What You Should Know About Interracial Friendship

What You Should Know About Interracial Friendship Interracial fellowships have been the subject of network shows, for example, â€Å"Any Day Now† or movies, for example, â€Å"The Lethal Weapon† establishment. To boot at whatever point unmistakable individuals make a racial stumble, they rush to pronounce that a portion of their â€Å"best companions are black† that the articulation has become a clichã ©. The possibility that fashionable people urgently need dark companions has likewise gotten unavoidable as of late. In all actuality, interracial companionships remain generally remarkable. Racially isolated schools, neighborhoods and working environments add to this pattern. Yet, even in differing settings, interracial kinships will in general be the special case as opposed to the standard. Racial generalizations and preference definitely shading how extraordinary racial gatherings see one another, subsequent in divisions that posture difficulties to potential culturally diverse fellowships. Exploring Rarity While government organizations, for example, the U.S. Registration Bureau gather information on interracial marriage, there’s no conclusive method to decide how regular interracial kinships are. Basically inquiring as to whether they have a companion of an alternate race has likewise demonstrated to be insufficient given that general society is probably going to remember negligible associates as companions for a push to show up balanced and receptive. Likewise in 2006, demographer Brent Berry set out to find how basic interracial kinships are by looking at in excess of 1,000 photos of wedding parties. Berry contemplated that individuals regularly remember their dearest companions for wedding parties, leaving little uncertainty that the individuals from such gatherings would be genuine companions of the lady of the hour and husband to be. Those included in the wedding party photographs were of dark, white and Asian source or what Berry named â€Å"other† race. To state that Berry’s results were enlightening would be putting it mildly. The demographer found that simply 3.7 percent of whites were sufficiently close to their dark companions to remember them for their wedding parties. Then, 22.2 percent of African Americans included white groomsmen and bridesmaids in their wedding parties. That’s multiple times the measure of whites who remembered blacks for theirs. Then again, whites and Asians incorporated each other in wedding parties at generally a similar rate. Asians, however, remember blacks for their wedding parties at only one-fifth the rate that blacks incorporate them. Berry’s research drives one to reason that African Americans are significantly more open to culturally diverse connections than different gatherings. It additionally uncovers that whites and Asians are far less slanted to welcome blacks to join their wedding parties-apparently in light of the fact that African Americans remain so minimized in the U.S. that a kinship with an individual of color comes up short on the social cash that a kinship with a white individual or Asian conveys. Different Barriers Prejudice isn’t the main obstruction to interracial fellowships. Reports that Americans have gotten progressively socially separated in the 21st additionally assume a job. As indicated by a recent report called â€Å"Social Isolation in America† the quantity of individuals Americans state they can talk about significant issues with dwindled by very nearly 33% from 1985 to 2004. The examination found that individuals have less compatriots as well as that Americans progressively trust in their relatives instead of in friends. Moreover, 25 percent of Americans state they have nobody at all to trust in, more than twofold the measure of individuals who said the equivalent in 1985. The effect of this pattern influences ethnic minorities more than whites. Minorities and individuals with less training have littler informal organizations than whites do. On the off chance that non-white individuals are bound to rely upon their relatives for friendship than non-family members it makes it far-fetched that they will have numerous equivalent race fellowships, not to mention interracial ones. Trust In The Future While the public’s informal communities might be contracting, the measure of Americans in the 21st century who report having interracial kinships is up from 1985. The level of Americans who state they have in any event one dear companion of another race has ascended from 9 percent to 15 percent, as indicated by the General Social Survey, which the analysts behind â€Å"Social Isolation in America† utilized for their examination. Almost 1,500 individuals were examined regarding the people with whom they’d as of late talked about genuine concerns. Scientists at that point requested that members portray the race, sex, instructive foundation and different qualities of their comrades. A long time from now the measure of Americans associated with interracial kinships will definitely increment.

The Watergate Scandal :: President Richard Nixon

     It appears as though from the second he was conceived, Alexander the Great was bound for unprecedented force. On July twentieth, 356 BC., Olympius and King Philip the Second of Macedonia, brought forth a child and named him Alexander. The real date of his introduction to the world despite everything lies being referred to however yet July twentieth is by all accounts the most generally acknowledged one. Alexander formed into a serious person. He was an exceptionally liberal man who exhibited extraordinary dedication toward his companions, however simultaneously he was extremely mindful and savvy. His extraordinary character and qualities were two of the things that made Alexander the Great a critical individual ever. Another, obviously, being that he vanquished an exceptionally enormous measure of an area in a generally short measure of time. His realm appeared to guarantee a more up to date, more brilliant age in which the countries of the world could combine as equiv alents. Through vanquishing Asia and India, overcoming King Darius of Persia, and setting up various settlements, Alexander demonstrated his brilliance. Apparently, there is no other pioneer in history who could move and spur his men like Alexander the Great did.      When Alexander was a youngster, he would on occasion get disheartened when news got back home that his dad had a vanquished another area. This was on the grounds that he was concerned that there would be nothing left for him to do. Alexander grew up around his dad's military for a decent bit of his youth and when he was thirteen, he was very full grown. Alexander's development is represented through a well known story. His dad had recently purchased an excellent pony named Bucephalus. Causing Philip a deep sense of disillusionment, nobody he knew could ride it. Going to dispose of it, Alexander chose to make a bet on whether he could ride it. Alexander serenely moved toward the pony and found that the pony feared its own shadow. Thinking, Alexander confronted it toward the sun to keep the shadow behind it, jumped on Bucephalus and rode him. Alexander got the opportunity to keep Bucephalus and later rode a similar pony right to India. At the point when the pony kicked t he bucket there, Alexander established a city and named it Bucephala after his adored pony. Alexander's folks needed the best for their child, so they employed the best mentors around to give him decent instruction. At the point when Alexander arrived at thirteen, he started gaining from Aristotle.

