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Holistic Performance Management
Performance Appraisal Comments For Your Next Performance Review
(Last Updated on September, 2023)
Conducting every staff performance reviews can be tricky, especially for managers. Sometimes there's a vast difference between what they say and what they want to convey. To improve this, it's important that employers must practice the art of delivering constructive performance appraisal comments.
In fact:
1. One in five employees isn't confident that their managers will provide regular, constructive feedback.
2. 68% of employees who receive accurate and consistent feedback feel fulfilled in their jobs. (Source- Clutch)
A wholesome appraisal process will consist of both positive and negative appraisal comments. Therefore, understand appraisals as a program where you have to find faults or only praise someone. Instead, conduct feedback that gives employees an overall understanding of where they can improve and excel.
Furthermore, conduct your reviews in a regular and timely fashion.
♥︎ 65 percent of employees say they want more feedback, but nobody is giving it to them.
Regular appraisal and evaluation of an employee’s performance can help them get clarity of their actions. In addition, it will also direct them towards the areas where they need to improve. In short, effective review phrases can improve an employee’s performance and help them progress.
Examples Of Performance Appraisal Comments
So, how should a manager comment on the performance appraisal process? Here are some sample employee evaluation comments that you can refer to while conducting the next appraisal review.
1) Attendance ⏲️
attendance-appraisal-process
Punctuality is one of the strongest virtues an employee can possess. They must arrive on time, take the designated time breaks to ensure efficiency and productivity.
However, you can't ignore that attendance is one of the touchiest topics, and employees don't like to discuss coming late or the reasons for exceeding their lunch breaks. But, if conducted properly, attendance appraisal processes can prove to be very useful.
POSITIVE
a. “You always come in on time, follow your schedule and adhere to your designated lunch break time.”
b. “She meets all company standards for attendance and punctuality.”
c. “You schedule your time off in advance and can be relied upon for completing your tasks on time.”
d. “He replies to emails and calls in time.”
NEED FOR IMPROVEMENT
a. “He takes too many personal calls in a day.”
b. “You repeatedly exceed your lunch break time that interferes with your work schedule.”
c. “You often come late to the office, causing scheduled meetings to start late. It also affects others’ schedules. You need to keep up with your schedule so your coworkers can keep up with theirs too.”
Managers are often confused about how to conduct a performance review, and as if things weren't bad enough, performance reviews are highly inefficient. To help you in this drilling process, here's our detailed analysis on Performance Reviews and How to get them Right!
2) Innovation and Creativity 💡 & 🧠
(innovative-workplace-appraisal-comments)
Creativity and the free exchange of ideas can only flow when employees have a healthy work environment. But interpersonal conflicts and strict hierarchical work culture can hinder an employee from expressing freely. As a manager, it is your responsibility to appreciate employees who help foster a creative environment and approach employees who have trouble doing so.
Here are a few employee performance appraisal comments to stir innovation and creativity:
POSITIVE
a. “You often find new and innovative solutions to a problem.”
b. “She has a knack for thinking outside the box.”
c. “His creative skills are an asset to the team.”
d. “You have a unique imagination and have come up with some of the most creative ideas we’ve ever seen.”
NEED FOR IMPROVEMENT
a. “You tend to avoid projects that require creative thinking.”
b. “He likes to take a traditional and risk-averse approach to things over a creative one.”
c. “You do not encourage your team to find creative solutions.”
d. “You are too afraid of taking risks on a creative solution.”
e. “Your approach to problems is often rigid and conventional.”
3) Leadership
(leadership-skills-appraisal-comments)
Employees in managerial positions are people who are always looking after others, i.e., their team members. They are constantly guiding others to progress and advance. However, they need guidance to reach their goals too. Managers who receive feedback on their strengths are 8.9% more productive. They are more effective and profitable post-intervention.
Here are some critical appraisal comments for leaders and managers.
