His attitude is one which should be emulated. Adaptability. â He always has issues when he has to deal with tasks alone. â He shows appropriate behavior and gestures, such as nodding or keeping eye contact to indicate attention and agreement. â Despite good attendance overall, he frequently leaves early, or takes a half day of unscheduled time off on Friday during the summer. d. “You have a unique imagination and have come up with some of the most creative ideas we’ve ever seen.”, a. â He can accomplish his assignments efficiently with the tools provided. â He often isolates himself and does not take constructive criticism well. â He always anticipates problems and thinks of creative solutions in advance. â He is very good at encouraging other members to do the job according to their best efforts. â He fails to make any attempt to improve his performance. He does not focus on the goals necessary to move his team forward. â He can tackle common problems by creating new and innovative solutions. â He has a welcoming and friendly character. â He has engaged in questionable behaviors that have led to corporate embarrassment. â He fosters a climate of integrity in his department. â He never performs as well as we expect. Employees in managerial position are people who are always looking after others, i.e. "You have displayed a highly consistent level of performance in your work." â He keeps managers and coworkers informed of his work progress. â He makes confident decisions when presented with facts and data. â He is continually late for work. â He begins each day fully refreshed and prepared for any challenges. â He should prepare before coming to training sessions, This will help him understand all knowledge that trainers are imparting. â He understands how to listen to customers. He can quickly analyze a situation and discover practical solutions. â He expresses ideas clearly and effectively, both orally and in writing. â He does not demonstrate an ability to work or conduct research independently. â He produces too many unnecessary errors. â He does not handle stressful situations well. â He consistently spearheads effective customer relations. â He is reliable and has good attendance. Creativity and innovation. â He demonstrate a management-by-crisis style, which means a responsive style. He doesnât know how to learn from failure. â He gives structure, feedback and direction to his team. â He finds and implements commendable ways to handle any ethically challenging situation. â He demonstrates commitment to the company in both words and actions. â He demonstrates tact and diplomacy when resolving conflicts. â He needs to know when to step back and let the team work. a. â He is an satisfactory supervisor but he does not excel. He is very result orientated. â He is flexible and has the ability to adjust to any situation. â He guarantees that deadlines will be met, but consistently misses them. Communication is one of the core functions of a dynamic work culture. â He exceeds the expectations of the company. e. “You exceed expectations when working solo but you seem to have trouble expressing ideas and opinions in a team.”. His ability to quickly assess a problem and identify potential solutions is key to his excellent performance. e. “You respect others and give everyone equal opportunities to express their opinions.”, a. â His understanding of business is very good, however, his ability to communicate with the technical members of his team is holding him back. â He completes work within established time lines. â He was a great individual performer but so far has not proven he is a good manager. â His key strength is his candor and effective communication with his employees. â He has strong communication with management on required updates in his job function. His work is always done with exceptional quality. Keeps managers/employees updated by developing documentation, flowcharts, layouts, diagrams, charts, code comments and clear code. â He is a consistent performer, a great task scheduler, and has a no-quitter approach to solving problems. â He builds solidarity between his team members to enhance team spirit. He is very good at dealing with irate customers in a calm and rational manner. d. "You don’t tend to listen to and take other people’s opinions into consideration." â He is punctual and consistently arrives at meetings on time. â He is a highly principled. d. "He needs to focus more on the details and nitty-gritties before handing over a project." â He is good at solving complicated issues in his job. â He often takes extended lunches and does not make up the added time in his work schedule. He is skilled in finding the best ways to get a job done. â He doesnât appear to want to learn any new techniques or skills. â He always finishes the jobs faithfully, He performs at or above all our expectations. â He creates an atmosphere in which creativity and innovation is both rewarded and encouraged. His clients never complain about him, â He is good at keeping customers happy. â He does not understand how to set team goals and manage his team to achieve them. â He is always stays aware of market changes to be able to react immediately. â In meetings, he is very good at extracting unique ideas out of people, even those not normally considered as very creative people. â He demonstrates a desire to avoid working with others. â He fails to resolve conflict among subordinates. â He can be relied on by his team members and expects the same from them. â He has a high level of professional knowledge of his job. â His is fully accountable for his actions and never shirks responsibility. â His demeanor can be unapproachable and this negatively impacts the morale of his team. â He is very loyal but he cannot be depended on. As a manager, it is your responsibility to appreciate employees who help foster a creative environment and approach employees who have trouble doing so. â He works well with clients. Evaluation Comments (680) Rob sets a strong example Enter the employee's first name and submit the form each time to create a new comment based on good or bad leadership, communication, problem solving and more. â He leads his team to be the best team despite the difficulties that go with it. â He takes excessive breaks and is reluctant to perform his duties. He is very cooperative and helpful in times of need. â John fails to follow up with customers as requested. He is uninterested in focusing on achieving performance goals. â He appears to be a rigid manager, but if he thought in a more flexible way, it would do him well. â He has not related to his coworkers well. “You get frustrated with