Performance review phrases vision

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Performance review phrases vision 

Last week I saw once again the power of a compelling vision.  I was working with a media company that consists of four divisions; they have historically operated fairly separately.  The CEO has just recently begun to “long for the endless immensity of the sea” – in this case the idea that all four divisions could work together closely, both to leverage each others’ efforts in this new media landscape and to offer a much more attractive vehicle for advertisers.
A few months ago, we worked together to craft a simple vision for this possibility, and strategies to achieve it – but when he communicated it to the organization, it was, unfortunately, buried in complicated corporate speak.  The simplicity got lost, and many of  the folks in the organization saw it as a no more than a call to “collect wood and assign tasks and work.”
Then, last week, he pulled together the top 50 people in the company to review, respond to and build on the new vision – and over the course of a couple of days I saw them begin to see the possibility of it, then consider whether it might be achieved, then hope that it could be – and finally, to long to accomplish it.
And when they got to that point – when the majority of the people in the room strongly wanted to get to that future state where all the divisions of the company were working together – they started figuring out on their own how to “collect wood and assign tasks and work.”
I see this again and again: with clients, with friends and family, in my own life.  Human beings are moved by the clear vision of a hoped-for future. Vision is not goals, or objectives, or financial modeling.  Vision is the description of a future that fulfills deep hopes.
And the wonderful news is – we each have that visionary element in us.  We tend to believe that the ability to envision the future is a rare thing; that only one person in a thousand has that ability.  That visioning is the province of Steve Jobs, Nelson Mandela, Joan of Arc – not for normal folks like us.
But every kid who’s ever wanted a bike for his or her birthday; everyone who’s ever been in love; everyone who’s ever looked forward to a much-anticipated event, thinking through each moment of how they’d like it to unfold: that’s vision.  “Visioning” is simply the ability to see and feel the possibility of a future that doesn’t yet exist. And we can all do that.
I encourage you to explore that ability; to let yourself harness the power of visioning within you.  You can discover your own version of “longing for the endless immensity of the sea.”  And when you do that, as I saw with my clients last week, you will begin to build the “ships” to get you there – and it will seem like an obvious and necessary thing to do.  Having a clear and compelling vision unleashes the energy and skill within you to move toward that vision.
Allow yourself to long for a future that calls out to you, and then to build toward that future. And one day soon, you’ll find yourself sailing on the open sea…

Useful materials related to performance review phrases vision

• http://performanceappraisal123.com/11-methods-for-performance-review

• http://performanceappraisal123.com/300-free-phrases-for-performance-review

Performance review phrases urgency

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Performance review phrases urgency 

An employee with several degrees and an impressive work history may still fall short in some performance area.The ability to acknowledge perceived weaknesses and work to improve shows a healthy self-image and a willingness to learn. Performance appraisals generally cover performance categories such as quality of work, quantity of work, organization, time management and problem solving. Depending on the job and level within the organization, some defining performance weaknesses may have a greater impact on overall performance rating than others.

Attendance and Tardiness

Showing up for work on time may seem elementary, but it's critical to the productivity and morale of an organization. A manager who shows up late for morning meetings, takes long lunch breaks and leaves early is a poor example to employees who would suffer disciplinary actions for the same behavior. This weakness also disrupts productivity, since an absent manager can't make decisions, contribute ideas or help solve problems.

Sense of Urgency

An employee who's an expert in her field but constantly misses deadlines will have a negative impact on the rest of the work team. A customer service representative may be more concerned with taking a coffee break than resolving an urgent customer request. A sense of urgency demonstrates an employee's care and concern for the company's business over her own. The lack of a sense of urgency in a service provider may be a defining weakness in an otherwise satisfactory performance review.

Inability to Accept Constructive Feedback

A comprehensive performance review includes constructive feedback and action items to improve performance. An employees who insists on ignoring suggestions for improvement or becomes defensive and resists change may become a liability to the company. Taking things personally diminishes an individual's effectiveness. The ability to set aside personal feelings and focus on objectives is a sign of maturity and leadership. This defining weakness can take an otherwise promising employee off the fast track to greater responsibility.

Inflexibiity

Organizations need to remain flexible to keep up with changes in their industry and the marketplace. In the same way, employees must be flexible and willing to adapt to change quickly and enthusiastically. A manager who won't learn the new computer system or adopt the new casual dress code soon becomes a dinosaur, out of touch with the rest of the team. He may lose the respect of his staff, causing them to choose compliance to new standards over loyalty to him. Any positive contributions may be overshadowed by his defining weakness of inflexibility.