POSITIVE
a. “You effectively manage your team and conduct specific exercises to strengthen the team.”
b. “You are fair and treat every employee in your team equally and respectfully.”
c. “She provides employees with the resources and training required to fulfill a responsibility.”
d. “You hold employees responsible for their performance.”
e. “He maintains a culture of transparency and knowledge-sharing across all levels in your department.”
f. “You communicate openly with your team.”
g. “You acknowledge accomplishments and recognize employees fairly.”
NEED FOR IMPROVEMENT
a. “You are biased and favor some employees more than others in your team.”
b. “You get frustrated with new hires easily and don’t coach them properly.”
c. “He provides no recognition to a team member’s effort and hard work.”
d. “You can’t explain the goals and objectives of a task clearly to an employee.”
e. “She often creates a communication gap and withholds information from her subordinates.”
f. “You fail to delegate tasks effectively and fairly among your team.”
4) Communication Skills
(communication-skills-appraisal-comments)
Communication is one of the core functions of dynamic work culture. Clear communication makes employees comfortable with each other, makes sharing and exchanging ideas more frequent. It also bridges the gap between departments and makes everyone more productive. Effective teams can only be built when team members communicate with each other honestly and clearly.
Communication appraisal comments, if delivered correctly, can greatly improve an employee's communication skills.
POSITIVE
a. “You are spoken highly of by your peers because of your ability to build good relationships.”
b. "Your communication skills are great, and you can make others understand your point clearly."
c. “She is precise in giving out directions and effectively communicates what she expects from her team members.”
d. “Your willingness to listen to others and understand their point of view is highly appreciated by your peers.”
e. “You are adept at communicating difficult messages and decisions skillfully.”
NEED FOR IMPROVEMENT
a. “You fail to communicate with your peers effectively, and this is causing a lot of misunderstanding within the team.”
b. “Your direct and impersonal approach to handling discussions is ineffective in boosting the morale of those around you.”
c. “You need improvement in replying to emails promptly.”
d. “You humiliate peers on a regular basis.”
e. “He interrupts others in discussions and important meetings.”
5) Collaboration and Teamwork
(collaboration-and-teamwork-appraisal-comments)
Collaboration drives results. When teams work together, they can reach solutions faster. They brainstorm ideas in order to arrive at a decision and generate these ideas together. In order to ensure collaboration, you need a healthy team environment. But not all employees are natural-born team players. But with appraisal comments, you can help employees overcome their personal conflicts and contribute to the team.
POSITIVE
a. “You are a great team player. Your team members respect and appreciate you.”
b. “You can be relied upon by team members.”
c. “He works to be the best for the team and not be the best of the team.”
d. “You support others in fulfilling their tasks and are always ready to help others.”
e. “You respect others and give everyone equal opportunities to express their opinions.”
NEED FOR IMPROVEMENT
a. “You are inconsiderate towards’ others’ opinions and ideas.”
b. “She tries to take credit for the work done by her team.”
c. “You try to use your seniority to dominate your team members.”
d. “He rarely comes up with concrete solutions that will help the team complete the project.”
e. “You exceed expectations when working solo, but you seem to have trouble expressing ideas and opinions in a team.”
6) Time Management
(time-management-appraisal-comments)
In corporates, both big and small, where pressure is insurmountable, employees often have a hard time finishing work in time. They are unable to delegate and prioritize tasks. Time management appraisal comments can enable you to appreciate the ones who are managing effectively. Similarly, it gives you a way to encourage those who aren't being able to manage their time.
POSITIVE
a. “You deliver urgent work without compromising on the details.”
b. “You always meet your deadlines and make the best use of your time.”
c. “She expertly prioritizes work without getting tangled in endless details.”
d. “You exceeded our expectations by delivering more than assigned work despite the tight schedule.”
