3000 Power Words and Phrases for Effective Performance Reviews: Ready-to-Use Language for Successful Employee Evaluations
2563000 Power Words and Phrases for Effective Performance Reviews: Ready-to-Use Language for Successful Employee Evaluations
256eBook
Related collections and offers
Overview
Performance reviews are one of the best tools managers have to shape company talent and culture, develop strong channels of communication with employees, and create systemic change. However, the stress and struggle to find just the right words is often what managers and HR professionals dislike most about conducting employee evaluations. In this pithy, user-friendly handbook, author and writing teacher Sandra E. Lamb lays out the best methods and proven tactics to administer productive evaluations that benefit both parties—and the company. Lamb teaches managers how to design scoring systems for employees that track progress with hard data, how to best prepare for and conduct both in-person and written reviews, and the key words to use. Covering hard and soft skills, 3000 Power Words and Phrases for Effective Performance Reviews includes lists of powerful phrases and words that clearly describe performance—both positive and negative—including sections targeted to specific industries and jobs. This guide empowers managers at all levels to master the art of performance reviews that achieve results.
Product Details
ISBN-13: | 9781607744832 |
---|---|
Publisher: | Clarkson Potter/Ten Speed |
Publication date: | 08/27/2013 |
Sold by: | Random House |
Format: | eBook |
Pages: | 256 |
Sales rank: | 190,930 |
File size: | 3 MB |
About the Author
Read an Excerpt
Introduction:
The Value of Power Words
Amy (let’s call her) has an office next to the corner office, which is occupied by her boss, whom we’ll call Ted. Both Ted and Amy have been in these offices for three years. The two share a common wall; and they frequently overhear telephone conversations the other is having while negotiating with a client or coworker.
Ted and Amy go to all the same product release and sales meetings. They see each other in the elevator and break room; and sometimes they casually chat about upcoming holidays, how Ted’s children are doing in school, or the general state of the national and international economies.
Ted likes Amy and feels that she’s doing a good job as district sales manager. The strange thing here is that Ted has, for the entire three years he’s been Amy’s boss, communicated with her for work assignments, updates, progress reports, general information, and even for her performance reviews, entirely by email. He has not conducted a single face-to-face encounter to discuss how she is performing in her role as district sales manager. In short, Ted is clueless about his role as supervisor.
Clearly, Ted either feels entirely unqualified to conduct a face-to-face meeting, or he suffers from a fear of confrontation—or both. He seems to feel that doing an in-person performance review, or directly discussing other situations with Amy, offers the possibility that an unpleasant confrontation could occur. She could disagree with his assessment. She could challenge him. So Ted avoids such encounters.
While Ted is meeting his own personal goal of avoiding a possible confrontation, he is not meeting his responsibility as a supervisor/manager. Privately, he admits that he was unprepared for this role, and it’s one he’s not comfortable in. Avoiding a face-to-face meeting with Amy is his way of trying to dodge this part of his job.
But he is doing Amy, and their company, a severe disservice.
The result of Ted’s failure to have a face-to-face review is that Amy doesn’t feel she has any real connection to Ted, nor does she feel a sense that they are teammates working together to achieve common corporate goals. In fact, the absence of this vital part of the review process has meant that Amy hasn’t gotten the feedback she needs to perform at her full potential, nor has she gotten vital input that would help her set her future career goals. She doesn’t know how she’s performing in her sales manager role within the organization as a whole.
Hopefully, Ted will buy a copy of this book. And when he follows the simple steps in these pages, he will be able to easily overcome his fear of conducting meetings with Amy. This book will give him the tools—the exact power words—to do his job of manager efficiently and expertly.
It will help Amy, too. Following the simple steps in this book will mean that Ted, Amy, and their organization will all perform at a much higher level.
