Perfect Phrases for Documenting

Employee Performance Problems

Hundreds of Ready-to-Use Phrases for Addressing All Performance
Issues

Author: Anne Bruce

Publisher: McGraw-Hill
About the Author
Author: Date of Publication: 2005
ISBN: 0071454071
Number of Pages: 130 pages

Anne Bruce The Big Idea

When used correctly, a performance review can be an effective
Over the years, Anne Bruce has evolved motivational tool. Unfortunately, a review can also cause defensive
from the best-selling author of several
books in the field of human behavior, reactions and negative emotions. As a manager, you must be able
leadership, and motivation to an to find the right way to document employee performance in order to
inspirational force and a respected
specialist, speaker, and trainer in the area boost morale, increase productivity, and build strong working
of human development and personal
growth.
relationships.
Anne's books, such as Perfect Phrases
for Documenting Employee Author and workplace coach Anne Bruce shares with you a step-
Performance Problems, Building a
High Morale Workplace, How to by-step guide on creating performance reviews. If you want to
Motivate Every Employee, Leaders - learn how to address the most difficult performance issues, this
Start to Finish: A Road Map for
Developing and Training Leaders At All book is a must-read.
Levels, and Motivating Employees,
have inspired thousands of people and have
been translated into more than a dozen
languages worldwide.
For more information, visit
http://www.annebruce.com.

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 Perfect Phrases for Documenting Employee Performance Problems by Anne Bruce

Introduction
Annual and semi-annual performance appraisals and reviews exist for a reason.
Performance documentation exists because reviews are a great coaching and
development tool.

Reviews are not supposed to judge or criticize. Appraisals are supposed to

encourage employees to grow and improve themselves. As a manager, you are
there to coach and not to judge. The best way to do this is to give frequent and
immediate feedback.

Giving Feedback
To enable you to manage your employees efficiently and effectively, you should
utilize helpful and constructive feedback. Remember that feedback should always
be:
· Clear and straight to the point.
· Based on work behavior and not personality.
· Specific and objective.
· Job and performance related only.
· Based solely on facts.
· Solution-driven.

There are five steps in delivering perfect feedback phrases:

1. Always be frequent and sincere in your feedback.
2. Make feedback fast and action-packed.
3. Let your feedback be helpful and corrective.
4. Be empathetic and sensitive to other's feelings.
5. Use critical feedback phrases for starters.

Receiving Feedback
Managers also need to welcome feedback since it is the best measuring tool for
determining effectiveness. Do not become defensive when an employee mentions
something you could have done better. Instead of reacting, respond in a positive
manner. Choose to learn from the feedback you receive.

Indispensable Communication Tools

Annual and semi-annual performance appraisals and reviews exist for a reason.
Performance documentation exists because reviews are a great coaching and
development tool.

As a leader, you must develop strong communication skills. Remember that your
goal during performance appraisals is to communicate to your employee the vital
qualities he or she possesses. After which, you can phrase how your worker can
work on weaknesses to improve performance and productivity.

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 Perfect Phrases for Documenting Employee Performance Problems by Anne Bruce

The important thing, however, is to be able to phrase the problems you see clearly,
correctly, and effectively. This way, you are pushing your employee towards
improvement and growth.

The Process
Here is a process you can use when documenting performance problems:
1. Identify obstacles that are detrimental to your employee's performance and
success. Try to do this as quickly as you can.
2. Provide the employee with what he or she needs to overcome these
obstacles.
3. Be honest and straightforward.

Here are other tips that can help you when communicating feedback to your
employees:
· Always observe what's going on around you in the workplace.
· Ask for status reports during projects.
· Hold weekly meetings with your workers.
· Share lots of feedback.
· When a problem occurs, take the employee aside and speak to him directly.
· Refrain from embarrassing the employee in front of other people.

Perfect Phrases in Performance Areas Where Problems Are Most

Common
As promised, the author provides a list of phrases that can help you document
performance problems quickly. You should, however, refine these phrases as to how
they fit in your current work situation.

You must also remember that you must be able to back up everything you document.
Therefore, you should be able to come up readily with concrete and specific
examples that can back up your review.

The phrases provided on this summary are only a sampling of the vast number of
phrases in the book. The phrases are suited for 30 performance problem areas
starting with communication skills.

Communication Skills
· Has poor grammar.
· Needs to become a more engaged listener, make eye contact, etc.
· Spells poorly; commits too many errors.
· Uses e-mail inappropriately.
· Is too casual when communicating with clients.

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 Perfect Phrases for Documenting Employee Performance Problems by Anne Bruce

Punctuality
· Is consistently late.
· Shows up late at least once a week.
· Takes long breaks.
· Has poor attendance record.
· Arrives late for meetings at least 10 minutes every time.

Decision Making
· Is afraid of risk required to make hard decision.
· Makes decision too quickly and ends up regretting decision made.
· Needs to weigh options more carefully before making decisions.
· Avoids decision-making responsibilities, showing lack of leadership.
· Lacks self-confidence to make tough choices.
· Only makes decision by consensus, even when it's not necessary.

Empowerment and Delegation

· Is intimidated by others.
· Has tendency to micromanage.
· Will not let go of key projects or pass baton of succession.
· Lacks delegation skills and because of this, is always behind schedule.
· Does not show faith in other people's capabilities and talents.

