13 Examples of Good Work Ethic - OpEx Managers He has generated complaints from customers because of issues with his integrity. He recommends the most suitable solution. Still, most people are afraid of taking risks because they fear being embarrassed. If a task must be completed it is better assigned to someone else. Reschedules meetings and deadlines well in advance if necessary; but will go out of way to make every effort to make meeting an/or deadline. No votes so far! For this reason, your time is just as valuable as that of the people you deal with. 174 Performance Feedback Examples (Reliability, Integrity, Problem Employers care about a candidates dependability because it shows that they have a strong work ethic and can be trusted to complete their responsibilities on time and up to par. Dependability is a skill like any other, so focus on improving it. By Eric Chester "Capability doesn't have anything to do with reliability. Thats where you come in. Some examples of common reliability-related soft skills include: Time management Communication Collaboration Adaptability Determination Mention leadership experiences when possible. His conduct is as proper and formal as his appearance. CareerAddict is a registered trademark of Having values and behaving in an ethical and respectful way makes us better people who act not only out of individualism but also out of a sense of respect for community life. Availability You can see the following examples to get an idea: Keep your word When you have a plan or idea, you see it through from beginning to end. You keep your word When you have a plan or idea, you see it through from beginning to end. He is a highly principled. In short, reliability and dependability can be used interchangeably without it being incorrect. DeltaQuest Media Limited. He is reliable when it suits him, he constantly needs to be reminded to do tasks he does not enjoy. He consistently strives to do whats right. The guiding principle is that different assets require different styles of maintenance management. Being dependable is an accumulation of several strong habits. In other words, the extent to which a research instru- ment consistently has the same results if it is used in the same situation on repeated occasions. Delivering on these smaller tasks on a consistent basis can increase your standing in your managers eyes and, over time, put you in the front line when theyre looking for the next person to head the new business division. Reliability often means being actively involved in helping the team hit its goals by identifying missing processes, offering team members help even when they arent asking for it and going the extra mile even when thats not expected of you. She has an MPhil in Education from the University of Cambridge and she's the Chair of the Virtual Education Committee at the American Association of Journalists & Authors (ASJA). What is Reliability Centered Maintenance (RCM)? | Benefits & Examples He helps to remedy the situation instead. . Reliability is just as crucial for the small tasks as its for the more significant money-making projects. The Treccani dictionary links the adjective reliable to things or people you can rely on: we have a habit of talking about reliable engines, reliable cars, or reliable people at work. These tests require the examinee to perform tasks that are similar to those that are performed on the job. 75 Useful Quality of Work Performance Review Phrases He always finishes the jobs faithfully, He performs at or above all our expectations. Duration - length of time or number of cycles. Theyre honest with the people around them. He does not show a willingness to help his employees out even when production is behind. Reliability in the Workplace | helicoptermaintenancemagazine.com He fails to provide managers with the necessary information when a problem arises. He is able to successfully analyze a problem and find an appropriate resolution. The best strategy is to include targeted phrases that energize an employee to keep up the good work in key areas, while also encouraging employees to focus more carefully on the quality and quantity of their work where needed.\nPerformance levels\nExceptional: Consistently exceeds expectations\n\n Finds the most effective ways to get the job done\n \n Creates new strategies to improve performance\n \n Improves the performance of others\n \n Focuses abundant energy and effort on the job\n \n Targets efforts for maximum results, and then achieves them\n \n Is motivated to perform at a superior level\n \n Maintains the highest personal performance standards\n \n Is clearly superior in every measurable area of performance\n \n Expects and attains outstanding results\n \n Serves as a highly positive role model in all performance areas\n \n Took a virtually impossible assignment and turned it into a major winner\n \n Set a new high-water mark on the XYZ project\n \n Grabs the brass ring on every project\n \n Dazzles senior management\n \n\nExcellent: Frequently exceeds expectations\n\n Comes to work ready to excel\n \n Sets high personal performance expectations\n \n Relentlessly pursues outstanding outcomes\n \n Expects more and gets it\n \n Refuses to settle for status-quo performance\n \n Does not know the word average\n \n Is energized by the prospect of achieving challenging goals\n \n Prioritizes work for maximum results\n \n Has a compelling can-do attitude\n \n Is undaunted by difficult challenges, tough obstacles, or frustrating events\n \n Plans to succeed and does so\n \n Bounces back from setbacks\n \n Is frequently mentioned by name whenever the topic of outstanding performance comes up\n \n Keeps pushing until the desired outcomes are achieved\n \n Jump-starts stalled projects\n \n Takes great pride not only in meeting goals but in surpassing them\n \n\nFully competent: Meets expectations\n\n Is open to new strategies