NEED FOR IMPROVEMENT
a. “You constantly push deadlines and fail to deliver on time.”
b. “You are usually unable to calculate the time required to complete a task and therefore end up missing deadlines.”
c. “She lacks a sense of urgency.”
d. You have started delivering low-quality work just to finish your work on time."
Thank your teammates at work 🙌
7) Customer Experience
(customer-experience-appraisal-comments)
Customer focus and customer service is the key to building everlasting relationships with customers. Therefore, employees need to acquire skills that will help foster an enriching customer experience.
To improve customer experience in your organization, you can refer to these performance review comments:
POSITIVE
a. “He works well with all types of clients.”
b. “Clients usually seek your guidance and expertise.”
c. “You are honest and always admit when you don’t have the knowledge about something.”
d. “You regularly follow up with existing and new clients to make sure they feel valued and reminded about us.”
NEED FOR IMPROVEMENT
a. “She delays her responses to clients without giving them any reason for her delay.”
b. “You need to tailor your customer service to suit individual customers’ needs. You ought to provide a diverse customer experience.”
8) Problem Solving
(problem-solving-appraisal-comments)
A much-required skill, its importance becomes more prevalent among higher authority employees. Problem-solving is the “skill of defining a problem to determine its cause, identify it, prioritize and select alternative solutions to implement in solving the problems and reviving relationships.”
POSITIVE
a. "You are very articulate and explain your ideas and opinions clearly, leaving no room for miscommunication."
b. "He gathers all the necessary facts and information before finding a solution to a problem."
c. "Your best quality is that when faced with a problem, you listen first, take into account everything and then try to come up with a solution."
d. "She always comes up with unique yet practical solutions."
NEED FOR IMPROVEMENT
a. "You need to be more assertive and decisive when giving out directions."
b. "He is always hurrying in making his decisions without taking into account the full details of the problem."
c. "You should collaborate with others more to come up with solutions together."
9) Work-Ethics
(work-ethics-appraisal-comments)
An employee’s work ethic involves everything from coming in time, working diligently, being honest to respecting everyone in the workplace. By analyzing an employee's ethics and morals assists in preventing the spread of demotivating and inappropriate workplace behavior.
POSITIVE
a. "You are respectful and fair towards everyone in the organization."
b. "He is regarded as highly credible by those working with him."
c. "She is very punctual and understands the value of others’ time. She is never late to a meeting."
d. "You have portrayed exemplary behavior in all aspects of work."
e. "You abide by the company’s rules and policies."
NEED FOR IMPROVEMENT
a. "He sets integrity aside when pursuing his goals."
b. "Your behavior towards colleagues isn't appropriate."
c. "She is unresponsive to employees’ concerns regarding unfair treatment."
d. "You play favorites and are biased in your judgments."
e. "He doesn’t take into account other people’s opinions when making important decisions."
10) Productivity
(productivity-appraisal-comments)
The quality and quantity of work put in by an employee against the expectations set by the employer is the measurement of his/her productivity.
POSITIVE
a. "You have displayed a highly consistent level of performance in your work."
b. "She is always seeking opportunities to be more productive."
c. "Your positive attitude to your work encourages others to perform well too."
d. "She is a detail-oriented individual, which reflects positively in her work."
e. "He shares his knowledge of industry trends and best practices to achieve enhanced outcomes in his job."
NEED FOR IMPROVEMENT
a. "Your work doesn’t comply with the required output standards."
b. "You should take up more training and development courses to enhance your skills and knowledge."
c. "The quality of your work has been unsatisfactory lately."
d. "He needs to focus more on the details and nitty-gritty before handing over a project."
e. "Instead of completing the urgent assignments first, she does the easier ones and puts off the urgent ones."
11) Interpersonal Skills
(interpersonal-skills-appraisal-comments)
While interpersonal skills come naturally to some people, for others, they can be cultivated with experience and knowledge. Investopedia defines interpersonal skills as "an employee's ability to work well with others while performing their job." These skills can range from communication, basic etiquette to active listening. In other words, it's the qualities and behavior people use while interacting with others.