Table of Contents
Introduction: The Value of Power Words 1
Section 1 Rethink Traditional Annual Performance Reviews 3
Section 2 Get Ready-Before the Performance Review 5
Create a System of Measurement 5
Set Goals and Set the Stage 9
Use Positive Reinforcement and Recognition 9
Time the Performance Reviews 11
Keep and Use Performance Records 11
Adjust Job Descriptions 13
Use a Pre-Review Self-Evaluation 13
Make Face-to-Face a Part of the Process 14
Listen before Speaking 14
Assess the Employee's Listening 14
Connect and Cooperate 15
Section 3 The Performance Review Process 17
Section 4 Evaluate Personal Skills, Core Competencies, and Personality Traits 21
Ability to Adapt and Make Changes 22
Attendance and Punctuality 25
Communication Skills-Verbal 30
Communication Skills-Written 33
Conceptual Thinking 36
Conflict Management 38
Cooperation 41
Creativity 44
Customer Relations and Service 47
Decision-Making Skills 50
Delegating 53
Dependability 57
Development of Subordinates 59
Equal Opportunity and Diversity 62
Ethics 65
Flexibility 68
Forward Thinking 70
Goal Setting 72
Industry and Quality Work Habits 75
Initiative 78
Innovation 81
interpersonal Skills 84
Job Knowledge 86
Judgment 89
Leadership 91
Learning Skills 94
Listening Skills 96
Loyalty and Dedication 99
Management Skills and Style 102
Motivation 106
Personal Style 110
Planning, Organizing, and Scheduling 115
Problem Solving 117
Productivity 120
Professionalism 124
Quality of Work 128
Recruiting 132
Researching, Networking, and Resourcefulness 136
Safety 139
Self-Confidence 143
Strategic Thinking 145
Stress Tolerance 149
Supervisory and Staff Development Skills 152
Tactfulness 157
Teamwork 159
Technical Skills 163
Time Management 167
More Recommended Action Steps for the Manager 171
Section 5 The Job Skills/Performance Evaluation by Job Title and Function 175
Accounting and Finance 176
Accountant/Bookkeeper
Auditor
Financial Analyst
Financial Manager/Credit and Collections Manager
Banks, Credit Unions, Mortgage Companies, and Financial Institutions 178
Bank Manager
Customer Service Representative
Loan Officer
Teller
Construction 180
Carpenter
Estimator
Foreman
Laborer/Construction Worker
Engineering 183
Engineer/Principal Engineer
Engineering Technician
Research and Development Engineer
Human Resources 186
Benefits Administrator
Compensation Analyst
Employee Relations Representative/Labor Relations Representative
Recruiter
Training Specialist
Information Technology (IT) 190
Database Administrator
Data Entry Specialist/Data Entry Operator
Software Architect
Software Engineer/Programmer
Systems Engineer/Systems Analyst
Legal 192
Attorney (for organization)
Legal Assistant/Paralegal
Manufacturing 194
Assembly Line Technician/Production Line Worker
Machine Technician/Equipment Repairman
Machinist
Manufacturing Supervisor
Plant Manager
Production Supervisor
Scheduler
Marketing, Advertising, Public Relations, and Social Media 197
Marketing, Advertising, and Public Relations
Advertising Account Executive
Art Director/Creative Director
Brand Manager/Product Manager
Conference Coordinator/Event Planner
Copywriter
Fundraising Manager
Graphic Designer
Marketing Account Executive
Marketing Director/Marketing Manager/Strategic Marketing
Manager/Social Media Marketing Specialist/Digital Strategist Market Research Analyst
Media Planner/Media Buyer/Communications Planner/Brand
Strategist/Social Media Strategist
Public Relations Account Executive
Publicist
Operations and Distribution 207
Administrative Assistant
Clerk/Clerical Staff Employee
Customer Service Representative/Customer Service Associate
Maintenance Supervisor/Operations and Maintenance Manager
Office Manager
Receptionist
Security Manager/Head of Security
Stock Clerk
Transportation Supervisor/Traffic Services Manager
Sales 214
Cashier/Checker
Sales Account Executive
Sales Assistant (Retail)
Sales Associate (Retail)
Sales Manager
Sales Representative (Outbound/Outside)
Tele marketer/Call Center Agent/Telesales Representative
Appendix 1 Use Strong Action Verbs 221
Appendix 2 Use Qualifying Adverbs 229
Appendix 3 Use Descriptive Adjectives 233
About the Author 239
Index 241