158 Useful Performance Review Phrases

158 Useful Performance Review Phrases “Th? bad news i? th?t ignoring th? ??rf?rm?n?? ?f people i? almost ?? b?d ?? shredding their ?ff?rt in fr?nt ?f their eyes… The g??d n?w? i? th?t b? ?im?l? looking ?t something th?t ??m?b?d? has d?n?, scanning it and ???ing ‘uh huh,’ [you] dr?m?ti??ll? im?r?v? ????l?’? m?tiv?ti?n?”. D?n Ari?l? H?v? ??u ?v?r found yourself in a ?itu?ti?n lik? this?W?rking ?n performance r?vi?w? ?r ?v?lu?ti?n?, ?r ?v?n ??ur own ??lf ?v?lu?ti?n, ?nd ??u’v? run ?ut of thing? to ???? Writing f?rm after form ?nd tr?ing not to r????t ??ur??lf?And picking the right words t? u?? ?nd not to u?? and h?w t? ?utlin? behaviors, ?nd n?t personality traits b???u?? b?h?vi?r? ??n b? ?h?ng? ?nd ??u w?nt to f??u? ?n th?t.Em?l????? ?r? ??n?t?ntl? l??king t? im?r?v? th?m??lv?? and are l??king f?r tim?l?, ????ifi? and helpful feedback.D?n’t u?? th? ?nnu?l performance r?vi?w ?? ??ur ?nl? opportunity t? tell ??ur ?m?l????? wh?t? w?rking ?nd wh?t? n?t. D?ni?l Pink, th? W??hingt?n D.C.-b???d ?uth?r ????, There s no way t? g?t b?tt?r ?t ??m?thing ??u ?nl? hear ?b?ut ?n?? a ???r.Oft?n times m?n?g?r? r?l? ?n th?ir m?m?r? t? conduct ??rf?rm?n?? reviews, whi?h is th? cause of biased reviews, b?n?fi?i?l t? n?n?. 53% ?f ?m?l???r? said th?? d?n’t ??tiv?l? track im?r?v?d ??rf?rm?n??.Wh?n thi? h????n? th? ?m?l????? ?uff?r b???u?? th?r? i? n? ??tu?l basis for measuring ??rf?rm?n??. In an ?ffi?? fill?d with ?m?l?????, it’? im????ibl? f?r a manager t? r?m?mb?r ?n ?ntir? ???r’? w?rth ?f ??rf?rm?n?? indi??t?r?.A? w? h?v? ??id before, annual performance reviews are ?n th?ir way ?ut. Employees w?nt f??db??k ju?t more often th?n once a ???r.P?rf?rm?n?? r?vi?w? ?r? a key ??m??n?nt ?f employee d?v?l??m?nt. But n?t knowing what t? ??? ?r write ??n m?k? th? ?r????? d?wnright ??inful, ?????i?ll? when it has to b? d?n? ?n a ?h?rt time.Wh?n f??db??k i? ?u?h a k?? part ?f b???ting ?m?l???? ?ng?g?m?nt, it? important to g?t it right. Th? ??rf?rm?n?? r?vi?w is int?nd?d to b? a f?ir ?nd b?l?n??d ??????m?nt ?f ?n employee’s performance.Th? saying, “Alw??? choose ??ur w?rd? carefully” i? ???li??bl? not only during inter-personal communication but it h?ld? tru? in a ??r??r?t? ??nt?xt ?? w?ll, especially during ??n?itiv? matters lik? ??rf?rm?n?? r?vi?w?.A ??rf?rm?n?? r?vi?w needs to be a balanced affair wh?r? ?? a m?n?g?r ?r ?u??rvi??r you are r??uir?d t? ?t?t? th? obvious, ?nd ??mmuni??t? ?n ?ff??tiv? f??db??k t? th? ?m?l?????.Th? ???r?t is to craft your ??rf?rm?n?? r?vi?w comments in ?u?h a m?nn?r t? b? specific ?nd ?h?rt ?nd ?u??in?t with?ut ??unding ?n th? edge.P?rf?rm?n?? r?vi?w? ?r?vid? a gr??t opportunity f?r m?n?g?r? ?nd business ?wn?r? t? ??int ?ut wh?t th?ir t??m m?mb?r? are d?ing right. It ??n ?l?? be ?n ?x??ll?nt tim? to b???t ?m?l???? ?m??w?rm?nt.H?w?v?r, r?vi?w tim? ??n ?l?? ?r???nt a numb?r ?f challenges. This is ?????i?ll? tru? if ?n? of your ?m?l????? needs t? make m?j?r im?r?v?m?nt? in certain ?r???.It ??n be u??ful t? h?v? ??m? starter ??rf?rm?n?? review phrases h?nd? to help ??u ??ndu?t a ?r?f???i?n?l and in-d??th review th?t provides v?lu?bl? f??db??k and avoids hurt feelings or d?f?n?iv?n???.It i? n?t a hidd?n f??t th?t bad performance r?vi?w? ??n l??d to low productivity, decreased m?r?l? ?nd th? ?h?n?? th? employee will l??v?. Thi? m??n? that it is im??rt?nt t? b?l?n?? th? n?g?tiv? ??mm?nt? with some ???itiv? ??n?tru?tiv? f??db??k.P?rf?rm?n?? r?vi?w? are there t? identify ?r??? of im?r?v?m?nt, but highlighting ?x?m?l?? ?f g??d work ?r ?tr?ngth? i? k?? to m?int?ining a good r?l?ti?n?hi? with your staff.A ??ntr?l reason f?r th? utilization ?f performance r?vi?w? is ??rf?rm?n?? im?r?v?m?nt (initi?ll? ?t th? level ?f th? individual employee, ?nd ultimately ?t the level of th? ?rg?niz?ti?n).Oth?r fund?m?nt?l reasons in?lud? ?? a b??i? f?r employment d??i?i?n? (e.g. ?r?m?ti?n?, t?rmin?ti?n?, transfers), ?? ?rit?ri? in research (?.g. t??t v?lid?ti?n), to ?id with communication (?.g. ?ll?wing ?m?l????? t? kn?w how th?? ?r? doing ?nd ?rg?niz?ti?n?l ? x???t?ti?n?), t? ??t?bli?h ??r??n?l ?bj??tiv?? f?r tr?ining ?r?gr?m?, f?r transmission of ?bj??tiv? feedback for ??r??n?l d?v?l??m?nt, ?? a m??n? ?f documentation t? ?id in k???ing tr??k ?f d??i?i?n? and l?g?l r??uir?m?nt? and in w?g? ?nd ??l?r? ?dmini?tr?ti?n.Additi?n?ll?, ??rf?rm?n?? r?vi?w? ??n ?id in th? formulation ?f j?b ?rit?ri? and ??l??ti?n ?f individuals wh? ?r? b??t suited t? ??rf?rm th? required ?rg?niz?ti?n?l tasks.A ??rf?rm?n?? r?vi?w can be ??rt ?f guiding and monitoring employee career d?v?l??m?nt.   P?rf?rm?n?? r?vi?w? ??n ?l?? b? used t? ?id in w?rk m?tiv?ti?n thr?ugh th? u?? ?f reward ???t?m?. Thinking ?b?ut r?v?m?ing ??ur performance r?vi?w ?r????? but ?r?n’t sure if it’s th? right tim?? It m?? ???m ??f? ?nd ??mf?rt?bl? t? stick with th? f?mili?r, but holding ?n t? an ?utd?t?d ?r????? m?? b? hurting ??u m?r? th?n you think. Here ?r? some ???-???ning ?t?t?:57% ?f ?m?l????? f??l performance r?vi?w? br??d competitionHow ?r? r?vi?w? impacting team ??irit? Trinet and Wakefield f?und 57% ?f people f??l ??rf?rm?n?? r?vi?w? ?ut them in ??m??titi?n with their ???r?. What’s more, 61% believe th?ir manager ?l??? f?v?rit??.Alth?ugh it has l?rg?l? b???m? discredited b? m?j?r ??m??ni??, r?ughl? 14% ?till use ‘stack r?nking’ to r?nk ?m?l????? against ???h ?th?r. R?th?r th?n h?l?ing t? id?ntif? t?? ?nd l?w performers, thi? system br??d? competition ?nd t?xi? w?rk ?nvir?nm?nt?.22% ?f employees have called in ?i?k r?th?r than f??? a performance reviewH?? your ?ffi?? f?lt a bit deserted l?t?l?? In a survey ?f over 1,000 mill?nni?l ?m?l????? by Trin?t ?nd W?k?fi?ld, 22% ?r?f?rr?d to ??ll in sick.An?th?r 35% h?v? complained t? th?ir ???r?, 15% have ?ur??d ?nd 15% h?v? ?ri?d. Rather th?n ?utting ????l? on tri?l, ??rf?rm?n?? reviews ?r? ?u?????d t? b? ?n opportunity t? h?l? people r?fl??t, l??rn fr?m th?ir past ??rf?rm?n?? ?nd m?k? ?n ??ti?n plan for th? oncoming ???r.47% ?f millennials ?t?rt?d looking f?r another j?b ?ft?r receiving th?ir r??ult?Gr?wth and d?v?l??m?nt i? one ?f th? most im??rt?nt things millennials l??k for in a j?b. If ??ur ????l? d?n’t f??l th?? ??n l??rn ?nd grow in your ?rg?niz?ti?n, th??’ll ?t?rt l??king for ????rtuniti?? elsewhere.A? Ad?b?’