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

1. Performance review phrases for employees
In this file, you can ref free useful materials about performance review phrases for employees and other
materials for employee performance review.
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 1125 performance review phrases
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Performance review guides
To a company in which meeting and interacting with customers are frequent, working attitude
becomes one of essential factors in evaluating the qualification of an employee. No matter how
good an employee is, his poor attitude should be the reason to fire him.
The following phrases shall come in handy when you are trying to describe an employee’s
attitude at work:
1. Appraisal Phrases on Positive Attitude
· Bob likes to encourage his colleagues at work and easily builds up a working environment of
trust within his team
· Ken’s working attitude is valuable to his management skills. With such an asset, he can
continuously strengthen the connection among his subordinates and resolve difficult situations
with an amazing manner. Also, he always looks thing in the bright side.
· Working as a company now means working under a great pressure. It should be easy if
someone cannot stand it and give up. But Tim isn’t, he is firm, determined and confident. His
working attitude cannot be affected under any situation. He is so strong-minded that we all
appreciate very much.
· Penny can deal with internal pressure excellently as well as maintain a right attitude toward
external relationship.
· Bill is such as cheerful person that everyone feels good with him around.
· Julia usually focuses her attention to the positive side of most problems.
2. Appraisal Phrases on Negative Attitude
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2. · Normally, Ken is a courteous worker; however, under great pressure, he fails to maintain his
attitude and often recourses to words of speaking and high tone to work.
· Under working pressure, one should have two options: close their eyes to the problem or not.
Unfortunately, Jack usually chooses the former option.
· Danny is a good manager; however, his frequent changing mood may be a bit difficult for us to
keep up.
· Jennifer’s talent is very valuable to the company; nevertheless, her working attitude is
somewhat required more check.
· Bill always looks frightening and this often makes the team spirit down.
· Generally to say, Ben is a friendly guy, not until his mood turns against us. He needs to control
his temper and working attitude and learns not to react too strongly toward negative situations.
· Bill seems to usually be the bridge of conflicts among his coworkers.
II. Performance review tips
1. The employee should never hear about
positive performance or performance in
need of improvement for the first time at
your formal performance discussion meeting,
unless it is new information or insight.
Effective managers discuss both positive
performance and areas for improvement
regularly, even daily or weekly. Aim to make
the contents of the performance review
discussion a re-emphasis of critical points.
2. No matter the components of your performance review process, the first step is goal
setting.
It is imperative that the employee knows exactly what is expected of his or her performance.
Your periodic discussions about performance need to focus on these significant portions of the
employee’s job. You need to document this job plan: goals and expectations in a job plan or job
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3. expectations format, or in your employer's format. Without a written agreement and a shared
picture of the employee’s goals, success for the employee is unlikely.
3. During preparation and goal setting, you need to make how you will evaluate the
employee’s performance clear.
Describe exactly what you’re looking for from the employee and exactly how you will evaluate
the performance. Discuss with the employee her role in the evaluation process. If your
organization’s performance review process includes an employee self-evaluation, share the form
and talk about what self-evaluation entails.
4. Avoid the horns and halo effect in which everything discussed in the meeting involves
positive and negative recent events.
Recent events color your judgment of the employee’s performance. Instead, you are responsible
to document positive occurrences such as completed projects, and negative occurrences such as a
missed deadline, during the entire period of time that the performance review covers. (In some
organizations, these are called critical incident reports.) Ask the employee to do the same so that
together you develop a comprehensive look at the employee’s performance during the time
period that your discussion covers.
5. Solicit feedback from colleagues who have worked closely with the employee.
Sometimes called 360 degree feedback because you are obtaining feedback for the employee
from his boss, coworkers, and any reporting staff, you use the feedback to broaden the
performance information that you provide for the employee. Start with informal discussions to
obtain feedback information. Consider developing a format so that the feedback is easy to digest
and share by the manager.
6. If your company uses a form that you fill out in advance of the meeting, give the
performance review to the employee in advance of the meeting.
This allows the employee to digest the contents prior to her discussion of the details with you.
This simple gesture can remove a lot of the emotion and drama from the performance review
meeting.
7. Prepare for the discussion with the employee.
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4. Never go into a performance review without preparation. If you wing it, performance reviews
fail. You will miss key opportunities for feedback and improvement and the employee will not
feel encouraged about his successes. The documentation that you maintained during the
performance review period serves you well as you prepare for an employee's performance
review.
8. When you meet with the employee, spend time on the positive aspects of his or her
performance.
In most cases, the discussion of the positive components of the employee’s performance should
take up more time than that of the negative components. For your above average performing
employees and your performing employees, positive feedback and discussion about how the
employee can continue to grow her performance should comprise the majority of the discussion.
The employee will find this rewarding and motivating.
9. The spirit in which you approach this conversation will make a difference in whether it is
effective.
If your intention is genuinely to help the employee improve, and you have a positive relationship
with the employee, the conversation is easier and more effective. The employee has to trust that
you want to help him improve his performance. He needs to hear you say that you have
confidence in his ability to improve. This helps him believe that he has the ability and the
support necessary to improve.
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