Useful materials related to performance review phrases urgency

• http://performanceappraisal123.com/11-methods-for-performance-review

• http://performanceappraisal123.com/300-free-phrases-for-performance-review

Performance review phrases trustworthy

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Performance review phrases trustworthy

In the aftermath of the well-publicized corporate scandals of Enron, WorldCom and Tyco circa 2001 and 2002, there were major efforts in the United States to restore trust and enforce corporate compliance. Among other things, the U.S. Congress passed the Sarbanes-Oxley Act of 2002, featuring enhanced whistleblower protections, holding CEOs and CFOs personally responsible for financial statements, and establishing the creation of the Public Company Accounting Oversight Board, harsher sentencing rules and even new organizational guidelines to encourage boards to adopt changes to organization structures and processes to target more systemic approaches to prevent wrongdoing. Corporate spending on compliance increased an estimated $6 billion annually,1 and leading business schools created ethics centers and made ethics training mandatory.
Yet despite these reform efforts, corporate trust violations have gone unabated and public trust in business has plummeted.2 A full recitation of the significant trust violations of recent years would go on for pages, covering Olympus Corporation’s accounting fraud, Barclays’ LIBOR rigging scandal, News Corporation’s phone-hacking scandal, and the BP Deepwater Horizon oil spill. In fact, some of the most insidious practices from the Enron era (notably, disguising financial weakness with off-balance-sheet debt) were front and center again during the global financial crisis of 2008. In the wake of that financial crisis, the U.S. Congress passed the Dodd-Frank Wall Street Reform and Consumer Protection Act, which extended and tightened the financial regulatory system and strengthened consumer protections. But the apparent inability of governments and industry groups to curb the level of wrongdoing raises important questions: Why do trust failures continue to occur with such frequency, and how can they be reliably prevented?
The matter is all the more perplexing considering that there is substantial research on organizational trust, including what trust is, how trust affects the functioning of organizations and how trust can be built, lost and repaired.3 Much of the work supports commonsense notions about how leaders can and should earn the trust of followers. One of us (Robert Hurley) developed the framework below to help leaders understand how to earn trust.4 It effectively summarizes the empirical evidence regarding trust drawn from several decades of research in fields including psychology, game theory, organizational behavior and sociology, identifying six types of signals people consider when deciding whether to trust a person, group or organization (a “trustee”):

1. Common values: Does the trustee share our values and beliefs?
2. Aligned interests: Do the trustee’s interests coincide rather than conflict with ours?
3. Benevolence: Does the trustee care about our welfare?
4. Competence: Is the trustee capable of delivering on commitments?
5. Predictability and integrity: Does the trustee abide by commonly accepted ethical standards (such as honesty and fairness), and is he or she predictable?
6. Communication: Does the trustee listen and engage in open and mutual dialogue?

Useful materials related to performance review phrases trustworthy

• http://performanceappraisal123.com/11-methods-for-performance-review

• http://performanceappraisal123.com/300-free-phrases-for-performance-review

Performance review phrases training

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Performance review phrases training

When you talk with employees about their performance reviews, beware of using common phrases that can unintentionally communicate the wrong message, or come across as too negative or personal.

Certain phrases can kill employee morale, weaken productivity or open up the organization to a discrimination lawsuit.
Your goal is to deliver reviews that help shape employees' performance without becoming sidetracked by anger, emotion or fear of conflict. To do so, avoid the following phrases:
1. "You're wrong." If an employee tries to explain why her job rating should have been higher, don't slap back with a Trump-like, "You're wrong." That will only trigger anger and more confrontation. Instead, turn back to your documented facts of the employee's performance and say, "I know you disagree, but I believe this evaluation accurately reflects your performance."
"What was your problem?" Don't use the question as a way to ask why an employee had difficulty completing a project or task. Employees will bristle at such a statement. Instead say, "What were the conditions from your perspective that made it difficult for you to complete the task?"
2. "I understand." This phrase can excuse unacceptable performance or behavior by conveying empathy. Avoid it when possible.
3. "Your position here is solid as long as you keep up the good work." You may intend such statements to encourage good performance, but they're legally dangerous because they imply an employment contract that a court could find binding. That limits the organization's ability to ever fire the person (see below).
4. "You really did a great job but ... " Whatever comes after the "but" negates the preceding compliment. Don't directly connect praise with constructive criticism. Instead say, "On the other hand, you can do even better by making these improvements." Then, cite them specifically.
Using the wrong employment-related terminology with an employee can expose the organization to all kinds of costly lawsuits. Here are two of the most common examples:
1. 'Permanent employee'
"Employment at-will" is the rule in most states. That means you can fire an employee at any time, for any reason (except an unlawful one, like race discrimination), as long as you don't promise a job for a specific period of time.
But too many managers don't realize that labeling someone a "permanent employee" essentially promises a job for life, or at least until retirement age. And that can destroy the employee's at-will status.
Managers often make the mistake of referring to employees as "permanent employees" when the employee passes their 60- or 90-day probationary period.
Advice: Start using the term "regular employee."
2. 'Layoff'
Use the term "layoff" only when you end an employment relationship due to lack of work. If you end the relationship for any other reason, call it a "discharge."
Can this little word become a big deal? You bet.
For example, if the unemployment office is told the employee was "laid off," even though you fired him for stealing, the employee could be deemed eligible for unemployment compensation ... a part of which your company may have to pay. Even more costly is misusing the term when dealing with a government agency investigating a discrimination charge.

