In this file, you can ref free useful materials about performance review phrases for customer service and other materials for employee performance review.
1. Performance review phrases for customer service
In this file, you can ref free useful materials about performance review phrases for customer service and
other materials for employee performance review.
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1125 performance review phrases
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Performance review guides
Almost every position has a customer in one form or another – internal or external. Customer
service is now a core attribute that employees must possess. In many roles, it is an absolute and
will have a direct impact on revenue.
In this section of the free performance evaluation tutorial, you will discover dozens of positive
and negative customer satisfaction performance evaluation phrases.
Positive Phrases
Bill takes great pride in his work.
Phil skillfully overcomes client objections.
Jim has consistently high marks on his customer satisfaction surveys.
Paula understands the latitude to ensure customer satisfaction and does everything necessary to
retain customers.
Lenny is able to handle his clients well and does not have any complaints against him.
Tom is adept at having happy customers and successfully upselling them at the same time.
Teri deals with customer complaints with a calm demeanor. Teri is very good at handling
difficult situations with customers.
Paul works with customers very well. He is very good at dealing with irate customers in a calm
and rational manner.
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2. Walter believes no problem is too big that cannot be solved with care and understanding. He
listens to our customers and resolves their problems in an agreeable manner.
Trudy is a leader when it comes to customer care. She understands how the customer feels and
reacts and acts appropriately. Other employees look up to Trudy for her customer service
excellence.
Wendy handles customer service situations well and is rated well by her peers, managers, and
customers.
Nancy is one of our most proficient customer service trainers and demonstrates this when she’s
working in customer care.
Thomas understands how to listen to customers and extract those details which make a big
difference when dealing with our clients.
Negative Phrases
John fails to follow up with customers as requested.
Bob has consistently low marks on his customer satisfaction surveys.
Jenny does not understand how to overcome client objections and instead gives up to early.
Bill has consistently shown he does not listen to his customers well.
Greg has not fully understood why customer service training is important and frequently is late
to class and does not participate.
Frank does not understand how to deal with a difficult customer and too frequently passes the
customer on to his supervisor.
In most areas of customer service Harry does a good job, but when it comes to difficult
situations, Harry does not understand how to calm the customer down and follow the script.
Bill follows the phone scripting in a rigid and inflexible way. In today’s market, we need some
creativity and flexibility in dealing with customers, yet Bill does not seem to understand that.
Teri can handle the run of the mill customer service situation, but the more complex issues seem
to cause her to freeze and not react.
John’s average time per call is too high and needs to be reduced this year. He needs to learn how
to handle customers in a more efficient manner.
Ryan is very good at dealing with customers on the phone, but when they come in the store, he
doesn’t handle one on one contact very well.
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3. II. Performance review tips
1. The employee should never hear about
positive performance or performance in
need of improvement for the first time at
your formal performance discussion meeting,
unless it is new information or insight.
Effective managers discuss both positive
performance and areas for improvement
regularly, even daily or weekly. Aim to make
the contents of the performance review
discussion a re-emphasis of critical points.
2. No matter the components of your performance review process, the first step is goal
setting.
It is imperative that the employee knows exactly what is expected of his or her performance.
Your periodic discussions about performance need to focus on these significant portions of the
employee’s job. You need to document this job plan: goals and expectations in a job plan or job
expectations format, or in your employer's format. Without a written agreement and a shared
picture of the employee’s goals, success for the employee is unlikely.
3. During preparation and goal setting, you need to make how you will evaluate the
employee’s performance clear.
Describe exactly what you’re looking for from the employee and exactly how you will evaluate
the performance. Discuss with the employee her role in the evaluation process. If your
organization’s performance review process includes an employee self-evaluation, share the form
and talk about what self-evaluation entails.
4. Avoid the horns and halo effect in which everything discussed in the meeting involves
positive and negative recent events.
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4. Recent events color your judgment of the employee’s performance. Instead, you are responsible
to document positive occurrences such as completed projects, and negative occurrences such as a
missed deadline, during the entire period of time that the performance review covers. (In some
organizations, these are called critical incident reports.) Ask the employee to do the same so that
together you develop a comprehensive look at the employee’s performance during the time
period that your discussion covers.
5. Solicit feedback from colleagues who have worked closely with the employee.
Sometimes called 360 degree feedback because you are obtaining feedback for the employee
from his boss, coworkers, and any reporting staff, you use the feedback to broaden the
performance information that you provide for the employee. Start with informal discussions to
obtain feedback information. Consider developing a format so that the feedback is easy to digest
and share by the manager.
6. If your company uses a form that you fill out in advance of the meeting, give the
performance review to the employee in advance of the meeting.
This allows the employee to digest the contents prior to her discussion of the details with you.
This simple gesture can remove a lot of the emotion and drama from the performance review
meeting.
7. Prepare for the discussion with the employee.
Never go into a performance review without preparation. If you wing it, performance reviews
fail. You will miss key opportunities for feedback and improvement and the employee will not
feel encouraged about his successes. The documentation that you maintained during the
performance review period serves you well as you prepare for an employee's performance
review.
8. When you meet with the employee, spend time on the positive aspects of his or her
performance.
In most cases, the discussion of the positive components of the employee’s performance should
take up more time than that of the negative components. For your above average performing
employees and your performing employees, positive feedback and discussion about how the
employee can continue to grow her performance should comprise the majority of the discussion.
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5. The employee will find this rewarding and motivating.
9. The spirit in which you approach this conversation will make a difference in whether it is
effective.
If your intention is genuinely to help the employee improve, and you have a positive relationship
with the employee, the conversation is easier and more effective. The employee has to trust that
you want to help him improve his performance. He needs to hear you say that you have
confidence in his ability to improve. This helps him believe that he has the ability and the
support necessary to improve.
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