â He strives to find new challenges that will expand his experience. It is not to be handed to the appraiser as it is for their own analysis. â He can accomplish his assignments efficiently with the tools provided. â He is expert in training his employees. â His high standards of ethics are shown through all of his work on a daily basis. â He does not maintain the training equipment fully between classes. He maintains a good and comfortable environment for his team. If the relevant context is not added, the review would not yield expected results. â He often says âI donât knowâ when confronted with a tricky question or problem. â Doesn’t allow individual emotions or feelings influence decisions. â He one of is the top staff members who cooperates well with other teams and divisions. â He has good instincts and knows when to follow them. â He is continually turning in sub-par work and needs to improve his job knowledge. â He does not pay attention when others are talking and frequently asks silly questions. â He has a wide skill set and although he has some weaknesses, he always seeks help from appropriate colleagues when needed. â He actively involves himself in the business. â He took several more personal days than permitted. â He tends to apply a narrow and rushed decision-making approach. â He does not want to pick up any new techniques or skills. â He arrives at work every day fully prepared to tackle his responsibilities. This unwillingness to offer assistance promotes a selfish work environment. The way he can look at an issue from different sides is a great resource to our team. â He has remained firmly focused on his team’s goals despite the tremendous pressure recently. â His employees consistently complain of unreasonable expectations. â He empowers others to take initiative as well. â He maintains an up-to-date level of professional and technical knowledge. He has a positive demeanor. â Bill has consistently shown he does not listen to his customers well. â He demonstrates flexibility by adapting to changes in priorities and the work environment. We advise him to make concrete plan for every week. â He doesnât take enough time to carefully check his core performance products before submission. â He welcomes criticism that will help to improve the business. â He promotes cooperation and teamwork. â He does not willingly take on additional responsibility or step forward when new tasks or projects arrive. â He constantly searches for new ideas and ways to improve efficiency. â He demonstrates a low level of knowledge of the required work procedures. â He rarely complies with the applicable hygiene standards. â He is easily distracted when listening to others. â She lacks the skill to analyze a problem to discuss the core issues. He is good manager who treats all employees equally, regardless of gender, age or any other factor. â He shows awareness of the environment external to the organization and its needs. â He always keeps himself updated about new information and knowledge in relation to his field of expertise. â He easily takes on new tasks well but fails to communicate with and train others who may also be required to take them on. â He doesnât have a good relationship with his team members. â He sets performance goals that are out of touch with reality. He needs to deal with customers efficiently. This often results in wrong decision. â He often does not consider the situations that may occur while during performing his duties. â He talks about deliverables, but does not consistently deliver. â He is adept at facing difficult situations. â He has a knack for making people feel important when he speaks with them. â He is confident and persuasive when making big decisions. â He deals with very complex topics and discussions. â He encourages coworkers to be inventive. He should work on this skill over the next 90 days. He always performs his assignments through initiative without supervision. He ensures the achievement of the goals as planned. â He recognizes potential in others, and seeks to help them reach that potential. â He consistently makes error-free products. â He is reluctant to find more effective ways to perform job activities. â He knows how to uses the equipment efficiently to manage his time. â He is able to grasp complex technical concepts. At large organizations, there may not be enough resources in order to devote the time needed to conduct quarterly performance reviews for every employee. â He is frequently completes any plan or project late. â He is a loner. â He works as an advisor, friend, and boss for his team. â He is enthusiastic about work and working with others. He is capable of handling a variety of assignments. â He does not mind facing complicated situations and always finds appropriate solutions to offer to management. â His demeanor can be unapproachable and this negatively impacts the morale of his team. â He does not always ensure his customers are satisfied. â He is an inattentive listener and rarely asks for clarification. â He maintains high standards of integrity across his department. He can be relied upon to get the task accomplished on time. â He has proven to be an ineffective communicator. Communication Skills. Performance reviews look at both quantifiable and non-quantifiable items. â He understands the testing process and