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

1. Employee performance reviews phrases
In this file, you can ref free useful materials about employee performance reviews phrases and other
materials for employee performance review.
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Performance review guides
Performance appraisal buzz words show up on your annual performance report, and there are some key
words that show up over and over. Here are a few examples of some of the buzz words you can hope to
see on your report.
Teamwork
If there is any word or phrase that lights a fire under a human resources manager, it’s the word “team.”
Everything is done in teams or by teams, and if you aren’t that most valued of employees, a “team
player,” you’d better start scoping out your unemployment office. Nothing, but nothing, thrills the jargon
speaker as the “team player.”
So what is a team player? This goes beyond middle school volleyball games. A team player is someone
who gets along well with others, who keeps their head down and doesn’t draw attention to themselves
(individuality is the sworn enemy of the team player mentality.)
The employee with the proper “team player” mentality doesn’t draw a line at his own work. His own
work never ends. He takes on whatever is given to him, and if he has to he will do more than what seems
reasonable or fair. He will pick up the load of a slacker fellow worker and the team player does that work
and never says a word of complaint.
Yes, the team player is a very desirable employee. In other eras, “team player” might not have been
appreciated as much as they are today, but then, we live in a far more linguistically-enlightened society.
Communication is Key
For an area so dependent upon its own peculiar jargon, one of the most used and important of the
performance appraisal buzz words is “communication,” and variations thereof.
Good team players need to communicate, and to do it often and well. Employees will find that the word
pops up continually in their company, and for a good reason.
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2. While human resources managers may not be particularly adept at communication themselves, it’s
extremely important that everyone else in the company communicate well.
Things stall in companies where people don’t know how to talk to one another. Communication refers to
written and verbal wording, and one must be good at both to get a positive job performance evaluation.
Core Competencies
So what exactly are “core competencies”? That’s a phrase that pops up quite often on the list of
performance appraisal buzz words. It’s usually job position-specific, meaning that the core competencies,
for, say, an administrative assistant would be the list of skills he or she would need to perform their job.
It’s not just steno and typing, by the way. The list of competencies could be very lengthy, including such
things as:
 Answering a busy phone in an office
 Dealing effectively and appropriately with communications involving office situations received
by telephone
 Taking accurate and neat notes
 Deciding on the urgency of the communications
 Using appropriate discretion on passing the notes to authorities
That means a secretary who takes a phone call and uses her judgment if the call is routine, or if it’s an
emergency she must get her boss’s attention immediately.
Empowerment: Power to the People!
Another word that routinely pops up in appraisals is “empowerment.” This is an odd word, to say the
least, when talking about the details of human resources professionals in big corporations.
One wouldn’t think that big companies would want their employees to get too empowered; that could lead
to dissatisfaction, unionizing, and strikes!
The idea behind empowerment is that it supposedly gives defenseless, powerless employees the sensation
that they’ve taken their jobs into their own hands, and that they can now harness that sensation of feeling
in charge of their destinies to the company’s betterment.
II. Performance review tips
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3. 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
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
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4. 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.
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.
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5. 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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