Perfect Phrases for Performance Reviews

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McGraw Hill Professional, Dec 2, 2002 - Business & Economics - 250 pages
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Hands-on help for quicklyand persuasivelywriting company-mandated performance appraisals

Writing performance appraisals is one of the most difficult and time-consuming tasks managers face. Perfect Phrases for Performance Reviews simplifies the job, providing a comprehensive collection of phrases that managers can use to describe employee performance, provide directions for improvement, and more. For example:

  • "Sets priorities well"
  • "Misses important deadlines"
  • "Thorough, reliable, and accurate"

All managers and HR professionals will value the book for its:

  • Hundreds of ready-to-use phrases, organized by job skill and performance level
  • Tips for documenting performance issues and conducting face-to-face reviews
  • Easily adapted performance review templates covering five performance levels

With the wide-ranging assortment of descriptions available in this book, managers will be able to find the perfect terms to help them analyze and understand the work performance of each person they work with.


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Wow, a very productive, enthusiastic and fruitful book. The writer has shown his greatness in this book. I am very thankful to the writer & specially for Google team to brought this fruitful book on the site. Best regards, Asim Nisar


Part Two Examples of Forms for Performance Reviews
Part Three Perfect Phrases for Performance Appraisal
Appendix A Ten Mistakes Managers Make When Conducting Performance Appraisals
Appendix B Seven Mistakes Employees Make During Performance Appraisals

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Common terms and phrases

Popular passages

Page 171 - I guess because nobody likes to do them, so managers will postpone them at the drop of a hat. Why is this bad? It says to employees that the process is unimportant or phony. If managers aren't willing to commit to the process, then they shouldn't do it at all. Employees are too smart not to notice the low priority placed on appraisals.
Page 171 - Mistake #8: Measuring or appraising the trivial. Fact of life: The easiest things to measure or evaluate are the least important things with respect to doing a job. Managers are quick to define customer service as "answering the phone within three rings
Page 171 - Believing they are in a position to accurately assess staff. Managers delude themselves into believing they can assess staff performance, even if they hardly ever see their staff actually doing their jobs, or the results of their jobs. Not possible. Most managers aren't in a position to monitor staff consistently enough to be able to assess well. And, besides what manager wants to do that or has the time? And, what employee wants their manager perched, watching their every mood?
Page 176 - ... constant key is for employees to participate actively and assertively, but to keep a problem-solving mindset and keep focused on how things can be improved in the future. No matter who initiates it, performance appraisal is about positive open communication between employee and manager.
Page 170 - We do appraisal to improve performance, not find a donkey to pin a tail on or blame. Managers who forget this end up developing staff who don't trust them, or even can't stand them.
Page 176 - The major responsibilities for setting performance appraisal tone and climate rest with managers and the human resources department. However, even when managers and human resources do their jobs...
Page 170 - Lots of managers do this.They conduct appraisals so long as they have to do so to justify or withhold a pay increase. When staff hit their salary ceiling, or pay is not connected to appraisal and performance, managers don't bother.
Page 171 - What's nor easy to measure is the overall quality of service that will get and keep customers. Measuring overall customer service is hard, so many managers don't do it. But they will measure the trivial.
Page 171 - Want to really waste your time and create bad performance? This is a guaranteed technique. Don't talk to staff during the year. When they mess up, don't deal with it at the time but save it up.

About the author (2002)

Douglas Max is Managing Director of LR Communications, a firm that conducts on-site seminars in writing and presentation skills.

Robert Bacal is an author of Managing Performance and The Complete Idiot's Guide to Consulting and other books dealing with human resources issues.

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