targets for the upcoming year, discussing new responsibilities, or identifying training opportunities.

Why performance evaluations are important

Performance evaluations are important for both managers and team members because, when work gets hectic, communication can fall short. A “good job” here and there can go a long way, but team members need scheduled facetime for individual feedback in order to stay on track and grow.

Performance evaluations can provide the following benefits:

For managers:

Informs hiring practices

Offers feedback on management style

Provides updates on team member wellbeing

For team members:

Improves communication with leadership

Provides a safe space to address concerns

Offers feedback on individual performance

While performance evaluations can feel nerve-wracking, they’re also motivating and give team members clarity on how to improve. Over time, thoughtful performance evaluations build trust and show your team members that you support them and their career paths.

Enhance performance evaluations with goal-setting software

With Asana’s goal-setting software, your team can receive more frequent updates on how they’re doing, which lessens the pressure on everyone when performance evaluations roll around. 

Goal-setting enhances the performance evaluation process by focusing more on future progress. When your team can watch their progress in action, they’ll feel more invested in doing their best work.

Related resources

How to accomplish big things with long-term goals

Fix these common onboarding challenges to boost productivity

30-60-90 day plan: How to onboard new hires with ease

15 types of employee performance reviews

• Using Performance Management

How You Manage Performance Documents for Inactive Assignments

You may have to create or open a performance document for a worker whose assignment is either inactive due to termination or transfer, or suspended. This topic describes how and where to search, create, and open those performance documents.

Terminated Assignments

You can search and create performance documents for terminated assignments that are either:

Managed by a terminated manager

Assigned to a terminated worker

Human Resource (HR) specialists and managers can find documents for terminated assignments on the Performance Documents page under Administration. Use the Assignment Status field and select the Inactive check box.

HR specialists can search and create documents for terminated assignments using the Performance Documents task.

Suspended and Inactive Assignments

HR specialists can find suspended assignments using the Performance Documents page under Administration using the Assignment Status filters. Managers and workers can find suspended assignments by using the Business Title. Remember that terminated assignments are inactive assignments.

Related Topics

• Performance Management Profile Options