Useful materials related to performance review phrases training

• http://performanceappraisal123.com/11-methods-for-performance-review

• http://performanceappraisal123.com/300-free-phrases-for-performance-review

Performance review phrases trust

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Performance review phrases trust 

A lot of companies stopped their performance review processes when the economy took a turn for the worse.  Now that the economy is starting to turn around for the better, it is a good time to start taking a look at the performance review process.  Some managers are actually frightened when it comes to this process.  Here are the top reasons that call for concern:
Your manager has never conducted a performance review before.
 It is his/her first time and he/she has never been trained on the performance review process.  Is my manager going to “wing it”?  Have faith.  Most managers are more nervous than the employee receiving the review.  Give your manager a chance to give you their feedback.  Don’t be afraid to ask questions.  Let your manager know what your career goals are.
Your manager doesn’t know what you do. 
He/she doesn’t know your job and what you do at work all day.  All he/she knows is that you get it all done.  Job description?  If you don’t have a job description then make one.  If you have one, keep it updated.  Most job descriptions are outdated.  Are your job responsibilities exactly the same as when you first started the job?  Chances are some have changed and your job description doesn’t match up.  Keeping this updated will also help your manager know your responsibilities.
Your manager is not prepared for your performance review. 
Not only does he/she not observe your work but your manager doesn’t prepare for the review process.  Make sure you know when you should expect a performance review.  Your manager should set an appointment with you ahead of time.  This appointment should be free from interruptions.  Let your manager lead the discussion.  Don’t discuss co-worker’s performance.  This is your time with your manager about your performance.
If you’re the manager - Preparing for a review can take up some time, but the benefits of the performance review outweigh the administrative work.  Once a manager has completed the performance review for one employee, it makes it easier to complete the reviews for the rest of the team.  Also, once the employee has been through the process one time, he or she will know what to expect for the future.
Surprise! 
Your performance review is going to be a surprise to you.  You haven’t received any feedback all year about your performance, so your annual review is going to be a surprise.  Talk about managerial effectiveness!  Sound like your manager?  Perhaps you should spend some more “one on one” time with your manager throughout the year instead of once a year.  This forces your manager to know what you are working on instead of him/her guessing.  Sure you may feel like your manager should be taking care of this, but do you really want your review to be a surprise?
I don’t trust the system
If the performance reviews are not conducted consistently it can cause a lack of trust in the system (Lyster & Arthur 2007).  If employees do not receive their performance reviews, they may think that their performance is unimportant to the manager and the company.  This is de-motivating and is the opposite of what the purpose of conducting the performance review is supposed to do – motivate the employee.  Keep the system consistent and fair.
What’s the purpose of the performance review anyway?
There are several reasons to have a performance review process in an organization.  The number one reason is to motivate employees.  If employees have an understanding of how they have been performing, then they can be motivated to improve (Lloyd 2009).  Without this feedback employees will not know how they are performing.  The performance review can also be a tool to educate the employee, coach the employee, clarify performance expectations, promote the employee’s self awareness, increase managerial effectiveness, reinforce company values, and to establish the goals for the employee (Lloyd 2009).  There are many benefits to having a performance review process.  The employees become motivated and perform better, management accomplishes goals of the department better and the company gets a return on its investment in its employees.  It’s a win-win situation for all.  Are you ready for your performance review?

Useful materials related to performance review phrases trust

• http://performanceappraisal123.com/11-methods-for-performance-review

• http://performanceappraisal123.com/300-free-phrases-for-performance-review

Performance review phrases timeliness

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Performance review phrases timeliness 

1.      Employees' performance is formally evaluated in August of each year.

2.      Employees who have completed six (6) months' service as of September 30thwill be eligible to receive the approved merit increase. Employees with lessthan six (6) months' service as of September 30th (those employees hired on orbefore the last working day prior to September 30th) are eligible to receive amerit increase after completing six (6) months' service.

3.      Eligible employees who have been promoted/transferred/demoted and are in aprobationary status as of September 30th may receive a merit increase uponcompletion of their probationary period. Note that if these employees' pay fallsbelow the minimum of their assigned pay grade, their salary will be adjusted tothe minimum of the grade, when, and if, salary ranges are adjusted (normally thebeginning of the pay period closest to October 1st of each year). However, uponcompletion of their probationary period, if a merit increase is to be awarded,the employee will receive the difference between recommended merit amount andthe range adjustment amount received.