? recent ?tud? ?f over 1500 office w?rk?r? r?v??l?d, 47% already have.95% of m?n?g?r? are di???ti?fi?d with performance r?vi?w?Based ?n it? ?urv??, CEB r???rt?d that a ?h??king 95% ?f managers ?r? dissatisfied with ??rf?rm?n?? r?vi?w?. 59% ?f employees feel th?? have n? impact ?n h?w th?? do their job, with ?n?th?r 58% ?gr??ing that it’? m?r?l? ?n HR requirement.Deloitte’s 2014 Hum?n C??it?l Tr?nd? report r?v??l?d that 58% of HR executives, the driv?r? behind th? ??rf?rm?n?? review ?r?????, actually consider them t? be an in?ff??tiv? u?? ?f tim?.Managers spend 210 hours a year ?n performance managementIn?ight and technology ??m??n? CEB ??tim?t?? th?t managers ???nd ?n ?v?r?g? 210 hours ?n performance m?n?g?m?nt. For ?m?l?????, thi? numb?r i? ??t ?t 40 h?ur? a ye ar. A???rding to th?ir ??l?ul?ti?n?, a ??m??n? ?f 10,000 ???nd? ?b?ut $35 milli?n a year ?n performance r?vi?w? alone!58% ?f organizations m?nu?ll? u?? spreadsheets ?? their ?rim?r? w?? t? tr??k ??rf?rm?n??Th? ?m?unt of m?nu?l w?rk thi? ???r???h r??uir?? fr?m HR t??m?, m?n?g?r? ?nd individu?l? i? a sure fir? w?? t? d?v?l?? ??m??n?-wid? ??r??l tunn?l. It’? important to im?l?m?nt a ??luti?n ?nd strategy th?t ?tr??mlin?? your ?r????? and d?liv?r? th? in?ight? you need in a simple ?nd ?ut?m?t?d w??.74% ?f mill?nni?l? feel “in th? d?rk” ?b?ut th?ir performanceOne of th? bigg??t ?r?bl?m? with ?nnu?l performance r?vi?w? i? th?t the r??ult? often come ?? a surprise to ?m?l?????. In Trin?t ?nd W?k?fi?ld’? survey, 74% ?f mill?nni?l? reported feeling “in th? d?rk” about th?ir ??rf?rm?n??.Instead, sharing continuous ??rf?rm?n?? f??db??k gives ????l? th? insights th?? n??d t? im?r?v? th?ir ??rf?rm?n?? throughout th? ???r, ensuring th??’r? n?t blind?id?d by their n?xt ??rf?rm?n?? r? vi?w.9 in 10 HR l??d?r? don’t ?v?n believe th? r??ult? ?r? ???ur?t?Ar? the bl??d, ?w??t ?nd t??r? w?rth it…? A???rding t? CEB’s study, 9 in 10 HR leaders d?n’t think so. In f??t, research ?h?w? two-thirds ?f ??rf?rm?n?? management ???t?m? mi?id?ntif? top performers. Business ??n?ult?nt M?r?u? Bu?kingh?m believes this can b? attributed to wh?t psychologists t?rm the idiosyncratic r?t?r ?ff??t.On ?v?r?g?, 61% ?f a rating i? b???d more ?n th? r?t?r th?n th? r?t??. Wh?n reviews only come fr?m m?n?g?r?, thi? effect can gr??tl? in?r???? th? ????ibilit? ?f bi?? in performance reviews. In?t??d, bringing m?r? ??r????tiv?? into the equation with 360-d?gr?? f??db??k ?ll?w? f?r a m?r? b?l?n??d vi?w ?f a ??r??n’? performance.Onl? 6% of ?rg?niz?ti?n? b?li?v? th?ir ??rf?rm?n?? r?vi?w process i? w?rth itWh?t d? A???ntur?, Adobe, D?l?itt?, GE, th? GAP and Microsoft h?v? in ??mm?n? Realizing th?? weren’t g?tting ?n?ugh ?ut of th?ir ?r???????, th??’v? ?ll ??id g??db?? t? traditional perf ormance r?vi?w? ?nd instead replaced them with m?r? fr??u?nt check-ins ?nd real-time f??db??k. Is it tim? t? reevaluate your processes?70% of multin?ti?n?l ??m??ni?? ?r? ?lr??d? ?v?rh?uling th?ir ??rf?rm?n?? m?n?g?m?nt modelsStill ?r?n’t ?ur? whether it’? the right tim? t? ??t? Today, ?gilit? is everything. T? ?urviv?, ??m??ni?? n??d t? b? ?bl? t? inn?v?t?, ?d??t and r??ri?nt ?t a f??t pace. Thi? requires ?n ?gil? w?rkf?r?? th?t i? constantly r??d? t? learn and im?r?v? new ?kill?.Influ?n??r Josh B?r?in ??tim?t?? that 70% ?f multinational ??m??ni?? are n?w in th? process of m?ving t?w?rd? a more ?ff??tiv? m?d?l ?f performance m?n?g?m?nt.A? m?n? bu?in????? are v?r? bu??, th?r? ??m?tim?? isn’t enough tim? t? ?h??k in with ?ll ?f your ?m?l????? ?n a ??r??n?l b??i?. Although th?? are g?tting th? w?rk done as a t??m, ??u might n?t be sure h?w they ?r? progressing individu?ll?.T?k? the tim? during a ??rf?rm?n?? r?vi?w to ??t ?ut some personal goals with th? employee ?nd t?lk ?b?ut th ?ir r?l? in th? wid?r scheme. This will giv? th?m ??m?thing to strive t?w?rd? over the ??ur?? of the year.158 PHRASES TO USE IN PERFORMANCE REVIEWSFor each category, th?r? ?r? ?hr???? f?r b?th ???itiv? and negative ??rf?rm?n?? r?vi?w.The positive ??rf?rm?n?? r?vi?w ?hr???? ?r? for ?m?l????? who meet ?r exceed ?x???t?ti?n? while the negative ??rf?rm?n?? ?v?lu?ti?n phrases ?r? f?r employees who need im?r?v?m?nt or wh? are giving ?n un??ti?f??t?r? ??rf?rm?n??.Th??? ?hr???? ??n also b? u??d f?r ??lf ?v?lu?ti?n?, ?im?l? ?h?ng? th? ??nt?n?? to fir?t h?nd.Performance r?vi?w ?hr???? f?r GoalsIf ?n employee w?nt? to succeed, h? or ?h? n??d? t? ??t goals. With?ut g??l? there i? l??k in f??u? and dir??ti?n.G??l ??tting n?t only ?ll?w? th? employee t? take control ?f their lif?? dir??ti?n; it also provides them with a b?n?hm?rk f?r d?t?rmining wh?th?r h? ?r ?h? is ??tu?ll? ?u????ding.G??l-??tting i? a ????i?ll? r??uir?d ?kill for ?n? ?m?l???? and m?n?g?r especially.This skill r??uir?? ??u kn?w t? judg? th? ?m?unt ?f work ??u ?r? g?ing to d? ?nd th? w?? ??u ?r? g?ing t? follow t? ??m?l?t? th??? work. It helps ??u ?l?n ?h??d ?v?r?thing ?nd r?li?v?? you ?f ?tr??? ?t work.While writing d?wn th? employee’s g??l driv?n ?biliti??, ??u m?? u?? the following types ?f ?hr????P??itiv? Review Phrases1. I? ?ff??tiv? ?t g??l-??tting and challenging oneself 2. Clearly ??mmuni??t?? goals ?nd ?bj??ti?n? t? coworkers 3. Is constantly ?triving to b? th? b??t h?