Technical Skills Development

· Is not adequately trained to do the job.
· Has inadequate education to do the job.
· Needs refresher course.
· Rarely takes the initiative to update skill base.
· Has problems dealing with computerization of equipment.

People Skills and Relationship Building

· Asks to work alone.
· Does not seem to value relationships.
· Will not attend company functions.
· Criticizes other frequently.
· Is sarcastic.

Coaching Others
· Hurts people's feelings.
· Dictates rather than delegates.
· Will not coach a successor.
· Does not see coaching as part of the job.
· Is not easily available or accessible.

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 Perfect Phrases for Documenting Employee Performance Problems by Anne Bruce

Customer Care
· Does not acknowledge importance of internal customers.
· Cannot relate to customers easily.
· Becomes frustrated or angry with customers.
· Is not always courteous.
· Does not welcome customer complaints well.

Attitude
· Acts aloof.
· Evidently has low self-esteem.
· Lacks confidence.
· Is never cheerful or enthusiastic.
· Lacks manners.

Handling Personal Problems

· Struggles to balance work and home life.
· Appears depressed.
· Has used alcohol while on the job.
· Talks excessively about personal problems.
· Complains about financial worries.

Creativity and Innovation

· Cannot think outside the box.
· Rarely, if ever, has new ideas.
· Is never original.
· Never wants to be part of the creative process.
· Lacks imaginative vision.

Meeting Deadlines
· Will not tell anyone when a delay is anticipated.
· Cannot stay on task.
· Is always behind schedule and never ahead.
· Misses most deadlines.
· Finds pressure deadlines too difficult.

Leadership Skills
· Has difficulty motivating others.
· Is reluctant to share blame or take blame.
· Has difficulty earning respect.
· Doesn't set the example.
· Won't share successes.

Negotiation Skills
· Takes a win-lose approach over a win-win approach.
· Forgets to consider contingencies.
· Tries to take advantage of others.
· Gets too emotional; loses control of temper.
· Will not take accountability for failed negotiations.
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 Perfect Phrases for Documenting Employee Performance Problems by Anne Bruce

Appearance
· Is a sloppy dresser.
· Has a hygiene problem.
· Smells of cigarette smoke.
· Wears excessive makeup.
· Underdresses for professional meetings.

Self-Esteem and Confidence

· Acts shy, not confident.
· Will not speak up during meetings.
· Lacks ability to stand up for self-image.
· Is always the victim.
· Walks with poor posture.

Efficient Use of Time

· Wastes time.
· Cannot prioritize.
· Gets off track easily.
· Spends too much time socializing.
· Procrastinates a lot.

Problem Solving and Conflict Resolution

· Is weak at problem analysis.
· Uses poor judgment in solving most problems.
· Uses emotion, not logic, in analyzing evidence and facts.
· Avoids confrontation at all costs.
· Does not use diplomacy.

Teamwork
· Resents being part of a group.
· Cannot work within or between teams effectively.
· Gets frustrated by depending on others.
· Will not commit to team goals and objectives.
· Fails to coordinate projects with others.

Emotional Intelligence
· Does not understand that EQ is a stronger attribute than IQ.
· Thinks IQ is the only measure of success.
· Is a smart worker, but lacks common sense.
· Uses IQ to put other down.
· Has an aggressive personality; is difficult to work with.

Overall Productivity
· Takes too much time to get the job completed.
· Paces slowly on all projects.
· Seems fatigued.
· Has low job accuracy.
· Misses production goals frequently.
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 Perfect Phrases for Documenting Employee Performance Problems by Anne Bruce

Loyalty
· Talks behind people's backs.
· Does not respect confidentiality.
· Talks negatively about leadership.
· Fights being part of the culture.
· Is not trusted by fellow workers.

Resistance to Change
· Equates any change with loss.
· Does not adapt easily.
· Will not take risks.
· Cannot comprehend a global working environment.
· Does not welcome working with younger, new team members.

Project Management
· Is always over budget.
· Wastes resources and time.
· Has poor planning skills.
· Often misses time frames and deadlines.
· Tries to be popular rather than a leader.

Safety
· Violates safety regulations.
· Does not wear safety gear.
· Has a poor safety record.
· Ignores no-smoking signs.
· Has on occasion been a danger to others.

Goal Setting
· Displays little or no interest in setting goals.
· Does not set goals high enough.
· Has goals that are too lofty and impractical.
· Is not easily guided by goals and objectives.
· Does not use vision to see the big picture.

Motivation and Morale Building

· Has a negative influence on others.
· Uses fear as a motivator.
· Does not believe in personal growth motivation.
· Wonders why turnover is so high.
· Has an angry personality.

Common Sense and Good Judgment

· Does not see the obvious.
· Is always rushed.
· Has no foresight.
· Does not stop to think first, then speak.
· Has skewed logic.
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 Perfect Phrases for Documenting Employee Performance Problems by Anne Bruce

Personal Growth and Development

· Does not aspire to reach higher potential.
· Does not read books.
· Stops trying early on.
· Has a one-track mind.
· Follows the crowd.

Professional Growth and Intentional Learning

· Rarely seeks out ways to grow skill sets.
· Sees job as a dead end.
· Does not take initiative on the job.
· Seems lazy.
· Cuts corners.

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