![]() For example, “You delivered your report a week late, which meant we missed the opportunity to pitch for that account,” or “You consistently hit your monthly sales targets, which really helped us achieve our group target for the year.” 8. Whether you’re giving positive or negative feedback, it’s important to link it to wider outcomes for the team and company. “You were late to 3 meetings last quarter,” is better than, “You’re bad at timekeeping.” 7. When in doubt, be literal - describe the situation or behaviour as you observed it. If you’re going to empower your people to do better, you need to separate opinion from fact. There are no two ways about it - giving constructive feedback is difficult. pdf and spreadsheet, give you something to work from, making the process quicker and easier. ![]() ![]() Sample phrases, like the ones we’ve shared below and made available as a free performance review examples. Use our sample phrases as a starting point.Įven when you know what you want to say about an employee, it can be hard to find the words. If, for example, you know the subject will be reading your constructive criticism word for word, you might be more cautious about how you phrase it. Either option can work well, but it's important that you know where your feedback is going - if in doubt, ask your HR lead or whoever is running the review. In others, feedback is sent to a manager or other team member, who then shares a summary of the feedback with the subject. In some cases, performance review feedback is shared directly with the subject. Be sure to seek out information on goal progress, 1:1 meeting notes, praise shared and anything else that might provide insights into the employee’s performance before you get started. The second option is, of course, the easier and more effective one. ![]() You can sit down at your desk and expect the words to flow, or you can gather all the information relating to the employee’s performance, and use that as the basis for your feedback. There are two ways to write a performance review. They should let employees know that they’re not going to have their weaknesses put under a microscope, and that the focus will always be on improvement for everyone on the team. It’s important that managers take the time to communicate their positive intentions before, during and after the review. But this is easily forgotten when employees are faced with an in-depth critique of their work. Performance reviews and feedback exist for one reason - to help people get better at their jobs. You’ve got to invest time in building strong relationships with your people, ones that are based on trust, respect, transparency and autonomy. This means that the work starts long before you sit down to write your review. Research shows that feedback has a greater impact on performance when employees trust the source of the feedback (3). While points 1-3 are generally determined by leadership or HR teams, it’s up to managers to maximise the potential of points 4, 5 and 6.
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