4.      Employees who receive an overall rating of Below Standards may becompensated at rates that are less than the minimum of their assigned pay range(see D.4, Overall Below Standards Rating).

5.      Employees hired on or after October 1st are not eligible to receive amerit increase for the current rating period.

6.      Employees covered by this policy may be eligible to receive a salaryincrease, based on continuous performance that exceeds standards, through thePerformance Increase Program.

7.      Employees covered by this policy may be eligible to receive a PerformanceBonus Award. This award is a lump sum payment not to become part of theemployee's base pay, and is for timely recognition of significant contributionsover and above normal job requirements. Awards may be given at any timethroughout the review cycle. 

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• http://performanceappraisal123.com/11-methods-for-performance-review

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Performance review phrases time management

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Performance review phrases time management

Writing up an employee’s performance review may confirm your suspicion that the individual and the organization are so mismatched that employee termination is the right answer. Or, perhaps during the course of the year, a person’s failure to respond sufficiently to your coaching, or his commission of an unacceptable offense, may cause the need to terminate.
Employee termination must be carefully planned, with the heavy involvement of human resources, if this assistance is available. But the responsibility for how to terminate an employee is the job of the manager and not that of the HR rep.
Get to the Point Quickly
To begin, waste no time with small talk or anything other than the job at hand. In the movie Jerry Maguire, Jerry’s peer, a sleazy sports agent named Bob Sugar, takes him to lunch with the purpose of firing him. While he’s portrayed in the movie as a slimeball, Sugar does one thing right: he gets right to the point. He leads with a clear statement of the bad news he has to deliver: “I’m here to fire you, Jerry,” he states within a minute of their sitting down.
As HR expert Kris Dunn notes, when you’re delivering bad, life-changing news, clarity is your friend. The confusion related to small talk is your enemy.
Here’s a brief, step-by-step guide to one of leadership’s most unpleasant duties.
1. Say, “Hello, [name]. Come in and sit down. I’ve got some bad news for you.” (Note: Communications experts always advise that it’s important to set the appropriate tone for the meeting. By starting with the statement, “I’ve got some bad news” you have eliminated any confusion.)
2. State the reason for the termination in one short sentence: “As you know, [the reason for the termination.]”
3. Say, “As a result, it is my duty to let you know that your employment with the company has been terminated as of today.” (Note: Use the past tense. Say, “Your employment has been terminated,” not “will be terminated.”)
4. Be specific about what will happen next: pay, benefits, unused vacation time, references, outplacement, and so forth.
5. Close by thanking the person for his contributions to the company. (Note: While it may seem odd to thank someone you’re terminating for poor performance, almost everyone makes some contributions. Ending on a grace note can forestall future problems.)
Be fully prepared to deal with all of the questions that invariably arise at the time the termination is announced -- this is one time you won’t be able to say, “I’ll get back to you on that.” Make sure you have answers to questions like these before you initiate the termination:

• Is today my last day?
• When should I leave?
• Will I receive severance pay? How much?
• Will I receive the bonuses I was eligible for?
• When will I receive my last paycheck?
• Will I be paid for accumulated sick leave or vacation time not taken?
• Am I eligible for unemployment insurance?
• Will you or the company provide employment references? What will you say if you are asked to provide a reference?
• What will my coworkers and clients be told about my termination?
• Will my medical and insurance benefits continue?
• When must I return company property such as a car, cell phone, and keys?
• What happens to my pension, profit sharing, or savings plans?
• Can I continue to use my office or work area to look for a job?
• When can I go back to my work area to get all my personal things?
• Can I say goodbye to everyone before I go?

The termination meeting should be brief -- ten to fifteen minutes is usually sufficient. People always want more. You can talk for hours to no benefit. If possible, schedule the termination early in the week so you don’t give the person the weekend to brood about it.
In your discussion, don't attempt to justify or defend the decision. Stick to what you know for sure. You don’t know, for example, that an employee who has failed a drug screen is a drug user or an addict. What you do know is that his drug screen was positive. Make sure the person has heard the termination news clearly, but avoid any personal attacks, accusations, or justifications (“You should have known . . .”). And certainly don’t tell the employee that this is difficult for you. Your ex-employee would gladly change places.
Employee termination is undoubtedly one of the most disliked requirements of being a manager. But the termination of a marginal employee, if handled compassionately and maturely, will only generate relief from those who have had to put up with drones and deadwood, slackers and dedicated free-riders, without being able to take action. And remember -- it’s not the people you fire who make your life miserable. It’s the ones you don’t.

Useful materials related to performance review phrases time management

• http://performanceappraisal123.com/11-methods-for-performance-review

• http://performanceappraisal123.com/300-free-phrases-for-performance-review