how to discover a solution to a particular problem. â He does not mind taking part in on the job training. He feels confused when setting goals and leading his team forward. â His argumentative attitude in conversations his colleagues can make them angry. â He strives to create a positive atmosphere in the work place. A retail employee performance review is done to assess the performance of the employees of a retail store. â He is willing to consider other people’s ideas. So, for example, if I'm an employee and never get a review or any negative feedback, the assumption I have to make is that I'm doing a good job." â His team has performed very well over the past year. â He always maintains a high level of accuracy in his work. â He often applies his personal ideas to problem solving without any thought to other people’s alternatives or opinions. Performance review phrases for self-evaluation. â He needs to improve his technical understanding of his job. She adapts easily to rapid change in the workplace. â He overlooks or underestimates problems until they become major issues. â He holds himself accountable for his teamâs performance objectives and goals. â He does not share key information with colleagues because he fears he will be marginalized. â He frequently avoids or delays attending training, or deployment of new programs. â He frequently presents a superior attitude toward coworkers. â He has never complained about his job or his colleagues. â He performs his tasks with heart and always accomplishes them in due time. He is willing to study the knowledge needed for his job. â He fails to fulfill the responsibilities stated in his job description seriously. â He does not encourage his team to find creative solutions. â He is unable to perform his job without assistance. â He builds solidarity between his team members to enhance team spirit. â He builds good relationships through open and friendly communication. â He is never willing work overtime even if the jobs requires it. â He interrupts others and changes their topics if he does not like them. â He is willing to help his staff find suitable training sessions. â She uses her knowledge of technology and innovates to avoid mistakes. â He can be counted on to carry out assignments with careful follow-through and follow-up. â He accomplished all tasks he is assigned in a timely manner. â The products produced by him have an unacceptably high defect level. This may result in team members getting an impression that all performance reviews are generic and the same things are said to pretty much everyone. â He constantly identifies more efficient ways of doing business. â He tends to be distant and unapproachable. â He is always ready and prepared to accept new responsibilities and projects. â He frequently withholds information from his team. â He uses sharp ideas and critical thinking ability to solve issues quickly. â He doesnât accept âweâve always done it this wayâ as a solution. â He can find timely solution to any problem quickly and effectively. â He was a good at team player when he was just a member of the team, but now that he is in a supervisory role, he has lost many of those teamwork skills. â He attained perfect attendance over the time period. â He has a strong grasp and understanding of his job responsibilities. â He consistently meets all/most deadlines. â He is not afraid to say “I don’t know” when faced with a difficult question. â There are many times we have tasks that absolutely must be completed by a given time. â He directs quickly but has a bad attitude with his feedback. â He is not liked by those colleagues working with him despite the good impression the management team has of him. He also takes his breaks as per his schedule. â He can be counted upon to act honorably in all situations. â He brings comfort to people working with him. One of the best ways to do that is to use performance appraisal phrases. â He gives of himself to make sure the job is well done. â He can effectively communicate the requirements of the job and the expected outcome to his employees. â He applies overly complex and impractical approaches to solving problems. â He is constantly disrespects his manager. â He is often tardy for work and despite repeated warnings, does not respect the attendance policy. â He has been the cause of concern from vendors because of his integrity. Step 2:Â Users will click the “Open Submission Form” button to fill in and submit the report. â He accepts constructive criticism positively. â He anticipates the future needs or problems of customers. â He doesnât apply himself as much as he could given his experience and knowledge. We always put our trust in him because he is expert in working with our previous generation systems. â He satisfies everybody because he often contributes positively to the success of others instead of himself. â Teri can handle the run of the mill customer service situation, but the more complex issues seem to cause her to freeze and not react. â He is always one of the first to volunteer to help to get the job done whenever a large project comes in. â He seems unwilling to learn new skills. He does everything necessary to retain customers. â He has little understanding of the competitive business landscape. â He fails to actively resolve the problem of poor performances