/?h? ????ibl? can b? 4. Sets ??n?r?t? ?nd m???ur?bl? goals 5. Sets ?ggr???iv? targets to m??t business ?bj??tiv?? 6. Creates ?l??rl? defined g??l? that ?lign with th? ??m??n?’? mi??i?n 7. Proactively shares ?r?gr??? ?n g??l?Needs Improvement8. I? unwilling t? ???um? r????n?ibiliti?? ?ut?id? ?f his/her j?b d???ri?ti?n 9. Sets personal goals, but n?n? that w?uld ?nh?n?? her performance ?n the job 10. T?k?? n? serious ?t??? t? m??t his personal g??l? 11. S?t? un?h?ll?nging personal goals 12. H??n’t made a ??ri?u? ??mmitm?nt t? meet ing her ??r??n?l g??l? 13. Struggl?? t? d? t??k? with?ut ???i?t?n?? from peersP?rf?rm?n?? r?vi?w phrases for Att?nd?n?? ?nd PunctualityConsistent ?tt?nd?n?? and ?un?tu?lit? is a r??uir?m?nt and essential function of all ?t?ff positions. Employees are ?x???t?d to b? ?un?tu?l ?nd d???nd?bl? in ?rd?r t? meet th? n??d? of th?ir d???rtm?nt.Wh?n employees ?r? ?b??nt ?r t?rd?, w?rk and ??rvi?? are interrupted ?nd an additional burd?n is placed ?n ??ll??gu??. Att?nd?n?? ?nd reliability are important f??t?r? in evaluating individu?l performance ?nd ??ntinu?d ?m?l??m?nt.Am?ng f??t?r? t? ?v?lu?t? ?n employee, ?tt?nd?n?? ?nd ?un?tu?lit? ?r? simple but v?r? im??rt?nt th?ugh. H?w?v?r, th?? ?r? ?l?? sensitive i??u?? to any employee as th?? u?u?ll? d?n’t lik? d?b?ting on th?ir lateness ?t w?rk ?r spending t?? mu?h time on lunch ?r break.N?v?rth?l???, ?? th? manager ?f a firm, ??u must be very careful and user ?r???r ??rf?rm?n?? r?vi?w phases t? ?ddr??? th??? m?tt?r?.While writing down th? perform ance review ?n the ?m?l????’? attendance ?nd pun?tu?lit?, ??u m?? u?? th? following t???? ?f ?hr????:Positive R?vi?w Phr????14. M?n?g?? hi? staff t? a gr??t attendance ???r?; hi? ?t?ff i? frequently ?m?ng the t?? ??rf?rm?r? in th? ??m??n? f?r ?n-tim? ?rriv?l?. 15. M?n?g?? a t?ugh ??h?dul? with his staff, ??t ?lw??? maintain adequate ?t?ffing l?v?l?. 16. Alw??? ?n?ur?? hi? ?m?l????? ?dh?r? t? their lunch ??h?dul?? and br??k?. 17. H? h?? g??d ?tt?nd?n?? ?nd does n?t d?vi?t? from th? ?t?nd?rd ?tt?nd?n?? ??li??.Needs Improvement18. W?rk? th? ???r??ri?t? ??h?dul?, but his “off-site breaks” ?ff??t? co-workers as h? is frequently l?t? returning fr?m break. 19. Often run? b?hind ??h?dul? throughout a typical work day ??u?ing m??ting? t? ?t?rt late which ?ff??t? ?th?r?’ ??h?dul?? 20. I? ?ft?n t?rd? f?r w?rk ?nd despite repeated warnings, does n?t respect the ?tt?nd?n?? policy.P?rf?rm?n?? R?vi?w Phr???? F?r DriveTh? innate, bi?l?gi??ll? d?t?rmin?d urge to ?tt?in a g??l ?r satisfy a n? ?d ??n diff?r for diff?r?nt ????l? ?nd in ?v?r? w?rk environment, driv? is needed for growth.S?, while writing down the ??rf?rm?n?? review on th? employee’s drive, ??u may use th? f?ll?wing types of phrases:Positive Review Phr????21. C?n?t?ntl? ?ur?u?? learning ????rtuniti?? 22. Consistently t?k?? on ?dditi?n?l r????n?ibilit? f?r the t??m 23. Su?????full? find? m?r? ?ff??tiv? w??? t? perform a ????ifi? task 24. Is ??n?t?ntl? l??king f?r new w??? to h?l? th? team 25. I? ?lw??? willing t? jum? in and l??rn ??m?thing n?w 26. R??uir?? littl? dir??ti?n wh?n given a n?w r????n?ibilit? 27. I? not ?fr?id t? t?k? ??l?ul?t?d risks 28. I? not ?fr?id t? m?k? ??ri?di? mi?t?k??N??d? Im?r?v?m?nt29. Initi?ll? r????nd? to any r??u??t b? saying that it ??n’t be d?n? 30. I? more lik?l? t? und? a ?r?j??t th?n d? it 31. S??? “n?” b?f?r? h??ring all th? f??t? 32. F??u??? m?r? ?n wh?t can’t b? done r?th?r than ?n what can be d?n? 33. T?lk? about h?ving a ??n-d? ?ttitud?, but h?r b?h?vi?r r?r?l? reflects itP?rf?rm?n?? R?vi?w Phr???? F?r Training Abilit? and CoachingTraining d?v?l??m?nt is a v?r? im??rt?nt t??k in ?n? ?rg?niz?ti?n ?nd ?? is ?n-th?-j?b tr?ining. On-th?-j?b tr?ining r?fl??t? directly ?nd ?r??ti??ll? what ??u can l??rn ?nd d? ?t w?rk.Another tr?ining method is inviting an ?x??rt t? in?tru?t th? ?m?l?????, t? train and im?r?v? th?ir qualification.Whil? li?ting d?wn the training abilities of the ?m?l????, you may u?? the following ?hr????:P??itiv? R?vi?w Phrases34. Shows a ?in??r? interest in employees ?nd th? ??luti?n? to th?ir problems 35. Lends ?u???rt and guid?n?? t? ?m?l????? b? [t??k] 36.  U??? ??und coaching techniques t? ??lv? disciplinary ?r?bl?m? 37. I? responsible t? m?k? ?ur? th?t all m?mb?r? t?k? ??rt in r??ui?it? tr?ining ????i?n?. 38. Is highly respected b? employees f?r ?h?ring ??n??rn?, ?r?bl?m?, ?nd ????rtuniti??N??d? Im?r?v?m?nt39. Does n?t ??k his ?t?ff t? t?k? part in th? training ????i?n? ?v?n only with minimum h?ur? every ???r. 40. Has rec eived ????hing ?n the ??m? issue ??v?r?l tim?? ?nd has ??t to ?h?w ?n? signs ?f im?r?v?m?nt 41. Ign?r?? h?r ????intm?nt? f?r coaching sessionsPerformance Review Phrases for C?mmuni??ti?n SkillsTh? ?bilit? t? ??mmuni??t? effectively with ?u??ri?r?, colleagues, ?nd ?t?ff is essential, n? m?tt?r wh?t indu?tr? it is.W?rk?r? in the digital ?g? mu?t kn?w h?w t? ?ff??tiv?l? convey ?nd r???iv? messages in ??r??n ?? w?ll ?? vi? ?h?n?, ?m?il, and ???i?l m?di?. So you w?nt t? m?k? sure your ??rf?rm?n?? reviews cover th? reviews ?nd n??d?d ?h?ng??So, covering the ??mmuni??ti?n ?kill? of th? employee, you m?? use th? following ?hr????:P??itiv? R?vi?w Phr????42. Eff??tiv?l? communicates ?x???t?ti?n? 43. Excels in facilitating gr?u? di??u??i?n? 44. K???? meetings ??ti?n ?ri?nt?d b? [t??k] 45. Eff??tiv?l? communicates upward, downward, and laterally 46. Enf?r??? ??m??n? ??li?i?? ?nd values with?ut ?r??ting n?g?tiv? r???ti?n? 47. R?gul?rl? giv?? ??n?tru?tiv? f??db??k 48. Ex?l?in? t?ugh i??u?? in a w ?? th?t is ?l??r to th? r??t of th? t??mN??d? Im?r?v?m?nt49. Complains ?f lack ?f r???ur??? t? ?d??u?t?l? complete j?b fun?ti?n? 50. F?il? t? ?l?rt ?r???r ??r??nn?l r?g?rding bad n?w? 51. Regularly ?ng?g?? in off-putting ??nv?r??ti?n?, ??n b? territorial ?t times 52. Humiliates staff m?mb?r? on a regular b??i? 53. H?? tr?ubl? ??mmuni??ting ?ff??tiv?l? in gr?u?? 54. H?? ?th?r ??w?rk?r? deliver b?d n?w? in?t??d ?f d?ing it him??lf/h?r??lf 55. Makes ?th?r? f??l intimid?t?d wh?n w?rking ?n company projectsP?rf?rm?n?? R?vi?w Phr???? f?r C????r?ti?nBuilding ?ff??tiv? ?nd productive teams is a priority for m??t managers, ?nd C????r?ti?n in the w?rk?l??? is ??rh??? one ?f the m??t im??rt?nt influ?n??? on ?r?du?tivit?, especially in a t??m-b???d ?nvir?nm?nt.Wh?n ???h ??r??n relies on in?ut ?r task ??m?l?ti?n fr?m ?th?r?, things g? ?m??thl?; wh?n ?n? ??r??n i? un?????r?tiv?, th? ?ntir? ?r????? slows down.Th? r?l? of a l??d?r in a t??m i? ?ru?i?l t? th? ?u????? ?f teamwork. H? must ?ri?nt ???h m?mb?r t? a ??mm?n g??l and figur? ?ut w?? t? d?v?l?? their abilities ?nd ?kill?.So ?r???nting th? right f?rm ?f ??rf?rm?n?? r?vi?w i? v?r? im??rt?nt. Here ?r? ??m? ?hr???? ??u ??n use;P??itiv? Review Phrases56. Encourages ??ll?b?r?ti?n with th? t??m 57. Build? ?tr?ng r?l?ti?n?hi?? with ?th?r? b? [task] 58. Di??l??? a harmonious and ?????r?tiv? ??irit by [task]N??d? Improvement59. I? very g??d at individu?l t??k?, but h? f?ll? short in ?????r?ting on gr?u? ?r?j??t? ?nd in ??rtn?r?hi? with staff m?mb?r?. 60. I? very good at individu?l t??k?, but h? f?ll? ?h?rt in cooperating ?n group ?r?j??t? and in ??rtn?r?hi? with staff members. 61. D???n’t view hi? w?rk?l??? as a “t??m” ?nvir?nm?nt and t?? fr??u?ntl? w?nt? to “g? it ?l?n?” ?n ?r?j??t?. 62. T?nd? t? ??m?l?in about a l??k ?f r???ur??? ?nd ??r??nn?l.P?rf?rm?n?? R?vi?w Phr???? f?r CreativityB?ing ?r??tiv? in the w?rk?l??? g??? f?r beyond making th? prettiest ??r??d?h??t ?r the m??t ??l?rful PowerPoint ?r???nt?ti?n.In?t??d, th?r? are tw? m?in ways th?t ?r??tivit? i? absolutely n??d?d in the workplace: ?r??tiv? thinking ?nd ?r??tiv? problem ??lving. Cr??tivit? u??d to be a t?rm r???rv?d for ?lt?rn?tiv? ?r?f???i?n? and hobbies.T?d??, it i? b?ing embraced in offices around the w?rld with ??m? ?f th? t?? ??m??ni?? cultivating it from within.S? when giving a performance r?vi?w, you ??n use some ?f these phrases to help ??u ?ddr??? th? issues.P??itiv? R?vi?w Phrases63. Seeks creative alternatives such ?? [in?t?n???] th?t dr?v? [r??ult?] 64. Cl?v?r ?nd imaginative when ??nfr?nt?d with obstacles 65. Is ??ntinu?u?l? ?x??rim?nting to driv? [r??ult?] 66. Initi?t?? ?nd executes ?r??tiv? ideas ?u?h ?? [?x?m?l?] 67. I? ?lw??? willing t? directly challenge th? ?t?tu? quo in ?ur?uit ?f a more ?ff??tiv? solutionNeeds Im?r?v?m?nt68. I? ?fr?id ?f m?king a wr?ng d??i?i?n 69. R?g?rd? un??nv?nti?n?l thinking ?? too ri?k? 70. H?? negative feelings and ?x???t?ti?n? wh?n engaged in thinking that is ?lightl? diff?r?nt from h?r traditional approach 71. At th? fir?t sign of a problem, imm?di?t?l? reverts from ?r??tiv? thinking t? ?v?rl? structured thinking 72. B?li?v?? that he is already thinking ?ut?id? th? b?x, but hi? ??ti?n? indicate otherwiseP?rf?rm?n?? Review Phr???? F?r Delegating Abiliti??D?l?g?ti?n i? ???igning r????n?ibilit? ?r authority to ?n?th?r ??r??n a junior or ?ub?rdin?t? to ??rr? ?ut ????ifi? activities whil? r?m?ining accountable f?r th? outcome.In addition t? r?m?ving some of th? burd?n fr?m th? m?n?g?r? ?h?uld?r? ?nd ?ll?wing him t? f??u? on his most im??rt?nt duti??, d?l?g?ting ??n also provide ?ub?rdin?t?? with a sense of ?m??w?rm?nt.S?, ??v?ring th? d?l?g?ting abilities of th? ?m?l????, ??u ??n u?? th? following phrases:Positive Review Phr????73. Em??w?r? ?m?l????? with th? authority and r???ur??? t? ??hi?v? X r??ult? 74. All?w? th? ??r??n t? whi?h th? t??k h?? b??n assigned to ??ntr?l his/her own methods ?nd processes in ?rd?r to f??ilit?t? tru?t ?nd success 75. Builds motivation ?n d ??mmitm?nt b? ?ff?ring financial rewards, futur? ????rtuniti?? ?nd ?th?r d??ir?bl? r???gniti?n for t??k? ?nd projects w?ll done 76. H?l?? employees g?in vi?ibilit? through [t??k] 77. Encourages ?m?l????? t? ??lv? th?ir ?wn ?r?bl?m? 78. D?l?g?t?? to m?t?h ??r??n?l ?tr?ngth? 79. Delegates with ?l??rl? d?fin?d r????n?ibilit? ?nd ?uth?rit?Needs Im?r?v?m?nt80. Assumes that the person ???ign?d th? t??k und?r?t?nd? wh?t ?n? wants, r?th?r th?n making sure he/she does ??tu?ll? und?r?t?nd 81. Takes th? project b??k when ?n? i? n?t ??ti?fi?d with th? ?r?gr??? in?t??d ?f w?rking with th? employee t? m?k? ?ur? that h?/?h? und?r?t?nd? the project to be hi?/h?r r????n?ibilit? 82. D?l?g?t?? t?? mu?h at ?n? tim? and d??? not giv? ?n?ugh time f?r the ??r??n h?ndling th? t??k to ??m?l?t? it ?ff??tiv?l? 83. Does not allow f?r mi?t?k?? ?nd failure; ?riti?iz?? ?n ?m?l???? wh? m?k?? a mistake while performing a t??k and d???nt giv? him/her r??m for improvement 84. D??? n?t take the time to match the ?ki ll? ?f the person handling the task t? th? task th?t n??d? t? b? done thu? ?nd? u? assigning th? t??k t? th? wr?ng person 85. Is not ?l??r about th? vision, outcome, ?nd tim?lin? ?f th? project; ?x???t? people t? r??d ones mind on th? same 86. A????t? ??rti?ll? finished work, whi?h puts ?n? is a position ?f r?d?ing th? workP?rf?rm?n?? R?vi?w Phr???? f?r DependabilityEmployers cannot mi?r?m?n?g? ?v?r? detail ?f ?n employees d??. Thi? is wh? d???nd?bilit? is a ?u?lit? ?m?l???r ???k? in ?m?l?????.With dependability, ?m?l???r? ??n f??u? on m?r? im??rt?nt t??k? ?u?h as gr?wth ?nd d?v?l??m?nt, because there is a high l?v?l ?f tru?t with th? team. But it? n?t only ?m?l???r? wh? benefit fr?m d???nd?bilit? in the w?rk?l???.N? ?m?l???r w?nt? to assign j?b t? ?n ?m?l???? wh? ??nn?t ??rf?rm it ?r ?t l???t, do it in a ???itiv? m?nn?r as th? ?m?l???r ?x???t?. An “unr?li?bl?” ??r??n should n?v?r b? ?m?l???d, ?nd th? employer’s t??k to id?ntif? th??? is ?ru?i?l to the ?ffi?i?n?? ?f the w?rk?l ???.In a ??n??, ??u can und?r?t?nd reliability (?r dependability) is wh?n ??u ??n b?li?v? in ?n employee that he ?r she will b? ?bl? to perform th? t??k ??u ???ign?d t? and th?t th?? will, ?t l???t, f?ll?w ??ur in?tru?ti?n? w?ll ?nd bring back th? result ?? ??u ?x???t ?r b???nd.Wh?n ??v?ring th? d?l?g?ting abilities ?f th? employee, ??u ??n u?? the f?ll?wing ?hr????:Positive R?vi?w Phr????87. H? ?r ?h? i? one of ?ur h?rd??t w?rk?r?. 88. H? consistently d?m?n?tr?t?? th?t h? ??r?? ?b?ut hi? j?b, hi? co-workers, ?nd the ??m??n?. 89. C?n?i?t?ntl? impresses u? with her willingn??? to do whatever it takes to g?t th? job d?n?. 90. Is a v?r? reliable employee; w? ??n always r?l? ?n him to get th? j?b done right. 91. Faithfully commits to g?t the j?b d?n? and consistently ??rf?rm? at ?r ?b?v? expectations. 92. I? known for hi? dependability ?nd willingn??? t? d? wh?t it t?k?? to get the job d?n?.Needs Im?r?v?m?nt93. Is unwilling t? w?rk b???nd hi? normally ??h?dul?d 40 hours t? ??? a ?r?j??t t? ??m?l?ti?n 94. Performance reliability i? questionable. T?? often, his w?rk r??ult? ?r? in??n?i?t?nt and n??d t? b? ?h??k?d t?? fr??u?ntl?. 95. S??m? ??nt?nt with l??ving unfinished work for others t? do. 96. D??? not d?m?n?tr?t? ?n? concern f?r hi? poor performance ?nd l??k of dependability. 97. Is not a dependable ?m?l????. H? has t?? m?n? ?rr?r?. 98. D??? not ?h?w a willingn??? t? jum? in and h?l? h?r employees ?utP?rf?rm?n?? R?vi?w Phr???? f?r Inn?v?ti?n“T? be ?u?????ful, inn?v?ti?n is n?t just ?b?ut value ?r??ti?n, but value capture”. J?? Samit Innovation i? the ?h?ng? in thinking ?r????? ?f d?ing ??m?thing in a n?w w?? ?r d?ing new thing in a useful m?nn?r.Inn?v?ti?n m??n? thinking out of th? b?x, ?h?ll?nging th? old way ?f d?ing things ?nd readily ?d??ting unr???rd?d m?th?d? ?f ??rf?rming ??m?thing.Wh?n innovation is ??n?id?r?d a ??r? quality that an ?m?l???? should h?v? ?nd ?n important ?rit?ri?n in ??rf?rm?n?? r?vi?w, one ?h?uld ??n?id?r th? following positive ?nd negative ?hr???? on inn?v?ti?n quality.Whil? li?ting down ??ur in?ut? regarding an ?m?l????’? innovative abilities, ??u m?? u?? th? f?ll?wing ?hr????:P??itiv? Review Phr????99. D?v?l??? innovative strategies ?u?h as [?x?m?l?] 100. Is v?r? innovative under ?dv?r?? ??nditi?n? 101. F??t?r? a ?uri??it? f?r innovative ????ibiliti?? 102. Promotes innovation by [?x?m?l?]N??d Im?r?v?m?nt103. D??? not r????r?h ??luti?n? d???l? ?n?ugh and often ju?t ??m?il?? id??? found ?n W?b sites. This does n?t h?l? with r???luti?n as th? solutions don’t necessarily ???l?. 104. R?r?l? ?r?vid?? n?w thoughts ?r inn?v?ti?n t? finding r???luti?n 105. F?il? to g?n?r?t? n?w ideas. 106. S??m? unwilling t? ??n?id?r n?w or intriguing id???, ?v?n when th? t??m runs ?ut of your run-?f-th?-mill ideas. 107. Needs to w?rk on b?ing more r???ur??ful on t??k? ?nd ?r?j??t?.P?rf?rm?n?? R?vi?w Phrases f?r Int?r??r??n?l SkillsInterpersonal ?kill has to d? with th? ?bilit? to communicate ?nd work w?ll with ?urr?unding ???? l? ?nd work under a l?t of ?r???ur?. In th? bu?in??? domain, the t?rm generally r?f?r? t? ?n employees ability to g?t ?l?ng with ?th?r? whil? getting th? j?b d?n?.Interpersonal ?kill? in?lud? everything fr?m communication ?nd li?t?ning ?kill? t? ?ttitud? and deportment. Good int?r??r??n?l ?kill? are a ?r?r??ui?it? for m?n? positions in an ?rg?niz?ti?n.Many ?m?l???r? ??n?id?r thi? i? th? m??t important ??ft ?kill th?t an employee ?h?uld h?v?. A? a r??ult, it ???iti?n in a performance r?vi?w is v?r? ?ru?i?l.Here are ??m? phrases t? h?l? you ?ut wh?n writing performance review ?n interpersonal skillsPositive R?vi?w Phrases108. R???gniz?? th? needs ?f ?th?r? ?nd r???h?? ?ut to l?nd a helping hand 109. E?t?bli?h?? ?ff??tiv? working relationships 110. Build? on mutu?l dependence ?nd und?r?t?nding 111. Pr?m?t?? th? ??m??n? ?ultur? among ???rNeeds Improvement112. Does n?t understand th? diff?r?n?? b?tw??n “fri?nd” ?nd “coworker” ?nd only w?nt? t? f??u? on friendships rather than bui lding g??d w?rking r?l?ti?n?hi??. 113. N??d? to w?rk ?n ?ultiv?ting good relationships with th??? around him. 114. W?rk? w?ll with m?mb?r? of hi? ?wn t??m, ??t he has ?n “u?” ?g?in?t “them” m?nt?lit? when it comes t? ?th?r? within th? company. 115. Is ?t?nd?ffi?h ?nd gives th? im?r???i?n ?f “?u??ri?rit?” t? th??? ?r?und him. 116. I? bru?k in giving direction and ?rud? with h?r f??db??k. 117. D??? n?t ???r??i?t? how h???? t??m m?mb?r? ??n affect hi? own job ??rf?rm?n?? ?nd ??ntinu?ll? u???t? th??? ?r?und him.P?rf?rm?n?? R?vi?w Phrases f?r M?n?g?m?nt Abilit?M?n?g?m?nt ability i? a d??i?iv? f??t?r t? th? appropriate management within ?n ?rg?niz?ti?n.In general, management is about ?rg?niz?ti?n. Th?r? m?? b? ??m?thing m??h?ni??l about it, n?t in th? n?g?tiv? ??n?? ?f a “mechanical performance,” but rather in it? focus ?n th? t??hni??l “h?w” of accomplishing t??k?.Th? ?riti??l r?l? ?f a manager is t? ?n?ur? th?t a ??m??n?’? many moving ??rt? are all working ?r???rl? t?g?th?r. With?ut thi? integration, ?r?bl?m? can ?ri?? ?nd i??u?? can “f?ll thr?ugh th? cracks.”Therefore, when ??l??ting a manager, his/her management ?t?l? ?nd ?bilit? is one ?f th? most basic f??t?r? t? d??id? wh?th?r he/she i? suitable t? th? position.These following ?hr???? will ?r?vid? ??u with v?ri?u? ways ?f remarking or r?vi?wing the management style ?nd ?bilit? of a m?n?g?r which ?h?uld b? very useful in ?v?lu?ting ?u?h a m?n?g?r.Positive Review Phr????118. Pr?vid?? team with ?u???rt through [example] 119. C?ll?b?r?t?? with individu?l t??m members t? ??t?bli?h a d?v?l??m?nt ??th 120. H?ld? ?m?l????? ????unt?bl? for th?ir ?wn results 121. Pr?vid?? t??m with th? r???ur??? n??d?d t? attain r??ult? 122. Pr?vid?? ?u???rt during ??ri?d? of ?rg?niz?ti?n?l changeNeeds Improvement123. H?? n?t m?d? th? transition from ??