2600 Phrases for Effective Performance Reviews: Ready-to-Use Words and Phrases T

Description: 2600 Phrases for Effective Performance Reviews by Paul Falcone The handy reference book 2600 Phrases for Effective Performance Reviews puts thousands of ready-to-use words, phrases, descriptions, and action items right at your fingertips. Not just for review time, the book will also be instrumental in creating development plans as well as for monitoring performance year-round. FORMAT Paperback LANGUAGE English CONDITION Brand New Publisher Description This trusted reference puts thousands of ready-to-use words, phrases, descriptions, and action items right at your fingertips — perfect for review time, creating development plans, and monitoring performance year-round.Whether youre an HR professional or a manager, chances are theres one task you really dislike: giving performance reviews. Even if you know the basic points you want to get across, finding the right words and committing them to paper is about as much fun as a trip to the dentist.However, this book puts the correct words within your hands with phrases that managers, supervisors, and HR professionals can use to properly evaluate performance.In 2600 Phrases for Effective Performance Reviews, renowned career expert Paul Falcone covers the 25 most commonly rated performance factors including:productivity,time management,teamwork,decision making, and more!Falcone also shares job-specific parameters that apply in sales, customer service, finance, and many other areas. 2600 Phrases for Effective Performance Reviews is useful not just for review time but will also be instrumental in creating job descriptions and development plans as well as monitoring performance, progress, and problems year-round. Back Cover Whether youre an HR professional or a manager, we know what you hate most about your job: giving performance reviews. Even if you know the basic points you want to get across, finding the right words and committing them to paper is about as much fun as a trip to the dentist. But this handy little book puts thousands of ready-to-use words, phrases, descriptions, and action items right at your fingertips! Falcone covers the 25 most commonly rated performance factors, including productivity, time management, teamwork, and decision making, plus job-specific parameters that apply in sales, customer service, finance, and many other areas. Not just for review time, the book will also be instrumental in creating job descriptions and development plans, as well as for monitoring performance, progress, and problems year-round. You know what you mean--heres what to say. Praise for Paul Falcones previous books: "If the art and science of hiring and firing has become a puzzle, then author Paul Falcone [The Hiring and Firing Question and Answer Book] has the answer." --Houston Business Journal "When you feel the need to document an employees actions (or inactions), turn to this great tool [101 Sample Write-Ups for Documenting Employee Performance Problems]." --Legal Management "[96 Great Interview Questions to Ask Before You Hire] takes the guesswork out of the interview process." --Benefits and Compensation Solutions Author Biography Paul Falcone is an HR executive who has held senior-level positions with Paramount Pictures, Nickelodeon, and Time Warner. A long-time contributor to HR Magazine, he is the author of bestselling management books including 2600 Phrases for Effective Performance Reviews. Table of Contents Introduction: How to use this book to save time and write compelling performance appraisals Part I Core Competencies and Commonly Rated Performance Factors (Phrases for 25 factors, including communication and cooperation, customer satisfaction, judgment and decision making ability, innovation and creativity, strategic and critical thinking skills, teamwork, time management) Part II Performance Appraisal Phrases for Particular Titles and Roles (Phrases for 9 categories, each containing 5-18 specific job functions, including accounting and finance; administrative support; general management; sales, marketing, advertising; manufacturing) Part III Future Development Goals (Phrases for 24 improvement goals, from attendance and punctuality to work habits) Appendices *Special Feature: Describing Work Ethic and Work Style *High-Impact Verbs to Inspire Your Writing *Essential Adverbs to Get Your Message Across *Additional Resources *Alphabetical Listing of Particular Titles and Roles *Common Grading Scale Review "Paul Falcones books are real and applicable to the everyday life of Human Resources. They are for the front-line managers on how to lead effectively." -PeopleG2 ..".an enormously useful thesaurus of specific, concrete verbiage that will take you far, far beyond Meets/exceeds expectations."--Accounting Today Long Description This trusted reference puts thousands of ready-to-use words, phrases, descriptions, and action items right at your fingertips--perfect for review time, for creating development plans, and for monitoring performance year-round. Whether youre an HR professional or a manager, chances are theres one task you really dislike: giving performance reviews. Even if you know the basic points you want to get across, finding the right words and committing them to paper is about as much fun as a trip to the dentist. But this handy little book puts thousands of ready-to-use words, phrases, descriptions, and action items right at your fingertips. Paul Falcone covers the 25 most commonly rated performance factors, including productivity, time management, teamwork, and decision making, plus job-specific parameters that apply in sales, customer service, finance, and many other areas. Not just for review time, the book will also be instrumental in creating job descriptions and development plans as well as for monitoring performance, progress, and problems year-round. Praise for Paul Falcones Previous Books: "If the art and science of hiring and firing has become a puzzle, then author Paul Falcone [The Hiring and Firing Question and Answer Book] has the answer."