POSITIVE
a. "You communicate your ideas and vision clearly so others can understand it easily and quickly."
b. "He appreciates the efforts taken by others to achieve a target and encourages them to be better."
c. "Even when disagreeing with others, you do it gracefully and respectfully."
d. "You can adapt easily to various situations and different kinds of people."
e. "You are equal in your treatment to everyone and communicate with your peers respectfully."
NEED FOR IMPROVEMENT
a. "He seems to find it difficult to express his emotions and feelings, which often causes misunderstandings."
b. "When given any kind of feedback, you don’t take it in a positive manner."
c. "She does not take the time to develop and sustain positive and beneficial relationships."
d. "You don’t tend to listen to and take other people’s opinions into consideration."
e. "He doesn't contribute effectively in his teams' activities."
Tips for Effective Employee Performance Reviews [4 HR Experts Weigh In]
Business Management
Published: 2020/ November/17th
Performance Tips Manager
Employee performance reviews :
Fact : each employee is an unique individual 👌
We all know that employees yearn for constructive performance reviews. We also know that managers often find feedback hard to give. The fact is, whether it comes in the form of a positive evaluation or constructive criticism, reviewing performance is key to employee engagement, development and the growth of your business. In a survey from Zenger and Folkman, 69% of employees said they would work harder if they felt their efforts were better recognized.
Then came the global pandemic. Even if you are a seasoned manager and a pro at conducting performance reviews, everything changed in 2020. Business may be suffering, and at the very least you’ve probably had to reassess goals and expectations. Your team might be working from home, and that work has almost certainly been impacted. How do you effectively conduct a performance review or reassess compensation and benefits when all expectations, stability, and normalcy have gone out the window? For tips on how to review performance in light of all of these obstacles, we spoke with four experts in human resources and performance management.
Are performance reviews effective?
There is plenty of debate about whether companies should be conducting performance reviews at all this year, given the circumstances. Many managers feel they should have check ins with their teams now more than ever. Others have always seen annual performance reviews as ineffective, wasteful, and counterproductive, even during a good year. What is the purpose of performance reviews?
JoAnn Corley-Schwarzkopf
Founder of Manage Global, Speaker & Author
Trains managers to improve their personal and organizational effectiveness using behavioral science
I see performance management in a more organic, natural way. Weekly cycles of team meetings that facilitate activities to results is, in itself, the most effective form and practice of performance management. I’ve been a proponent for some time that formal performance management, as we know it and practice it, should be reconsidered. My clients use weekly cycles tied to specific business objectives because it’s a way of practically leveraging simple human behavior science.
Wendy Dailey
Talent Strategist at Sanford Health, Writer & Podcast Host
Over 20 years of experience improving workplace procedures to boost morale and productivity
I am, personally, not a fan of the traditional performance evaluation. Typically these reviews focus too much on the past. I had one where my manager admitted that most of my areas for improvement were things we had already discussed and improvement had been made, but because the review was for the past year they had to be discussed again. It left me feeling deflated as if none of the improvements I had made even mattered. You should have regular touch bases with your employees, talk about issues as they arise and then, unless things don’t change, don’t bring them up again.
Sarah Morgan
CEO of BuzzARooney LLC & Senior Director of HR
A leading voice in HR on diversity and inclusion in the workplace. Coach, consultant, speaker and podcast host
Performance reviews are not the same as the check-ins managers should be doing with their teams during this time. Because of the pandemic and the change for many to remote work, it is more important than ever that managers talk with the people who report to them about how they are doing as people, not as employees. This should be separate from the performance review process.
I also believe that performance reviews should continue as normal. For many employees, sadly, their annual review is the only time they get specific feedback about their performance and discussion about goal setting and development. Removing that simply because we are in a pandemic is unfair to the employee, who is usually hungry and anxious to hear this feedback.