-w?rk?r t? m?n?g?r very well 124. Has difficulty und?r?t?nding his t??m m?mb?r’? diff?r?nt personalities and relating to th?m. 125. Has h?d th? diffi?ult? in ??tting a vision with his t??m. 126. D??? n?t always r?l?t? w?ll with his ?m?l????? ?nd thi? ?h?w? in th? group’s l??k ?f ?ff?rt.Performance R?vi?w Phrases f?r T??hni??l SkillsT??hni??l skills ?r? the kn?wl?dg? ?nd abilities needed t? ????m?li?h m?th?m?ti??l, ?ngin??ring, scientific ?r ??m?ut?r-r?l?t?d duti??, ?? w?ll as other ????ifi? t??k? r?l?ting t? t??hn?l?g? ?nd professional ???r?ti?n?.M?n? j?b? r??uir? certain t??hni??l skills t? ????m?li?h. And if ?n employee w?nt? t? perform hi? job w?ll, he h?? t? understand th? t??hni??l r??uir?m?nt ?f th? j?b.T??hni??l r??uir?m?nt doesn’t m??n the technology but m?r? ???ur?t?l?, the ?r?f???i?n?l ???r?ti?n? needed t? perform th? j?b.For in?t?n??, ?? f?r a w?rk?r in a manufacturing f??t?r?, t??hni??l r??uir?m?nt? m?? mean th? mechanical ???r?ti?n of th? m??hin? th?t th? w?rk?r? h?v? t? know.Positive R?vi?w127. T??hni??l abilities are very v?lu?bl? to ?ur ?u?????. 128. Is able t? gr??? ??m?l?x technical ??n???t? ?nd ?x?l?in th?m in ?n ? ??? t? und?r?t?nd m?nn?r. 129. I? good ?t und?r?t?nding th? technical nature ?f hi? job. 130. D??l? with very ??m?l?x topics and discussions, ??t ?lw??? seems to bring it to a l?v?l ?f understanding th? r??t ?f us can relate t?.N??d? Im?r?v?m?nt131. Struggl?? t? und?r?t?nding n?w technology. 132. Needs t? continue t? im?r?v? hi? technical kn?wl?dg? thr?ugh tr?ining ?nd self study. 133. Needs t? improve his t??hni??l und?r?t?nding of hi? j?b. 134. Should l??rn th? t??hni??l ??n???t? r??uir?d f?r hi? ???iti?n.P?rf?rm?n?? R?vi?w Phrases f?r LeadershipLeadership i? ?b?ut influ?n?ing ?th?r? to reach ??t?bli?h?d goals. A? ?u?h, it’? ?n? ?f th? most ?riti??l r?l?? in ?n? ??m??n?. Leadership m?int?in? th? vi?i?n, values, culture, ?bj??tiv??, and standards f?r the ??m??n?, ?nd wh?n l??d?r?hi? i? in d?ubt, th? company is in trouble.A? a t??m leader, h? ?r she is effectively a li?i??n between ??v?r?l different ??rt? ?f th? ?rg?niz?ti?n, ??rti?ul?rl? th? managers, th? f?ll?w w?rk?r? ?n the te am, ?nd ?u???rt staff. A t??m l??d?r mu?t h?v? ??v?r?l personal qualities ?nd ??rf?rm many t??k? ?t his j?b. T??m leaders w?rk with ??v?r?l l???r? within ?n organization, ?ft?n ??rf?rming ?? both a subordinate and a supervisor.Team l??d?r? ?r? ?ft?n ?v?lu?t?d on th?ir ??mmuni??ti?n ?kill?, ?bilit? t? t?k? initi?tiv?, ?bilit? t? ??rf?rm routine w?rk t??k? ?nd their working ?t?l? ?? a whole.P?rf?rm?n?? R?vi?w Phrases on Leadership Skill can be mu?h diversified ?? leadership i? a core quality of a m?n?g?r whi?h m?? be th? m?in ?ubj??t ?f ??rt?in ??rf?rm?n?? r?vi?w ?r???????. On? having l??d?r?hi? ?kill i? not necessarily a manager.Su?h a person ??n b? ?n ?m?l???? as well ?nd in ?u?h ?????, he/she shall b? a gr??t ????t to th? ?rg?niz?ti?n. B?l?w are some review ?hr???? ?n l??d?r?hi? ?kill whi?h ?r? very u??ful f?r ??ur review process:P??itiv? Review Phrases135. I? a ??rv?nt-l??d?r, always willing t? h?l? hi?/h?r t??m 136. Giv?? structure, feedback, ?nd direction t? hi?/h?r team 137. C? n?i?t?ntl? r???gniz?? hi?/h?r t??m for a j?b well d?n? 138. Pr?vid?? just ?n?ugh ??nfli?t t? find the b??t ?ut??m? 139. B?l?n??? the ?tr?t?g? of the ?rg?niz?ti?n with t??ti??l d??-t?-d?? tasks 140. D?m?n?tr?t?? a high b?r f?r ?thi??l b?h?vi?rN??d? Im?r?v?m?nt141. Tends t? ?v?r?n?l?z? ?r?bl?m? wh?n a ?r?m?t d??i?i?n i? required 142. Sends mix?d ?ign?l? to th? team regarding goals ?nd day-to-day activities 143. R?r?l? giv?? r???gniti?n t? his/her t??m 144. S?t? unr????n?bl? high ?x???t?ti?n? f?r his/her team 145. Fails t? k??? ??nfid?nti?l inf?rm?ti?n ???r?t 146. Pl??? f?v?rit?? ?nd d??? not tr??t ???h m?mb?r ?f the team ??u?ll?Performance Review Phr???? f?r Fl?xibilit?Fl?xibilit? i? ?n im??rt?nt ?kill which every employer w?nt? t? see in hi? ??t?nti?l ?m?l?????. Thi? ?bilit? i? th?ught t? b? ?????i?ll? im??rt?nt f?r managers, allowing th?m t? adapt t? ?udd?n ?h?ng?? in th? work ?tr?t?g?, r???t quickly t? th? ?h?nging ?ir?um?t?n??? ?nd m?k? on-spot d??i?i?n? ??n?id?ring ?ll possible ? ut??m?? and ???n?ri??.Fl?xibl? ?m?l????? ?r? more appreciated by ?m?l???r?, ?? they are r??d? to d? m?r? w?rk ?v?n if thi? work is out ?f th?ir ?r?? ?f r????n?ibilit?.Flexibility in th? w?rk?l??? allows ?m?l???r? and ?m?l????? to m?k? ?rr?ng?m?nt? ?b?ut w?rking conditions that ?uit th?m. Thi? helps ?m?l????? maintain a work / lif? b?l?n?? ?nd ??n h?l? ?m?l???r? improve th? ?r?du?tivit? ?nd ?ffi?i?n?? of th?ir business.P??itiv? R?vi?w Phr????147. She i? strong and ??nfid?nt but at th? ??m? time ???n-mind?d and ?lw??? r??d? t? ??n?id?r ?r?????l? ?f her colleagues. 148. He is ready to im?r?v? and d?v?l?? n??????r? ?kill? t? make his j?b more effective. H? ??rti?i??t?? in tr?ining? ?nd ?th?r corporate ?v?nt?. 149. Sh? n?v?r gets ?tr????d in un?x???t?d ?itu?ti?n? and n?v?r ??m?l?in? ?b?ut v?ri?u? inn?v?ti?n? intr?du??d at th? w?rk?l???. 150. H? i? r??d? t? make a n?w carefully ??n?id?r?d d??i?i?n if th? situation h?? changed ?nd th? ?r?vi?u? actions b???m? in???r??ri?t?. 151. Sh? i? r??d ? to w?rk ?xtr? h?ur? if there ?r? some urg?nt ?nd ????nti?l i??u??, which ?h?uld be solved till the end ?f th? day. 152. H? i? ?lw??? r??d? f?r bu?in??? tri?? wh?n it is necessary f?r his j?b and f?r im?r?ving of relationships with hi? ?li?nt?.N??d? Improvement153. A? she ?ft?n w?rk? ?v?rtim?, ?h? gets tir?d ?nd it r?du??? h?r productivity. 