Well, let's face it. Most people approach annual appraisal in pretty much the same way that they approach roadkill. It's frustrating, difficult, and stressful. But the problem is, the reason why managers and employees typically don't like this process is that they don't really know how it works. In reality, annual appraisal is really part of something called ance management. What that means is, at the outset of a given period, let's say a year, a manager and his or her employees will sit down and establish some goals jointly together. These are real goals - specific, measurable, and quantifiable. Throughout that evaluation period, throughout the year, the employee is given feedback, coaching, guidance, and support by the manager. Then, at the end of the period, there is a sit-down session, and that's called the annual appraisal. No surprises, no anxiety, no unknowns. There are some really good reasons for doing annual appraisals. They're motivational. That kind of feedback is quite energizing to employees. They're also a great tool for trying to figure out promotions, transfers, and raises. They can help identify needs, where there might be some training deficits, and where you can actually come up with ideas for some really good training programs. If an employee is not ing well, it provides some very good disciplinary documentation so that down the road, you'll be able to take any necessary action. And, quite literally as well as figuratively, it puts all employees on the same page, which is really helpful. This book provides hands-on tools, steps, and strategies that can be used at every stage of the annual evaluation process. Since some managers have a little bit of difficulty figuring out what to write on the actual annual appraisal form, this dummy's book also includes over 3,200 phrases. These...
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Overall perance review phrases Form: What You Should Know
HeĀ isĀ fearless in meeting any of the deadlines in our schedule and always delivers a consistent performance...he understands the teamĀ Is passionate about his work and does his best to make everyone successful. He has a positive attitude, is honest aboutĀ HisĀ responsibilities and knows when to speak up and share his expertise to make the team perform. ā He is proactive in improving performance...he sets a goal and does his bestĀ to reach it. He shows us the right way to think andĀ Keeps up to date on theĀ job. He keeps up to date with everything we are doing...and he isĀ Communicative, organized, and effective. He speaks to us openly,Ā Responds to our needs, and is aĀ Great communicator. He tells us what is in hisĀ best interest and supports us when we reach our goals. ā He uses all theĀ company's resources and is a team player greatly and uses clear, concise descriptions. Ā Initiates, initiates, and initiates... He leads by example. He isĀ A team player, understands the teamĀ Actual. ā He makes sure everyone gets their fair share and feels fulfilled. ā He keeps them on track. He is on time. Has time for the team and the job. He doesn't takeĀ long and is efficient. He's an organization person. Innovates, is creative, innovates, and innovates for the company. He innovates, is creative, innovates, and innovates forĀ the company. He innovates, is creative, innovates, and innovates for the company. Acts quickly. He has a sense of urgency about the job andĀ gets things done. He makes clear he's in control and leads by example. Responsible. Furthermore, he is conscientious, organized, and reliable. Furthermore, heĀ gets things done-- he's always on time and isĀ responsible. He works well in a team environment and knowsĀ when to speak up and when not to. He keeps everyone on track. Team player. He has the knowledge, skill and confidence to handle anyĀ task and doesn't let things get in his way. He's the team gameĀ player who's in control. Responsive. Furthermore, he is efficient, well-prepared, and gets things done smoothly.
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