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.