at work. â He regularly contributes suggestions on how to improve company processes. â He has the ability to resolve any issue by himself and he creates good relationships with his colleagues. â He has met difficulties in handling his workload. â He exceeds the expectations of the company. The examples listed here are designed to spark some ideas and get you thinking about how to approach performance reviews for your team members. â He treats the customer with respect and courtesy. â He encourages people to work together to achieve a common goal. It takes too much working time. â He is willing to work overtime until the project is finished. â He does what it takes to get the job done. â He violates the company’s internal code of ethics. â He gives off an impression of superiority to those around him. â His ability to work with and understand the dynamics of the many teams in the organization has been beneficial to the firm. â He practices a great deal of care in his work. His coworkers often comment on how they feel good about sharing new ideas and thoughts without fear of intimidation. â He is ready to share information and knowledge for the common development of all staff. His attitude is one which should be emulated. â He is an asset to our team. â He is one of our most proficient customer service trainers. â He focuses his team on accomplishing individual tasks and neglects to consider what could be accomplished if the team worked more cohesively together. â He plans his time off well in advance. â His experience and knowledge doesn’t reflect that listed in his application. â No technical problem is too difficult to solve for him. â His schedule shows no issues and his good attendance is within the standard policy. His commitment to punctuality and attendance has contributed greatly to our teamâs overall success. He abides by both the letter and the spirit of the rules. He needs to better understand personality types and how they interrelate. â He doesnât let his viewpoint be clouded by doubt when faced with a problem. â He is poor at managing a high performance team. But beware. â He requires minimal supervision. â We need people who are willing to do whatever it takes to get the job done. â He demonstrates the professional job-specific skills necessary to provide the appropriate quality of work. â He fails to make any attempt to improve his performance. â He doesnât know even the key fundamentals of the job. â He ensures that meetings open and end on time. He easily builds an atmosphere of trust within his team. â He contributes to a positive work environment through his interactions with others. â He adheres to deadlines and meets production benchmarks. â He tends to overanalyze problems when a prompt decision is required. â He seems more intent on accomplishing his own tasks rather than assisting others who might need help. â He does not attempt to take creative risks. â He does not believe in his efforts. â He is not flexible enough to create new ideas when needed. â He is in a difficult situation: he inherited a team that frankly was a mess. â He stops listening when presented with an opposing viewpoint. â His employees abuse his willingness to allow them to work from home in case of necessity. â He commonly fails to consider all the facts before making a decision. â He makes a special effort to boost employee morale and create a positive work environment. He urges his staff to give him the results he expects. â He sets concrete and measurable goals. â He is easily demotivated if things fail to perform as well as expected. â His decision making process is too hurried. â He shows a lack of communication and interaction with her team members. From a manager’s point of view, it can be difficult to not repeat phrases to more than one individual about same competency. â He seems to be too focused on his appearance and following the dress code instead of working skills. â He manages his team well and receives good performances from them. His people-management is respected by the working community. He sets his own priorities to accomplish his job. Reference Guide for to Up that Salary. â He is reliable and has good attendance. â Everything seems to have big step in the world of technology. Performance Review Example #1: GE. â He is a creative person. â He always takes responsibility for his team and its performance. His staff reward his expectations in their performances. â He spends too much time communicating with clients over the phone. â He completes his duties without concern who will take the credit. He consistently performs at or above expectations. â His own high ethical approach and his faith in other people want to work ethically is often not justified. â His attitude is an asset to his management skills. â He is uninterested in what others have to say and interrupts others before they finish speaking. â He does not tap into the creative side of his team. â He can quickly build a positive relationship with people and understand how to relate to them. â He is able to analyze any problem and find the best solution to any problem. â He lacks confidence and communicates inefficiently when he meets people. â He managed a flawed team In difficult circumstances, and developed it to be one of the best in our organization. His employeesâ complaints about his impossible requirements