Performance Appraisals and Phrases For Dummies
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As employees pursue challenging goals, they may be bursting with energy and enthusiasm, but their performance can fall terribly short because of issues related to organization. Such matters are often regarded solely as managerial functions, but the truth is that, every day, employees at every job level are taking specific actions in these arenas, along with numerous related actions to keep their work on track, on target, and on time.

Because much of the information that employees receive on matters of planning and organizing is in written form, it’s particularly important for written feedback in this area to be clear, focused, and functional.


Exceptional: Consistently exceeds expectations

  • Runs a highly organized department

  • Organized a totally chaotic department

  • Organizes for the short term and the long term

  • Brings outstanding organization to all projects

Excellent: Frequently exceeds expectations

  • Is highly regarded for her organizational skills

  • Organizes projects to prevent overlaps or gaps in responsibilities

  • Is always able to access needed items or information

  • Logically organizes his work and work area

Fully competent: Meets expectations

  • Helps co-workers get organized and stay organized

  • Sets aside time regularly to organize work

  • Has her own system for organizing, and it works

  • Uses a highly effective organizing system

Marginal: Occasionally fails to meet expectations

  • Is more concerned with being organized than getting the job done

  • Has an organizing system that is so personalized that it’s incomprehensible

  • Has a work area that is a giant mess

Unsatisfactory: Consistently fails to meet expectations

  • Suffers from a lack of organization in every aspect of his work

  • Can spend hours looking for items that should take seconds to find

  • Is the least organized person in the company


Exceptional: Consistently exceeds expectations

  • Is highly skilled at generating employee buy-in on plans she establishes

  • Is truly a master planner

  • Helps others to develop and implement plans

  • Is well regarded for his planning skills

  • Is systems minded

  • Establishes plans, policies, and practices that improve performance and productivity

  • Establishes contingencies when situations require the plans to be altered or refined

  • Establishes realistic plans

  • Is typically well ahead of plan when it comes to progress and performance

  • Sets plans for success and then effectively implements them

  • Is equally skilled at long-term and short-term planning

  • Involves employees in the planning process

Excellent: Frequently exceeds expectations

  • Sets realistic plans

  • Establishes plans that are down to earth and workable

  • Sets a standard for planning that others are inclined to follow

  • Effectively communicates plans to all who need to know

  • Makes plans, but is never overwhelmed by them

  • Makes the best use of technology to establish and communicate plans

Fully competent: Meets expectations

  • Stays on plan and helps others to do the same

  • Monitors plans and progress every day

  • Creates plans that are thorough without being cumbersome

  • Develops strategies, but never loses sight of the goal

  • Lets others know when plans need to be changed or adjusted

  • Supports plans with all the necessary documentation

  • Leaves very little to chance

Marginal: Occasionally fails to meet expectations

  • Creates plans that are so detailed that they stifle the employees

  • Tends to make plans at the last minute

  • Establishes unrealistic plans

  • Plans for the expected outcome, instead of planning for the unexpected

  • Makes derogatory comments about the planning process

  • Waits for problems, instead of anticipating them

  • Waits until the last minute to determine the necessary resources, which by then are often unavailable

  • Shows minimal interest in planning

Unsatisfactory: Consistently fails to meet expectations

  • Leaves everything to chance

  • Does not believe in planning

  • Establishes unworkable plans

  • Creates plans that are skimpy and unusable

  • Regards planning as a waste of time

  • Takes a wait-and-see approach on every project

  • Fails to plan, leading to failure

  • Relies on yesterday’s plans

  • Believes that she doesn’t need to plan

  • Ignores the established plans

  • Commits to formulate plans, but then does nothing

About This Article

This article is from the book:

About the book author:

Ken Lloyd, PhD, is a nationally recognized consultant, author, and columnist who specializes in organizational behavior, communication, and management coaching and development.

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