â He manages his relationships with his coworkers, managers, and employees in a professional manner. â He does not have the ability to work under pressure. â He is reliable when it suits him, he constantly needs to be reminded to do tasks he does not enjoy. â He consistently generates outstanding solutions to the most demanding problems. â He needs constant guidance in order to accomplish his assignments. â He is always an attentive and active listener. â He makes others feel intimidated when working on company projects. â He never gets stressed in unexpected situations. â He distributes resources in an appropriate manner depending on the priority of assignments. â He is a good supervisor, but he has failed at managing his staff to high productivity. â He is able to summarize and communicate key business decisions effectively. â He never publicly makes negative comments. â He frequently encourages and helps colleagues to achieve high levels of productivity. â He has a deep knowledge of the products and particular characteristics of the company’s products. â He needs to focus on the positive aspects of his job and his team. â He had a rough start but ended the year well with her team turning in the best performers of all the groups. â He is unable to perform even the simplest tasks. â He has good instincts and knows when to follow them. â He makes people feel at home. â He is rarely prepared to participate in discussions or meetings. And after it felt like everything had been ripped to shreds, my prints came down, someone else's went up, and the process began again. â He confuses the employees through different directions and guidance. He directs them use their strengths to better their performances. â He has a high level of professional knowledge of his job. It’s all good and well to tell people that they aren’t doing a … â He creates an invigorating atmosphere for his team: one in which new ideas are rewarded and encouraged. â She has a creative ability which helps her develop unique ideas. â He is one of the first people we turn to whenever we have a very technical problem. â He has a creative touch in a sometimes monotonous role within our team. So how do you go about creating an environment at work where honest feedback can be shared openly and without creating friction between team members? â He handles customer service situations well. You should tailor your feedback so that it aligns with what problem area you want fixed by the employee. â He doesnât seek out opportunities to learn and grow within his role. â He presents a positive public image of the agency to others. â He is very focused. â He always goes above and beyond his job requirements to satisfy his customers. â He works well with clients. â He is generally a good member of staff but his attitude sometimes lets him down. He should learn to accept a reasonable work-personal life balance. â He supervises and care about the performance of his subordinates. â He has mastered the skill of showing the employee he has understood their concerns and opinions. â He completes his assignments accurately and in a timely and efficient manner. â He possesses appropriate the expertise to perform his job at a highly professional level. Respond by thanking the person giving the feedback. Your team has the best opportunity to grow when everyone speaks up, asks questions, and improves together. â He exceeds the expectations of the company. â He is well-mannered and never criticizes his colleagues when they do something incorrectly. â He maintains an up-to-date level of professional and technical knowledge. â He is adept at maneuvering around any obstacles that are thrown at him. â He is unable to concentrate on his work. the potential to get even more results within our imposed budget â He is unfazed by any obstacles, pressures or demands that would justifiably derail others. when it comes to hearing and accepting feedback in a productive way. â He is provided many complicated tasks but he performs them easily. â As an employee, his communication was good; as a manager, he has proved an even more effective communicator. Building trust among team members by being open to honest feedback, and providing it with specific, helpful, examples go a long way toward creating safe environments where projects can thrive. â His attitude is an asset to his management skills. They can be tough questions, as long as they arise from the desire to gain knowledge as opposed to the need to exert control.”. He lacks the skills in planning and following up to achieve results. â He can offer potential solutions to a problem but struggles to identify the best solution. â He Is a true embodiment of the companyâs values regarding integrity. â He is a good supervisor but he is not expert in this field. â He has other coworkers deliver bad news instead of doing it himself. â He accepts criticism, is open to new ideas, and handles conflict constructively and diplomatically. â He needs to control his temper and attitude, he needs to learn not to react too strongly towards negative situations. â He takes charge of directly dealing with problems. â He does not need much direction from above. â We cannot depend on him. â He doesnât care who receives the credit. They were peers, and half the time I could see their eyes gloss over as I critiqued their work. â He has proven to be an ineffective communicator. â He readily assists coworkers in response to fluctuations in workloads. â He