new hires easily and don’t coach them properly.” He is an irresponsible person. But in a short time, he led the team to become one of the best. â He is a very creative person. â He offers appropriate and innovative solutions to customer problems. â He shows himself to be a person who does not want to work with others. â He does not show a willingness to help his employees out even when production is behind. â He surprised us by not being more technical in nature considering his background. â He is courteous and acknowledges the contributions of others. â He consistently receives substandard comments from customers. â He always cares about the clientsâ comfort and convenience. He is not one of those people. â He consistently takes on additional responsibilities within the team. Most people tend to worry about upcoming performance reviews because there’s a chance they’ll hear some less than flattering appraisal comments directed toward themselves. The way he can look at an issue from different sides is a great resource to our team. â He sets aggressive targets to meet business objectives. He never risks doing anything innovatively. â He rarely gives recognition to his team. â He submits paperwork related to his job accurately and on time. â He rarely shows any recognition to his team. â He is willing to get her hands dirty with his employees to ensure the job gets completed on time. â He maintains a calm and composed demeanor under stressful situations. He needs to improve his time keeping. â Has taken actions that have caused his employees to question his integrity. â He has established an effective system for communication and information retrieval. Itâs hard to communicate with him. â He often thinks that his performance is not as good as everybody says. â He is able to learn concepts quickly and adopt them into his performance. â It seems too difficult for him to do his job on his own. â He requires minimal supervision. Step 2:Â Users will click the “Open Submission Form” button to fill in and submit the report. â He seems unwilling to learn new skills. He adjusts plans when something is not working. â He doesn’t understand the key requirements of his job. â When we have a task that must be done, we turn to him. He can be relied upon to get the task accomplished on time. d. “You have started delivering low quality work just to finish your work on time.”. â He strives to create a positive atmosphere in the work place. â He is focused on himself and does not think about the needs of those around him. â He fails to focus on his main task because he tries to gain more and more additional skills at his work. â He requires constant supervision to get his work completed. â He is unable to get along with our technology even though our systems have been used for a long time and well documented. â He always tries to provide the customers with detailed information on any specific issue which they are interested in. â He does not care for only for himself. â Management has noticed that he takes longer breaks than he is allotted. â He interrupts others and changes their topics if he does not like them. â His goal-setting ability is not good. This article is to give you some spark to write out some comments that you can use if you are stuck with exactly the right way to say it. â He is a top performer and leads a team of high performers. b. â He is always responsible for his colleaguesâ performance and effectiveness. They are more productive and profitable post-intervention. â He does not satisfy our expectations because he lacks the necessary job knowledge. â He stops listening when presented with an opposing viewpoint. â He is excellent example of our company culture in action. â He is a loner. â He is unfazed by any obstacles, pressures or demands that would justifiably derail others. a. â He does not need guidance. He excessively takes on extra work and additional problems. â He demonstrates appreciation for others and thanks them for their assistance. â He fails to reprimand his employees even when they make serious mistakes in business negotiations. â He can too often fall into the role of ânaysayer.â. â He does not have the aptitude to understand the technical nuances they present even though our systems have been in place for many years and are well documented. â He does not initiate conflict and actually takes measures to ensure that conflict does not occur. â He is a good manager and he leads his team to perform their assignments well. â He will shift responsibility onto others for unaccomplished deadlines or goals. "He sets integrity aside when pursuing his goals." Examples Of Performance Appraisal Comments 1) Attendance. "Your work doesn’t comply with the required output standards." â He fails to resolve problems until they becomes conflicts. â He has a lot of creative ideas but he finds it difficult to bring them to fruition. â He always adapts to production changes by trying to please his manager. b. â He fails to think out of the box and prefers to do things the way they have always been done. He never interrupts them during a conversation. â He has energy, drive, and performance levels that are inconsistent and unpredictable. â He has occasionally made misleading statements that have needed to be corrected. â He needs close supervision when he is performing his assignments. â He usually needs too much time than it takes to complete his duties. â He clearly communicates objectives, and what is expected from them to his team members. “You can be relied upon by team members.” â His productivity is not as good as that of his coworkers. â As a supervisor but he doesnât accept responsibility is shared with his staff. Is a calming force, especially with [his/her] peer group 6. â He maintains the highest standards of personal integrity. â He always learns about the nature of projects and duties carefully. â He can quickly build a positive relationship with people and understand how to relate to them. â He is adept at discovering potential solutions for problems. â He always maintains accuracy in his work. â He readily appreciates othersâ comments or criticism. â He violates the company’s internal code of ethics. â He contributes to a positive work environment through his interactions with others. c. “You try to use your seniority to dominate your team members.” Their best efforts each individual without considering what team will gain if they are being listened to, and considers! Instead of setting the right approach with any client, even when not to... He confuses the employees He supervises him for his teamâs performance in mode... 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