are reasonable. His level of voice is also inappropriate at times. â He isnât only concerned about himself and continually contributes to the success of those around him. â He is always an attentive and active listener. â He takes the available opportunities to increase his knowledge of relevant job skills. â He focuses on solutions to problems not the symptoms. â He ignores the company regulations prefers to work on his own. 2. â He listens to, and promptly follows all directions. â He displays exceptional performance day after day. He regularly talks to his employees to ensure work is on track. â He seeks feedback on the effectiveness of his written and oral communication. â He does not provide a team-centered support environment. â He is easily distracted. Criticism of all kinds can be framed in the form of what should be done and how things could go well,â says Davis. â He treats others fairly and without prejudice or bias. â He is often late for work and, despite frequent warnings, does not follow the attendance policy. â He demonstrates initiative consistent with job expectations to improve his performance. â He skillfully overcomes client objections. â He is somewhat pessimistic and his moods affect other employees. â He maintains a steady, positive attitude that helps. â He always looks for new challenges and makes the work environment better. â He is always ready for business trips when necessary for his job and for improving relationships with clients. â He is unable to find more than one way to achieve a difficult task. â He rarely cooperates with other departments or assists them to complete their tasks. â He understands his team and how to motivate them to high performance. â He is unwilling to assume responsibility for colleagues’ tasks when necessary. â He is a calming influence, especially within his peer group. â He is always the first person thoroughly understand and take on the new technology well. â He automatically works extra hours if thatâs what it takes to get the job done right. â He is an accomplished technician who understands our systems and processes. â He is able to quickly understand peoples personalities and relate to them well. ), Great presentation skills but usually presents incorrect information due to lack of (list of products/services) understanding, due to which clients get confused, Tends to stray away from actual point of conversation during (meetings/presentations/demos), Is unable to overcome client objections, that led to 30% drop in sales, Lacks commitment to ensure new initiatives are completed within time, Assumes that teammates/subordinates have required skills to fulfill certain responsibilities without checking with them. â He is unable to perform even the simplest tasks. He adjusts plans when something is not working. â He is provided many complicated tasks but he performs them easily. He cannot be let out of the sight of his supervisors. â He can maintain good communication with everybody and he also encourages people to work harder and more effectively. As soon as a new status report is added, participants with âViewâ rights can view it in real time. â He is able to summarize and communicate key business decisions effectively. â He has a strong vision for the future, both personally, and for the company. These phrases should serve you as a reference when doing the performance reviews. He demonstrates that he cares about his job, his coworkers, and the company. â He has not understood completely why customer service training is important. He should work to improve his time management skills to ensure meetings begin and end as scheduled. â He has good knowledge of business, but he fails to properly communicate with other technical members of his team. â He works well with customers. â He avoids participating in gossip and rumors. â He develops actionable goals and plans how to meet them. Retail managers must also make reviews part of a routine process. â He was sensitive to the feelings and efforts of others. â He is continually late for work and should improve this area by focusing on arriving on time each day. â He is one of the more technical employees we have on staff. â He displays an uncooperative attitude. â He is unable to focus on the important tasks and ensure they are completed first. â He does appreciate that happy team members can affect his own job performance and this makes those around him unpleasant. He continuously strengthens the connections between among his subordinates. â He is the group leader and allocates appropriate tasks to his teammates. He shows the initiative to find new tasks himself. â He follows all company policies. â He needs to work on listening to others. â His reliability is in doubt. She should continue to adopt this position in the company. â He has an overly sensitive and pessimistic personality. In this article, we have consolidated about 450+ positive & negative phrases that could be handy. â He appears uninterested and detached from his work lately as if he is no longer engaged in it. â He consistently engages in meritorious behavior. â He has a high sense of responsibility to his job. We are fortunate to him on our team. â He does not understand how to set team goals and manage his team to achieve them. He is easily upset by problems or difficult situations. He shows high ideals