is not reliable for his effort and does not demonstrate a willingness to do whatever it takes to get the job accomplished. â He should take part in more training opportunities and concentrate on them. â He usually shares his knowledge with his staff to help them perform their duties better. â He pays strong attention to his work. Gartner recently released a report that found high-quality peer feedback could be attributed to “boosting employee performance by as much as 14%.” The Journal of Applied Psychology found that managers largely become fairer over time when given consistent, honest feedback, especially from their reports. â He treats the customer with respect and courtesy. Feedback should be written within a day of the interview, ideally a few hours after the sessions.This allows some time to reflect, while keeping the interview fresh in your head. â He fails to manage his staff to gain effective performance. â He has a natural rapport with people and communicates very well with others. â She is cautious and prefers to avoid confrontation. â He often criticizes rivals in order to convince customers to use the services of his company. â He gets involved and quickly adapts to different changes in different situations. â He shows himself to be a person who does not want to work with others. â He does not know how to set targets and lead his team to reach them. â He creates an exciting atmosphere for his team: one in which new ideas are rewarded and encouraged. â His leadership instincts cannot be relied on to manage others. â He is an asset who can effectively work with other teams and departments. â He never neglects even the smallest detail of tasks assigned to him. â He makes decisions that consistently reflect his strong commitment to acting reputably. â He has an overly sensitive and pessimistic personality. â He is very adept at managing difficult employees and turning their energies towards higher performances. â He treats others with respect, courtesy, tact, and friendliness and actively attempts to be helpful towards others. â He adheres to deadlines and meets production benchmarks. He continuously strengthens the connections between among his subordinates. â He usually makes mistakes when performing his duties. â He is a loner. â He shows sound judgement in critical decision making. His work is high quality and accurate. â His approach to respecting corporate ethics is too strict. â He is unable to persuade people to get the job done. â He understands how to manage personalities similar to his, but has not worked very hard managing other types of personalities on his team. â He can quickly build a positive relationship with people and understand how to relate to them. His strong-mindedness is very much appreciated. His attitude is one which should be emulated. â He strictly ensures his staff maintain proper timekeeping. Use specific, recent examples … He does not mind showing off his positive attitude to the team. â He humiliates staff members on a regular basis. â He can maintain good communication with everybody and he also encourages people to work harder and more effectively. â He demonstrates tact and diplomacy when resolving conflicts. â He rarely pays attention to the details of his duties. â He has received good feedback from both his team and his managers. â He does appreciate that happy team members can affect his own job performance and this makes those around him unpleasant. â He took several more personal days than permitted. â He is unable to find the most effective solutions for problem because his ideas are always mediocre. It’s personalized negative feedback that disrupts interpersonal relationships among colleagues.”. Data such as the report type, date and name will be added automatically. â He is not afraid to respond to complex issues and provide recommendations to all levels of management. He always has to ask for other people’s instruction. â He shares his knowledge with coworkers. â He has good relationships with all of her peers. â He is always one of the first to volunteer to help to get the job done whenever a large project comes in. ✓ He is the group leader and allocates appropriate … â He always shares updated and new information and knowledge relating to specialist area in which he is working. â He complies with the company regulations strictly. â He has strong reasoning and critical-thinking skills that help him handle problems well. â He sends mixed signals to his team regarding goals and day-to-day activities. â Whenever he runs into an obstacle, he has a tendency to stop and ask for help. â He is cheerful guy and always people feel delighted to be around him. â He always takes responsibility for his team and its performance. â He consistently shares feedback with his staff regarding their progress. We depend on him. â He rarely shows any recognition to his team. â He Is helpful and diect in dealing with customer concerns. He stands firm and the situation does not affect his attitude. â He arrives at work punctually and ready to begin and returns from breaks on time. â He is an innovator at heart â his skill at inspiring new ideas is an asset to our team. â He finds it difficult to perform his duties without assistance or supervision. His work is always done with exceptional quality. â He keeps management apprised of ongoing problems or issues that occur within the department. â He applies overly complex and impractical approaches to solving problems. â