Should the impact of COVID-19 figure into performance reviews?
What we had all hoped would be a short-lived inconvenience has significantly altered our way of living and working for many months. So, how should you factor that into your next performance appraisal? Do you only evaluate up until the pandemic began? Do you assess work done at home with the same standards as that done at the office?
Heather Younger
Founder & CEO of Employee Fanatix
Advocate for change and more effective leadership practices that also drive business results
Managers should absolutely take COVID-19 into consideration with employees given the psychological and emotional implications of the pandemic. Managers, partnering with team members, need to adjust the goals for the performance review to make sure they are fair and achievable given new limitations. Employees can be evaluated through the pandemic, but the manager might be looking at softer skills like teamwork, communications, conflict resolution, etc. Managers will need to adjust what they review and should do so in partnership with their human resources department and their team members.
Sarah Morgan
CEO of BuzzARooney LLC & Senior Director of HR
A leading voice in HR on diversity and inclusion in the workplace. Coach, consultant, speaker and podcast host
I recommend evaluating the employee up until the pandemic. Most of us switched into a new mode of working very quickly and without a lot of planning or support, resulting in hiccups with our work product. These are not normal circumstances. It would be unfair to the employee and to the manager rating the employee to try to assess performance for that time period in the current review. Now that a few months have passed it is likely that those working from home have found a better routine and managers have reset expectations. Now, evaluating the work done at home is a more reasonable choice. However, it should still be noted in the evaluation that these times are unusual.
JoAnn Corley-Schwarzkopf
Founder of Manage Global, Speaker & Author
Trains managers to improve their personal and organizational effectiveness using behavioral science
Actually, through the lens of effective management, all situations all the time should be considered. There are always things happening within a team. Within weekly management cycles new situations are considered and planned for as goals / outcomes are identified. I wrote a blog post that suggests that, no matter what’s happening, the fundamentals of successful management don’t change.
How can managers fairly assess the work of employees with varied circumstances?
Both managers and employees are facing diverse and unique struggles. Some are home-schooling their children full time, caring for elderly family members, or even dealing with their own illness. How can managers reasonably compare performance and provide feedback given these distinct situations?
Wendy Dailey
Talent Strategist at Sanford Health, Writer & Podcast Host
Over 20 years of experience improving workplace procedures to boost morale and productivity
First, you shouldn’t be comparing your employees during an assessment. You should be evaluating them based on their work, your expectations as addressed to them, and how well they have done. Especially now, this is so important because we all have different home environments that we had to quickly adjust.
Sarah Morgan
CEO of BuzzARooney LLC & Senior Director of HR
A leading voice in HR on diversity and inclusion in the workplace. Coach, consultant, speaker and podcast host
The best way to be fair-minded…is to be fair-minded. That means looking at the individual circumstances of each employee and asking, “what level of performance is reasonable to expect, given these circumstances?” That answer may be slightly different for employees dealing with some of the issues mentioned. We have to get comfortable with this. Fairness doesn’t equal sameness.
Also, I want to note that just because an employee is young or childless doesn’t mean that they will not have difficulty coping while working during the pandemic. Many people who live alone are struggling with the inability to have social contact with others, resulting in depression and other mental health challenges. Young and / or childless people still have friends, family, and loved ones that they may be responsible for, or who they simply miss terribly because the pandemic has left them so alone and isolated. We must be empathetic and compassionate toward everyone.
Heather Younger
Founder & CEO of Employee Fanatix
Advocate for change and more effective leadership practices that also drive business results
The most important skill that a manager can have right now is empathy. If we put ourselves in other people’s shoes, then fairness is easier to land on. Right now, managers will make or break the relationships they have with those they lead. It is tough work. Nonetheless, we have to meet people where they are, in their shoes, and take time to problem solve around their individual needs.