-- Houston Business Journal "When you feel the need to document an employees actions (or inactions), turn to this great tool [101 Sample Write-Ups for Documenting Employee Performance Problems]."-- Legal Management "[96 Great Interview Questions to Ask Before You Hire] takes the guesswork out of the interview process."-- Benefits and Compensation Solutions Paul Falcone is a human resources executive and has held senior-level positions with Nickelodeon, Paramount Pictures, and Time Warner. He is the author of several bestselling books, including 101 Sample Write-Ups for Documenting Employee Performance Problems, 101 Tough Conversations to Have with Employees, and 2600 Phrases for Setting Effective Performance Goals. He is a long-time contributor to HR Magazine. Visit him at Review Quote "Paul Falcones books are real and applicable to the everyday life of Human Resources. They are for the front-line managers on how to lead effectively." PeopleG2 Excerpt from Book How to Use This Book in Order to Save Time and Write Compelling Performance Appraisals If youve purchased this book, youre serious about strengthening your written communication skills and developing your subordinates. The truth of the matter is that most performance reviews in corporate America are drafted without much thought and are submitted well after the deadline--not much of a motivational tool for workers longing for appreciation for a job well done. Yet taking the time to formally appraise employees performance once a year has much more significance than many managers realize. In poll after poll, workers rank pay fourth or fifth on the list of critical workplace factors--well below the critical areas of open communication and recognition for a job well done. American management teams fail to recognize the critical importance of ongoing feedback and staff development in employee retention matters--even when there are scarce dollars available for merit increase pools. The optimal leadership style provides ongoing feedback day in and day out on a regular and predictable basis. The best people managers realize that by shifting responsibility for employee performance evaluations back to their staff members, they take themselves out of the role of unilateral decision maker and disciplinarian and place themselves into the role of career mentor and coach. In addition, managers who stand out among their peers recognize that the Development section of any performance appraisal is the most critical piece of the process because it constructs a blueprint for employee growth and learning. The learning curve is indeed the glue that binds people to companies. Despite small merit increase pools or opportunities for vertical promotion available in any company at any particular time, satisfied employees will perform at their best and remain loyal when they feel connected, sense that they make a difference at work, and add critical skills and experiences to their resumes. They say that people "join companies and leave managers." Its also said that the difference between an active job seeker and a passive job seeker is one bad day in the office. If your most respected critic were to objectively evaluate your leadership abilities and staff development skills, how do you feel you would rank if were evaluated according to the following criteria: * How effective are you at delegating to and motivating your staff? * How consistent are you in putting their career and development needs above your own in a goodwill attempt to help them build their resumes and prepare for the next step in progression in their careers--at your company or elsewhere? * How well do you address performance achievements and problems day in and day out so that subordinates understand what is expected of them and how success is measured in your group? The annual performance appraisal process is the once-a-year validation that someone is making a positive difference--that their contributions over 365 days of work are formally recognized and celebrated. Yet, too many managers fill in annual appraisal forms in a perfunctory fashion, looking at the process as a bothersome, yet mandatory task. Enlightened managers, on the other hand, make their jobs much easier by delegating appropriately, listening attentively, and having fun at work. Its not that hard to transition to "enlightened management" status: All it takes is a willingness to rethink your role in your company, your influence over those you supervise, and your ability to bring out the best in others by motivating them to reach beyond their comfort zone. Remember that motivation is internal. Youre not responsible for motivating your staff, per se; people are responsible for motivating themselves. You are, however, responsible for creating a work environment in which people can motivate themselves and find new ways of reinventing their work in light of your companys changing needs. To that end, this book will serve as a handy time saver, a narrative assistant, and an insightful guide into new ways of recognizing and rewarding performance. How to Use This Book It is often the case that managers avoid or delay written communication tasks that may appear to be confrontational. Similar to a book Ive written called 101 Sample Write-Ups for Documenting Employee Performance Problems: A Guide to Progressive Discipline and Termination , this books key purpose is to help you find the right words and descriptive phrases to communicate your thoughts and perceptions in a concrete manner for specific situations. In Part I, well address the most commonly rated performance factors, or "core competencies," that a majority of companies use to assess their workers. Included among the core competencies