He is more suitable to an individual-focused environment than a group-work environment. He has a positive demeanor. His people-management is respected by the working community. For … I didn’t feel like he was leaning towards skill. This year, he has really shined in this area. In other words, people believe that honest feedback tends to be more negative than positive. â He is a team player most of the time, but frequently we have problems with his follow through when other teammates need help. â He is able to set clear objectives and requirements for his subordinates. And sure, my professor’s words carried a little more weight because he was, after all, the one giving me a grade; he was the named authority. â His results are not as consistent as those of her coworkers. â He encourages employees to take responsibility for their performances. â He constantly interjects into conversations. â He encourages coworkers to be inventive. â He seems to shrink when heâs around others and does not cultivate good relations with his coworkers. â He is too focused on finding new ways to accomplish things rather than cooperating with others in a process which is already well tested and defined. Why?Not a priority. â He does not meet the attendance standards for punctuality. â He artfully helps customers overcome objections. â Despite being a team member, he doesn’t complete his allocated tasks. â He unites individuals together in order to meet deadlines and efficiently perform their duties. â He comes to reasonable conclusions based on the information presented to him. â He has the ability to learn new technology quickly and successfully apply it into to enhance his performance. â He has a nice and gentle demeanor. â He is able to make sound fact-based judgments. â He maintains positive work relationships. He shows initiative on his own. He always makes high quality products. â When a major problem arises, we frequently turn to him for his creativity in solving problems. â He keeps to his commitments and works with fellow employees to help them keep to theirs. â He produces too many unnecessary errors. â He is enthusiastic about work and working with others. â He makes an extra effort to keep customers accurately informed. It can be simple actions like praising others’ accomplishments, sharing information, and trusting your teammates. He participates in trainings and other corporate events. â He has a likeable and humorous character that creates a positive atmosphere. â He frequently looks for excuses for failure instead of accepting responsibility. â He is very good at managing his team to perform their tasks excellently. â He should work on approaching his coworkers in a more professional and welcoming manner. â He tends to resist activities where the path is unknown. â He doesn’t understand the key requirements of his job. â He readily accepts constructive criticism. â He thoroughly plans and prepares for the unexpected. He applies any feedback to his current and future projects to ensure he is performing his work adequately. â His work is consistently being passed back for rework. â He demands reliability from others, but not from himself. He sometimes asks his staff complete unachievable goals. â He cannot complete his job because he does not have the needed job knowledge. â He is always improving himself and works well with others. â He does not actively want to learn new skills or techniques as or to improve his qualification. â He does everything possible to maintain a strong and steady performance in all circumstances. Collaboration and Cooperation. â He shows awareness of the environment external to the organization and its needs. â He fails to create a working environment meeting his subordinatesâ expectation. â His team and managers gave him positive feedback and good comments. â We can not rely on him to produce a quality product. â He consistently displays excessive hesitation when making a decision. He maintains a good and comfortable environment for his team. â He easily takes on new tasks well but fails to communicate with and train others who may also be required to take them on. â He does not mind taking part in on the job training. â He has had excellent attendance for most of the year but he has frequently been absent or late for work recently. â He is expert in managing staff. â He is very punctual herself but he fails to ensure that his staff are also. â He does not permit his staff to assist other departments. â He regularly engages in off-putting conversations and can be territorial at times. â He is a responsible staff member. â His key strength is his candor and effective communication with his employees. â He can be counted upon for steady performance. â He is a calming influence, especially within his peer group. This does not help for many of the problems we run into. The constructive criticism I received at … â He has paid good attention to timekeeping this year and is consistently punctual. â He is reliable and has good attendance. â He is creative and logical in addressing any aspect of his work. â He provides the latest information relating to his job to everyone. â He has built the multiple working relationships needed to get the job done. â He has an inconsistent attitude that often negatively affects the team. â He proactively shares progress towards goals. â He finds it difficult to delegate tasks which makes the teamâs achievements entirely reliant on him. â He is able to