Bacal Robert - Perfect phrases for performance reviews: hundreds of ready-to-use phrases that describe your employees performance (from unacceptable to outstanding)

Perfect Phrases for Performance Reviews

Hundreds of Ready-to-Use Phrases That Describe Your Employees Performance (from Unacceptable to Outstanding")Douglas MaxRobert Bacal Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a data base or retrieval system, without the prior written permission of the publisher. ISBN: 978-0-07-150194-1 MHID: 0-07-150194-0 The material in this eBook also appears in the print version of this title: ISBN: 978-0-07-140838-7, MHID: 0-07-140838-X. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark.

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Topics Listed Alphabetically

Topics by Job Category

General Job Skills/Traits

Technical Skills

Productivity

Management/Leadership/Supervisory

Communications/Interpersonal

Personal Qualities/Characteristics

Performance reviews are a delicate matter. Most managers want to write good, fair, and professional performance appraisals, but its not always easy to find the perfect phrase.

This book makes it easy by providing hundreds of perfect phrases managers can use on performance appraisal forms, to describe the performance of any employee in 74 skill areas-from Accuracy to Initiative to Productivity to Time Management Skills. Managers can choose phrases from five performance levels that are used on many performance appraisal forms: 1. Outstanding 2. Exceeds Expectations 3. Meets Expectations 4. Needs Improvement 5.

Unacceptable The phrases include general descriptions of employee performance, such as shows strong initiative," as well as specific behavioral recommendations, such as needs repeated instruction when learning a new task. Part One of this book includes some general tips on planning and conducting a performance appraisal. Part Two shows some examples of performance appraisal forms, using the phrases in this book. Part Three, the core of the book, contains hundreds of perfect phrases to describe performance and provide direction for improvement on a performance appraisal form. Using this book will make it easier to appraise direct reports quickly and fairly. Acknowledgments This book is the result of a collaboration. Acknowledgments This book is the result of a collaboration.

John Woods of CWL Publishing Enterprises asked us to take this project on. We agreed, seeing the value of this for anyone who administers performance appraisals. Richard Narramore of McGraw-Hill, who initated the project, has been helpful and supportive throughout its development. Bob Magnan and Nancy Woods, also of CWL, edited the manuscript and have a lot to do with the final product you now hold. We thank them all. Douglas Max
Robert Bacal

Undertaking formal performance appraisals is not usually an activity most managers relish, but its an important part of the job of a manager.

And it gives you an opportunity, when done correctly, to positively affect the future of your employees. Conducting an effective appraisal means more than just filling out the form your company uses, however. What goes on before you fill out the form is critical to getting the results youre looking for. However, if you want to simply fill out the form, skip ahead to Part Two. But if you need some help in thinking about and preparing for the appraisals you have to conduct, continue reading. As part of the appraisal process in many organizations, the manager and employee have a meeting where the manager explains the appraisal process and the criteria for judging performance.

If the process involves goals, the manager and employee discuss and agree on what both of them would like to see achieved over a certain time period (usually a year) and, perhaps, the kind of resources the employee will need to succeed. If you are responsible for defining employee goals, then use the initial meeting to explain these goals (and how you will work together to achieve those goals, if appropriate). Throughout the year, document significant behaviors that are worthy of discussing during a performance review. Just keep notes as you observe the performance of your employees. Its simple and easy to dofar easier than waiting until the end of the year and then trying to recollect what happened.

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