JoAnn Corley-Schwarzkopf
Founder of Manage Global, Speaker & Author
Trains managers to improve their personal and organizational effectiveness using behavioral science
When you work within teams, and are effective at team management, you create a team culture in which everyone feels that they are in it together. There is an attitude and atmosphere of collective support and understanding. I call it Team EQ (emotional intelligence). This diminishes the possibility for competition and resentment to arise. With weekly collective collaboration towards goals and results everyone makes collective agreements to achieve specific outcomes. There is also flexibility on how they are achieved. The focus is on results rather than volume of activity.
How is employee performance measured and managed when working from home?
When employees work from home, certain information may be “lost”, particularly for companies unaccustomed to remote work. It can be tricky when managers and employees are no longer working shoulder to shoulder, chatting over lunch, or engaging face to face. What alternative sources of information can managers use? What new types of data should they use in a review of performance?
Sarah Morgan
CEO of BuzzARooney LLC & Senior Director of HR
A leading voice in HR on diversity and inclusion in the workplace. Coach, consultant, speaker and podcast host
Managers should be evaluating performance using as much objective, metrics-based data as possible in all circumstances. Other than visibly being able to see the person while they are working, I am unsure what metrics cannot be obtained from the individual whether they are working at home or in a traditional office. If the pandemic revealed that this was lacking from the evaluation process, the manager should focus on setting up these metrics rather than looking for new ways to evaluate virtual work. Trying to evaluate virtual work performance alone often leads managers to falsely believe that they can’t manage the person without having eyes on them, which then leads to unnecessary camera-based meetings or returning to the physical office before recommended or necessary.
Heather Younger
Founder & CEO of Employee Fanatix
Advocate for change and more effective leadership practices that also drive business results
I think this depends on the type of business. If they have re-evaluated goals then they can probably use the sources they used before, but adjust downward. Also, this time requires that managers pay more attention to untrackable types of behavior to determine maturity, readiness for promotion, etc.
Should performance reviews always be conducted face to face?
Some businesses may conduct performance assessments once employees are back at the office, but this won’t be possible for all. What considerations should managers have in mind if reviews can’t be done in person? Is email or a phone call an acceptable alternative, or should performance reviews always be done via video conferencing?
Wendy Dailey
Talent Strategist at Sanford Health, Writer & Podcast Host
Over 20 years of experience improving workplace procedures to boost morale and productivity
If performance reviews cannot be done in person, video is the next best option, as you are still able to see the employee’s face. Phone would be acceptable and email should be done only as a very last option. I would rather see the reviews completed later than by phone or email.
Heather Younger
Founder & CEO of Employee Fanatix
Advocate for change and more effective leadership practices that also drive business results
Performance reviews should never be done via email or phone. Neither should layoffs. Managers should do the next best thing and utilize video. The performance review process is an anxiety-producing event for employees. There is too much lost in translation via email and phone.
JoAnn Corley-Schwarzkopf
Founder of Manage Global, Speaker & Author
Trains managers to improve their personal and organizational effectiveness using behavioral science
Certainly the best option is visual, for relational rapport. I don’t think email should ever be used. Second to visual would be a phone call. And the key point is, if you’re doing weekly organic performance management feedback, input are naturally ongoing anyway. So something a bit more formal would only be a summary of something that’s already been talked about and addressed. No surprises, just a summary discussion.
How should managers handle reviews for underperforming employees?
Reviews for underperforming employees are never easy, but they’re even trickier to navigate under trying circumstances. They are also, of course, key to actually improve performance. How can leaders offer support and provide concessions without being too permissive and abetting poor performance?
Sarah Morgan
CEO of BuzzARooney LLC & Senior Director of HR
A leading voice in HR on diversity and inclusion in the workplace. Coach, consultant, speaker and podcast host
Compassionate candor is the best way to provide feedback to employees who are underperforming. We should note to the person that we’ve observed a drop in their performance and ask if there are any challenges that we can provide support with. We should cite specific examples of issues and negative trends observed, as well as provide objective data to support this if possible. We should let them know that they are failing to meet expectations and, if they’ve said there are no mitigating factors, request that they recommit to being diligent.