to improve results\n \n Has visibly improved her performance levels\n \n Is steadily upgrading every performance area\n \n Actively seeks strategies to improve performance\n \n Can be counted on for solid performance\n \n Focuses his priorities on maximum effectiveness and success\n \n Maintains focus on the main event\n \n Takes feedback to heart and strives to improve\n \n Focuses on work, not on the clock\n \n Is a stable and consistent performer\n \n Is very interested in suggestions to build performance\n \n Effectively focuses her energy on the job\n \n\nMarginal: Occasionally fails to meet expectations\n\n Is satisfied with his current performance, despite the fact that it isnt satisfactory\n \n Prefers to slip under the bar instead of leaping over it\n \n Can be sidetracked by minor obstacles and challenges\n \n Is tolerant of mediocre performance\n \n Regards performance measures as unfair\n \n Has an inflated view of her own work\n \n Insists that improvements in performance are coming soon\n \n Feels that others are intentionally trying to make him look bad\n \n Spends more time as a spectator than as a participant\n \n Comes up short on long-term projects\n \n Spends time on low-priority projects\n \n Is primarily interested in things that have little to do with work\n \n Is rarely around when its time for heavy lifting\n \n Does C-level work on A-level projects\n \n Misunderstands the priorities of the job\n \n\nUnsatisfactory: Consistently fails to meet expectations\n\n Attributes performance problems to other people or circumstances\n \n Fails to take responsibility for her failures\n \n Has received complaints from customers\n \n Has received complaints from management\n \n Has displayed performance levels that have been declining\n \n Talks the performance talk, but does not walk the walk\n \n Has fallen into a habit of questionable performance\n \n Spends more time socializing than working\n \n Shows little interest or motivation in upgrading performance\n \n Doesnt pay enough attention to the work that needs to be done\n \n Expects others to carry the load\n \n Regards goals as suggestions\n \n Always seeks the easy way out\n \n Is unwilling to accept feedback and guidance\n \n Steps back when its time to step up\n \n\nSetting priorities\nExceptional: Consistently exceeds expectations\n\n Understands and resolves A-level matters before B-level and C-level matters\n \n Uses sound judgment and insights when rank-ordering projects\n \n Serves as a valuable resource to determine the role and priority of totally different tasks\n \n Always knows which projects belong at the top of the list and which belong at the bottom\n \n Easily and quickly singles out low-priority tasks\n \n Clarifies priorities for employees at any job level\n \n Prevents others from pursuing minor projects that superficially appear to be important\n \n Quickly and accurately calibrates project priorities\n \n\nExcellent: Frequently exceeds expectations\n\n Is keenly aware of the subtleties that make one project more important than another\n \n Places work priorities over personal priorities\n \n Adapts his workload and priorities to meet workplace demands\n \n Breaks projects into logical pieces to make sure that top priorities are handled first\n \n Is able to set priorities when under great pressure\n \n Tackles high-value projects first\n \n Targets efforts on tasks with the largest payoff\n \n Uses multi-tasking to handle low-priority items\n \n\nFully competent: Meets expectations\n\n Understands priorities and how to establish them\n \n Discusses priorities when there is confusion\n \n Is unafraid to ask questions about priorities\n \n Shifts priorities as needed\n \n Clarifies and then correctly handles competing priorities\n \n Is very cognizant of priorities and adjusts focus as necessary\n \n Reviews priorities before starting tasks\n \n\nMarginal: Occasionally fails to meet expectations\n\n Confuses priorities with preferences\n \n Starts working before prioritizing\n \n Uses inappropriate criteria in determining what to do first\n \n Leaves major projects until the end\n \n Argues over priorities\n \n Decides on priorities and rigidly sticks to them, even when situations call for flexibility\n \n Sees unessential matters as essential and vice versa\n \n Lacks insight into her own ability to handle priorities\n \n Is easily sidetracked by low-value tasks\n \n\nUnsatisfactory: Consistently fails to meet expectations\n\n Ignores priorities of assigned projects\n \n Treats all assignments as having essentially the same priorities\n \n Places no priority on setting priorities\n \n Randomly prioritizes assignments\n \n Works on lowest priorities first\n \n Sees only the small picture\n \n Spends too much time on low-level priorities and too little time on major priorities\n \n Wallows in trivial matters\n \n","item_vector":null},"titleHighlight":null,"descriptionHighlights":null,"headers":null,"categoryList":["business-careers-money","business","human-resources"],"title":"Employee Appraisal Phrases: Performance Levels and Setting Priorities","slug":"employee-appraisal-phrases-performance-levels-and-setting-priorities","articleId":190296},{"objectType":"article","id":190325,"data":{"title":"Employee Appraisal Phrases: Growth and Development","slug":"employee-appraisal-phrases-growth-and-development","update_time":"2016-03-26T21:00:12+00:00","object_type":"article","image":null,"breadcrumbs":[{"name":"Business, Careers, & Money","slug":"business-careers-money","categoryId":34224},{"name":"Business","slug":"business","categoryId":34225},{"name":"Human Resources","slug":"human-resources","categoryId":34241}],"description":"One of the major objectives of performance appraisals is to provide employees with targeted feedback and guidance to help them learn, grow, and develop. 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