listen as effectively as well as talk. â He lacks the excellence and skills detailed in his application. â He never minds taking on new tasks. Now … â He is reliable and there are no concerns with his attendance. â His most special quality is his positive attitude. â He enables everyone around him to remain calm and concentrate on the final goal. â He is a team player and understands how to help others in times of need. â She shows sensitivity and consideration to other peopleâs feelings. â He doesnât have a good relationship with his team members. â He constantly pursues opportunities for growth and learning. â He usually focuses his attention on the positives when dealing with problems. â He is careless and unmotivated, which ultimately slows the team down. â He deals with very complex topics and discussions. Why should I listen to their feedback if they didn't want to hear what I had to say? â He should concentrate more on the positive sides of his duties and his team. â He focuses on satisfying wide audience need where an individual approach to each client is needed. â He attained perfect attendance over the time period. â He is continually turning in sub-par work and needs to improve his job knowledge. â He is unable to get along with our technology even though our systems have been used for a long time and well documented. â He has the ability to resolve disputes with clients and partners peacefully. â He rarely innovates and when he does, it seems to be reluctant. â He displays an uncooperative attitude. â He frequently takes breaks after meetings in which difficult decisions were announced. â He holds himself accountable for his teamâs performance objectives and goals. â He is continually searching for ways to improve. â He always defines a problem clearly and seeks out alternative solutions. â Her has an imaginative personality and is very resourceful in times of need. â He refuses to delegate to others. Because everyone is going to be learning together as you go along, it is especially important to have everyone’s voice involved in the process finding a solution. Processing feedback will take more than a few seconds, and you don’t want to seem dismissive. â He submits paperwork related to his job accurately and on time. He never ignores any detail of his work. â He is expert in training his employees. He should promote and develop his potential is getting the balance of being pragmatic and creative right. â He maintains an open attitude to change in order to successfully complete the job. â He tends to apply a narrow and rushed decision-making approach. He passes difficult customers to his supervisor frequently. â He manages his team well and elicits good performances from them. â He employs problem-solving techniques that end up generating even more problems. â He tackles the intricacies of the job with ease and flair. â He is someone we expect a lot out of and he consistently delivers. â He uses inappropriate language with customers. â He has created a team that works collaboratively to finish the project much faster. â He always takes responsibility for his area and their actions. â He automatically works extra hours if thatâs what it takes to get the job done right. This unwillingness to offer assistance promotes a selfish work environment. There’s a difference between “honest” and “constructive,” though. His team produces poor results for the company.. â He is a great employee. Note too, that in my example, I had the judges give negative feedback. â He can tackle common problems by creating new and innovative solutions. â He displays through a supportive and optimistic approach to daily activities within the work environment. â He brings comfort to people working with him. He should apply more technical concepts to satisfy the requirements for his role. â He doesnât appear to want to learn any new techniques or skills. His employees feel everything is ok, even when it seemingly isnât. â He is able to connect with people in a uncomfortable environment and encourage them to do a great job. â His good performance level is highly appreciated. â He is ready to deal with complicated consequences. â He cannot maintain relationships with his customers well. â He is careful and always thoroughly considers everything before he submitting any idea. â He maintains high standards of integrity across his department. Related: 4 Ways to Get Truly Honest Feedback From Employees While the specific praise you give may take more words, it will mean more to an employee than the usual “Good job!" â He seems unwilling to learn new skills. â He needs to work on being more resourceful on tasks and projects. â He actively encourages his coworkers. â He accomplished all tasks he is assigned in a timely manner. â He is able to learn concepts quickly and adopt them into his performance. â He complains that he does not receive any assistance from others. â He is punctual and consistently arrives at meetings on time. â He seems to be too focused on his appearance and following the dress code instead of working skills. â He displays an effective cadence when working with clients on projects. â He fully complies with departmental leave and absence procedures. â His long experience working with people is clearly evident in his communication skills. â He is ineffective at pursuing his goals. â He regularly contributes suggestions on how to improve company processes. 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