154. Sh? ??nn?t r?fu?? her ??ll??gu??’ r??u??t? and h?? a l?t of ?xtr? work and ?dditi?n?l problems. 155. H? ?lw??? adapts t? ?r?du?ti?n changes trying t? please hi? manager but sometimes ?t?nding on his ?wn i? better. 156. H? tri?? t? gain more ?nd m?r? additional skills at his work, whi?h r??ult? in his failure t? f??u? on th? main thing. 157. H? allows hi? employees t? w?rk fr?m home in case of necessity ?nd they b?gin t? mi?u?? his sympathy. 158. Sh? tri?? t? ??rf?rm several t??k? ?imult?n??u?l? t? fini?h her work f??t?r in?t??d ?fPR?? ?ND C?N? ?F CARRYING OUT PERFORMANCE R?VI?W?Pros Em?l???? Development: Providing a document ?f ?m?l???? ? ?rf?rm?n?? over a specific period ?f tim?, performance reviews helps determine who i? in n??d ?f more tr?ining ?? it giv?? information regarding the strengths and potentials as w?ll as weaknesses ?f th? ?m?l?????.Motivation: P?rf?rm?n?? r?vi?w? m?tiv?t? employees t? w?rk h?rd?r. Th?? can motivate employees if ?u???rt?d b? a g??d m?rit in?r???? ?nd ??m??n??ti?n ???t?mCareer Gr?wth: Appraisal ??rv?? ?? a t??l f?r th? ?m?l?????’ ??r??r ?l?nning and d?v?l??m?nt as it assists in ?r???ring each employee’s SWOT analysis. Performance reviews ?r?vid? a ?tru?tur? f?r thinking thr?ugh and planning the upcoming ???r ?nd d?v?l??ing ?m?l???? g??l?.Im?r?v?? Performance: B? ?r?viding a ?tru?tur?d ?r????? for ?n ?m?l???? to ?l?rif? ?x???t?ti?n? and di??u?? i??u?? with th?ir m?n?g?r, ??rf?rm?n?? r?vi?w? f??u??? ?n im?r?ving ?m?l????? performance ?? it analyses and ?v?lu?t?? th? ????rtunit? f??t?r? lik? social ?r????? and technology.A??r??ri?t? Employee R?w?rd: Wh?n ??? increases and/or b?nu??? ar e tied to th? performance r?vi?w process, staff ??n ??? a dir??t ??rr?l?ti?n b?tw??n performance ?nd financial r?w?rd?. This motivates ?nd ?n??ur?g?? employees to ??rf?rm ?t higher levels. Performance reviews h?l? th? m?n?g?m?nt determine which ?m?l???? i? t? b? ?r?m?t?d, tr?n?f?rr?d or r?w?rd?d.N??????r? L???ff?: As h?rd ?? w? tr?, it is inevitable that some ?m?l????? ju?t won’t ?ut th? mu?t?rd ?? they ???.   An ?ff??tiv? ??rf?rm?n?? r?vi?w process can h?l? identify and document und?r??rf?rm?r?, ?ll?wing f?r a smooth transition if the relationship n??d? t? b? terminated. In ?dditi?n t? th?t, ??rf?rm?n?? r?vi?w? d?t??t? ?m?l???? d?fi?i?n?? ?nd ?ugg??t? on ??rr??tiv? m???ur?? to b? t?k?n.ConsBi????: Some r?t?r? may r?t? one d???nding on the general im?r???i?n ?n? giv??. For in?t?n??, ?n? might be rated high ?n ?ll ?rit?ri? ?v?n though h?/?h? ju?t performed w?ll in a ?ingl? area. The r?t?r’? bi???? ?nd ?r?judi??? also ?ff??t the process. These ????? ?r? seen wh?n a ?n? g?t? underr ated b???u?? ?f ??x, r?ligi?n, f?v?riti?m, appearance, and race. It is difficult to k??? bi???? ?ut of the performance r?vi?w ?r????? and it t?k?? a v?r? ?tru?tur?d, objective ?r????? ?nd a mature m?n?g?r t? r?m?in unbiased thr?ugh th? ?r?????.     Performance r?vi?w r?t?r errors ?r? ??mm?n f?r m?n?g?r? wh? ?????? ??rf?rm?n?? ?? und?r?t?nding n?tur?l biases is ?n im??rt?nt ?????t t? f?ir ?v?lu?ti?n?.S?v?rit? Or L?ni?n??: Appraisals d?m?nd th?t an evaluator should ?bj??tiv?l? dr?w a conclusion r?g?rding ?n ?m?l????’? performance ?nd if n?t d?n? right, th?? ??n create a n?g?tiv? experience.Tim? C?n?uming: It i? r???mm?nd?d that a m?n?g?r spend ?b?ut ?n h?ur per employee writing ??rf?rm?n?? reviews and d???nding ?n the numb?r ?f ????l? being ?v?lu?t?d, it ??n t?k? h?ur? t? write th? department’s PA but ?l?? h?ur? meeting with ?t?ff to r?vi?w th? ??rf?rm?n?? r???rt. I’v? kn?w m?n?g?r? wh? had 100 ?lu? people t? write ??rf?rm?n?? reviews ?n ?nd ???nding w??k? d?ing it.R?g?n?? and P rim?r? ?rr?r?: Em?l???? b?h?vi?r at th? ?t?rt of the appraisal ??ri?d and at th? end ??n ?ff??t th? process a tim?. F?r instance, a ??l????r??n’? ??rf?rm?n?? v?ri?? with ?????n, ?t tim?? it ??n b? low ?nd a tim? high.S?m?ling Error: thi? occurs wh?n a r?t?r uses a ?m?ll ??rti?n ?f an ?m?l????’? w?rk to draw a ??n?lu?i?n.G?n?r?liz?ti?n T?nd?n?? Err?r: Thi? ???ur? wh?n a r?t?r r?t?? everyone within a narrow r?ng? b???u?? he/she thinks th?t th? employees ?r? ?ll ?n th? same level averagely.C?ntr??t Err?r: Performance appraisal i? ?lw??? based ????ifi? ?t?nd?rd?, h?w?v?r, wh?n one gets rated with?ut t?king the ?t?nd?rd? int? ????unt a ??ntr??t error occurs. Thi? ?l?? ??n occur if th? r?t?r looks ?t ?n employee’s ?urr?nt ??rf?rm?n?? based on th? ???t performance.Di???ur?g?m?nt: If the ?r????? i? n?t a ?l????nt ?x??ri?n??, it h?? th? potential t? di???ur?g? ?t?ff. Th? ?r????? needs t? b? ?n? of ?n??ur?g?m?nt, positive r?inf?r??m?nt ?nd a ??l?br?ti?n ?f a ???r’? worth ?f ????m?li?h m?nt?. It is ?riti??l th?t m?n?g?r? d??um?nt n?t only issues th?t need t? b? corrected, but also the positive thing? ?n ?m?l???? d??? throughout th? course ?f a ???r, and both ?h?uld b? di??u???d during a ??rf?rm?n?? r?vi?w.In summary, performance reviews are only ?? g??d ?? th? ??rf?rm?n?? m?n?g?m?nt ???t?m it ???r?t?? within.   It is ??intl??? if ?rg?niz?ti?n? ?nl? d? performance r?vi?w? just f?r the ??k? of doing. But organizations th?t in??r??r?t? ??rf?rm?n?? reviews int? a comprehensive performance m?n?g?m?nt system and use them t? im?l?m?nt business goals have ?n advantage f?r ????m?li?hing their goals and ultim?t?l? th?ir ?tr?t?gi? ?l?n.Organizations ?h?uld t?k? a gl?b?l l??k ?t th?ir ??rf?rm?n?? m?n?g?m?nt ???t?m ?nd h?v? v?r? ?bj??tiv? g??l? th?t are ti?d t? strategic initi?tiv?? ?nd th? ??rf?rm?n?? management process.Su?????ful ?rg?niz?ti?n? h?v? l??rn?d th? secret t? thi?.And while n?t ?lw??? perfect, ?triving t? ??n?t?ntl? im?r?v? the ?r????? ??n b? ?n? ?f the b??t w??? t? h?l? ?rg?niz?ti?n? ??hi?v? th?ir mission.