are the topics of "managerial style" and "personal style"--often the most difficult issues to describe in an annual performance review. The phrases in these sections fit a variety of interpersonal and managerial styles, commitment levels, pace, need for structure, emotional intelligence, and ability to prioritize and juggle multiple tasks. Refer to these sections any time you have a difficult time finding the right words to describe an individuals preferences, inclinations, peculiarities, or other outstanding features. You might just find a special way of phrasing something that, up to now, youve had a hard time identifying and describing in others. For each of the commonly rated performance factors in Part I, we provide descriptive phrases that can be used to evaluate historical performance, organized in two sections: Meets/Exceeds Expectations Needs Improvement For all of the core competencies we also provide a third section called "Goals." This section provides multiple examples of development plans for outlining key areas of future growth and learning. These phrases will help you structure your recommendations for employee improvement over the coming review period. As with the two other sections, you could simply use these statements "as is" or customize them for your particular needs. Simply stated, forward-looking development plans give you a process to prevent future performance problems and to create an environment in which employees could motivate themselves. That, more than anything, will give you peace of mind and turn you into a motivator and coach rather than a unilateral disciplinarian and decision maker. Your employees will benefit too as theyre given the freedom and discretion to self-monitor and self-correct in an empowered environment. Theres no greater formula for enlightened leadership. Whereas Part I covers general core competencies, in Part II we address the functional components of many common positions in Corporate America, including positions in sales, marketing, finance, legal, human resources, operations, information technology, and manufacturing. It is important to be able to benchmark particular functions and responsibilities that are common in such universal positions, and to address performance expectations for each. There are four appendixes in the book. Appendixes A and B provide useful lists of high impact verbs and adverbs that will prompt you when finding just the right word tends to escape you. Appendix C is a brief discussion of merit increases and the five-point grading scale. Appendix D is a short index of the titles and roles that appear in this book. In essence, in this book you have a handy library of practical, ready-to-use phrases that will help you acknowledge outstanding job performance, address substandard work quality, and outline developmental opportunities for your direct reports. In addition to saving time, youll strengthen your self-confidence and distinguish yourself in writing as a leader and career builder. The Performance Management Cycle There are three components of the Performance Management Cycle: 1. Goal setting and planning 2. Ongoing feedback and coaching 3. Appraisal and reward The annual performance appraisal clearly speaks to the third issue, but appraisal and reward cant be accomplished in a vacuum. That third stage is the culmination resulting from ongoing efforts in the first two stages. The performance management cycle is a continuum leading to a particular resolution in the final (third) step, but all three stages are intrinsically linked to the end result--the performance appraisal and associated merit increase (reward). Annual performance appraisals are not meant to be a paper chase--a mandatory exercise that creates a snapshot of your impressions as a supervisor about a subordinates work. Instead, they should be a collaborative effort that builds on open communication and constant feedback. Thus, investing in goal setting should be a two-way communication: Employees who have advanced input into their own career development will typically buy Description for Bookstore No managerial or administrative task is as universally dreaded as the performance review. Supervisors may know the points they need to get across, but putting them on paper is another matter. This book puts the right words at their fingertips, with ready-to-use phrases and words, action items, and descriptions that managers, supervisors, and HR professionals can use to evaluate performance, prepare development plans, and address performance problems.2600 Phrases for Effective Performance Appraisals covers the 25 most commonly rated factors, including productivity, time management, decision making, and teamwork, as well as specific roles such as customer service, finance, sales, and more. The book provides hundreds of phrases to use in performance improvement plans, plus an appendix of helpful individual words. Details ISBN0814472826 Author Paul Falcone Short Title 2600 PHRASES FOR EFFECTIVE PER Pages 224 Language English ISBN-10 0814472826 ISBN-13 9780814472828 Media Book Format Paperback Imprint Amacom Place of Publication New York Country of Publication United States Residence Valencia Series UK Professional Business Management / Business Translated from English Subtitle Ready-to-Use Words and Phrases That Really Get Results Audience Age 17-17 DOI 10.1604/9780814472828 US Release Date 2018-03-22 UK Release Date 2018-03-22 Publisher HarperCollins Focus Year 2018 Publication Date 2018-03-22 Alternative 9780814428702 DEWEY 658.3 Audience General AU Release Date 2019-05-28 NZ Release Date 2019-05-28 We've got this At The Nile, if you're looking for it, we've got it. With fast shipping, low prices, friendly service and well over a million items - you're bound to find what you want, at a price you'll love! TheNile_Item_ID:119552960;

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