about how he believes those around him should behave. â He congratulates staff on jobs well done. â He often criticizes rivals in order to convince customers to use the services of his company. â His understanding of business is very good, however, his ability to communicate with the technical members of his team is holding him back. â He is dishonest when reporting statistics to deceive and confuse others. â He decides on the solution before properly analyzing it. He should apply more technical concepts to satisfy the requirements for his role. â He adds an artistic flair to everything he produces which makes his projects much more enjoyable than most. â He knows how to prioritize short-term and long-term goals. His colleagues hesitate to ask him for assistance due to his standoffishness. â He encourages his teammates to create ideas which have form and provide more creative solutions. â He always devotes himself wholeheartedly to the success of the team. Every day I come to work with a smile on my face. â He doesnât care who receives the credit. â He tends to complain about a lack of resources and personnel instead of making do with what he has. Performance reviews can be difficult for everyone, manager and employee alike. â He must improve his foreign language skills to stay competitive in this industry. Each position requires its unique set of skills that can never be generalised. He recommends the most suitable solution. â He improved output/production by [x]%. â He asks insightful and probing questions. â His is fully accountable for his actions and never shirks responsibility. â He can bring disparate groups together even in the most difficult situations. â He does not see the workplace as a team environment and prefers to go it alone. â He is always enthusiastic and helps motivate team other members. â He uses an arsenal of creative strategies to proactively solve a wide range of problems. He continually builds people up. â He works with customers very well. â He always accentuates the positives in any situation. Ensure he/she is in charge of negotiation and leads to win win situation for both parties, Displays excellent organization skills during all tasks he/she undertakes, Is highly skilled at planning for short term as well as long term goals, Sets goals, checks in progress regularly to ensure he/she is on track and achieves end results effectively, Is always respectful towards teammates ideas and opinions, Clearly communicates what is expected of others and the standard measurement of achievement, Late processing of purchases often impacts schedule of project deliverables, Lacks the tenacity to get the best deals possible from vendors, Biased towards vendors who are new in the market, In case of errors, does not take ownership, Fails to coordinate with other departments to assess their needs of (lists of products), Is not fully committed to the tasks so finds it difficult to bring activities to fruition, Negative talk tends to lower entire team’s morale, Lacks engagement to drive (list of tasks) to the desired outcome, Does not display on open mind when given constructive feedback, Does not contribute new/innovative ideas while brainstorming with team, Unable to take stern action when the situation demands it, Takes prolonged amount of time to take smaller decisions leading to delay in number of subsequent activities, Needs to work extra hours because he/she is distracted during normal hour, Speaks of improving himself/herself but backs out when the time comes to take on a new role, Relies on tried and tested methods more often than required, Does not help others despite them asking for help, Should focus more on creating a sensible plan than other lesser important initiatives, Fails to provide support when it is absolutely vital, Forces himself/herself between conversations without considering other two parties, Sets targets without any purpose so loses focus after a short period of time, Fails to provide correct estimation of how much time resolution of problem will take, Sets multiple goals at the same time and fails to achieve even one, Finds it difficult to learn new technologies. â He often has troubles with his coworkers when they work together. â He is reluctant to take responsibility for self-development. â He strictly ensures his staff maintain proper timekeeping. â He fails to resolve conflict among subordinates. As such, they are relevant to promotions, compensation, discipline and dismissals. â He is a very interesting colleague to work with. â His results are not as consistent as those of her coworkers. â He refuses to be downhearted under incredible pressure. â He should keep on cultivating good relationships with others around him. His conduct is as proper and formal as his appearance. He delivers what has been promised. â His schedule shows no cause for concern. He is unable to produce the quality of products that is expected. â He provides the information and knowledge beneficial to the general development of the staff. â His written communication is very good, however his verbal communication skills could be improved. â He effectively communicates expectations and goals. Feedback is about as powerful in business as it is in rock nâ roll. â He has a tendency to trigger problems between his coworkers. 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