If the person does cite issues in their home life, health, etc. that is contributing to their performance issues, we should ask them what would help them. It is important to empower the employee to ask for what they need rather than jumping in to rescue them. If the employee has no immediate suggestions, give them time for self evaluation and set a deadline of when you will follow up to discuss their ideas.
JoAnn Corley-Schwarzkopf
Founder of Manage Global, Speaker & Author
Trains managers to improve their personal and organizational effectiveness using behavioral science
The cool thing with organic, natural weekly performance management via team activities and goals is that underperformance is naturally addressed. It’s built into the process. Either the person will be able to respond and contribute to weekly goals, objectives, and outcomes or they won’t. It’s within this weekly cycle that issues will surface to be addressed. They then can be coached forward and up or coached out. Also within a team, there can be a temporary collective agreement regarding needed, legitimate accommodations. It is very poor, ineffective management to allow prolonged, unaddressed underperformance.
Wendy Dailey
Talent Strategist at Sanford Health, Writer & Podcast Host
Over 20 years of experience improving workplace procedures to boost morale and productivity
Is the underperformance recent or something that has been on-going, just not addressed? If it’s new, I think you need to give a little grace and work to figure out why there’s a change in performance. What was your relationship with the employee like before? Is your employee comfortable sharing any troubles that may be preventing them from working to their full capacity? Are there ways you can change how you are supporting that employee to get them back to full performance? If this is an ongoing issue and has been addressed in the past, you still need to address it. It may be harder because you aren’t in the same room, but you cannot let the performance linger.
What long term takeaways do you hope leaders will gain from the events of this year?
Plenty has already been published about the pandemic’s impact on the workplace. While these insights are important, we also want to highlight the more lasting implications of this crisis. How will this change us and the way we work? What lessons can business owners and leaders use to cultivate a healthier, happier, and more engaged and productive workforce?
JoAnn Corley-Schwarzkopf
Founder of Manage Global, Speaker & Author
Trains managers to improve their personal and organizational effectiveness using behavioral science
One key takeaway is that being attuned to the human needs of a team has never changed. COVID has just made us more aware and more compelling. Another takeaway is that any substantial crisis gives leaders an opportunity to consider what’s more important – to refine operations, be more focused, and strengthen human bonds that transcend a specific place (the office). They now can focus on stronger connections of heart, mind, and spirit. This means that ultimately the most successful leaders will be those whose influence comes from personal influence through rapport and meaningful relating versus positional power. Business operations will be more informal and community oriented than formal and corporate oriented. This is the real business and social shift.
Heather Younger
Founder & CEO of Employee Fanatix
Advocate for change and more effective leadership practices that also drive business results
There is nothing that will replace the need for employees to feel connected to their managers and coworkers. Managers and leaders will need to continue to check in with their people. Even more now. Leaders need to actively listen and empathize. While they are not therapists, leaders will need to help those they lead work through the many challenges and become more resilient in the process.
Wendy Dailey
Talent Strategist at Sanford Health, Writer & Podcast Host
Over 20 years of experience improving workplace procedures to boost morale and productivity
The key to success during this time has been flexibility, which means different things to everyone. I hope leaders spend time talking to their employees about what works and continue to work with them to make work work.
Sarah Morgan
CEO of BuzzARooney LLC & Senior Director of HR
A leading voice in HR on diversity and inclusion in the workplace. Coach, consultant, speaker and podcast host
Work as we knew it before the pandemic is over. The future of work is going to require more agility and flexibility by organizations to adapt and accommodate the needs of employees. I hope the pandemic teaches leaders to look at the employees they lead as whole people with unique needs and motivations. I hope leaders seek to get to know and understand their employees as people, then use that knowledge to provide personal support and develop their employees’ professional potential more consistently than what we have seen in the past.
