Manager Appraisal Comments and Examples

Name the expected standard, the behaviour or result you observed and its effect. Then explain what should continue or change. Avoid turning one incident into a judgement about the employee’s character.

These fictional examples illustrate structure. Use your own evidence from across the review period and give the employee an opportunity to explain their perspective.

Example: “During the quarterly reporting cycle, Sam submitted each draft by the agreed date and resolved the checks before publication. This gave the team time to review the figures without delaying the release. Continue using the preparation checklist next quarter.”

This is more useful than “Sam is excellent”: it identifies a repeatable practice and explains why it matters.

Example: “Priya helped the new team members understand the stock process by demonstrating the first reconciliation and reviewing their questions. Both could complete routine checks independently by the second week. Keep sharing that approach when the next starter joins.”

Credit the contribution without assuming the employee must always absorb additional work. Discuss the time and support needed if coaching becomes a regular responsibility.

Example: “In two project handovers, the next owner was not confirmed, so the tasks were picked up late. For the next month, record an owner and due date for each handover and confirm them with the receiving colleague. I will review the first two handovers with you.”

The comment describes the gap and manager support. Replace “poor communicator” with the specific communication behaviour that needs to change.

Example: “The team delivered the first release on time, but the documentation objective was only partly completed. The scope expanded in May and we did not reset the deadline. We will agree a smaller documentation milestone and protected time to finish it.”

Include changes in expectations or resources. Do not assess someone against a target that changed without acknowledging that change.

Ask whether the evidence supports the wording, whether the standard was clear and whether you would use the same language for another employee in the same situation. Avoid “always” and “never” unless the evidence genuinely supports them.

Keep formal employment decisions within your organisation’s established processes. These examples help write a review; they do not replace those processes.