Strategic details will vary from business to business, but there are some key takeaways that can be universally applied:
Stop to consider why you are conducting performance reviews. Your focus this year is probably to reassure and strengthen your team and company culture. The end goals of these reviews will help to dictate how you conduct them and generally give feedback.
When you assess an employee you are measuring their success against a goal, but remember that this year the goalposts have shifted. Make sure that your expectations are still realistic.
In general, show empathy and compassion. What you do now and how you treat your team will be remembered long after things have returned to normal.
Finally, even if your company has chosen to do away with performance reviews in the traditional sense, this advice still holds true for the ongoing feedback and interactions you have with your team.
No matter how you go about it, remember that as a manager this is your chance to rise to the occasion. “We are nowhere close to back to normal or even a new normal,” Sarah Morgan says. “This is very taxing on your employees from a physiological standpoint. We have to be aware of this and on the lookout for employees who may be in distress. We have to encourage employees to rest and take care of themselves. We have to model good behavior as leaders by talking about our stress, our need for rest, etc. All of this is going to have a major impact on our workplaces. We have to stay alert and prepare as much as we can for it.”
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Examples of Constructive Feedback With Sample Scenarios
Being a manager / management executive in the 21st century is not at all a child's play. The work culture now demands the managers / management executives to lead the workforce by adopting multiple roles as a motivator, a mentor, and a leader all at the same time. And one of the most important aspects of these roles is the ability and the will to deliver constructive feedback to the employees.
Feedbacks are an integral part of ensuring an efficient work culture. Frequently giving positive feedback not only impacts employee morale but also acts as a guide for them. Further, it sets the performance standard expected from the teams.
However, delivering constructive feedback is not as smooth as a hot knife through butter. There's a fragile line that separates feedback from criticism, and this is where most managers / management executives mess up.
The tone of delivering the feedback and the words you use may sometimes make your feedback sound more like a criticism which negatively affects the professional relationship. Furthermore, the majority of feedback is gathered through surveys, such as pulse surveys or one question surveys, making it critical to make the questions truly meaningful.
That's why to help you deliver the best constructive feedback to your employees, I present to you a few feedback samples with their relating scenarios.
But before beginning with the same, here are some of the essential points that you need to keep in mind while conveying constructive feedback to your employees.
Steps to Frame a Constructive Feedback
1. State Your Observation
Feedbacks are totally based on your observations as a professional. Deciphering these observations based on your managerial skills will further allow you to give precise and well-feedback. Also, when you state your observations clearly to the receiver, it uplifts your persona as a mentor whom everyone can look up to. Thus, building confidence and camaraderie with your employees.
2. Pinpoint the Areas for Betterment
The thin line that lies between criticism and constructive feedback is defined with this very point. The main motive behind conveying constructive feedback is to help others realize the scope of betterment complemented with a bit of advice or a suggestion.
3. Keeping Up an Appreciative Tone
Always ensure that you maintain a respectful tone in your voice while conveying constructive feedback. The meaning behind the input is further amplified with the way you say them. Thus, your employees are more likely to pay attention and take your feedback positively when you deliver the same with an appreciative tone.
4. Understand their Concerns
Everyone has their own unique way of looking into things and problem-solving capabilities. And in this case, your employees are no different. Even they might have a different opinion about the assigned task. Therefore, you should always leave some space between your feedback for your employees to express their views.
Scenarios With Examples of Constructive Feedback
Scenario #1
A hardworking employee but he or she is frequently late for office
The Feedback -
"Hi (Employee Name), I was going through everyone's performance report from the last few months, and I must say you have done a great job. Also, I feel that you could achieve more every day by coming early, and that way, you'll also be able to maintain a sound work-life balance."
Scenario #2
Bella has constantly been missing her project deadlines due to some jargons in her personal life
Positive employee feedback would be like this -
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