Performance review examples by role and rating.

Maria answered an average of 46 conversations a day against a target of 40, and her customer satisfaction score held at 4.8 out of 5 all year. In March she noticed the same delivery complaint coming up from one region and raised it with operations, which led to a carrier change. She also wrote the refund macros the whole team now uses.

Sam met the response time target in 11 of 12 months and kept a steady satisfaction score of 4.4 out of 5. His notes in the help desk are complete, so handoffs to the second shift are smooth. Next year, I would like him to take the lead on one of the help articles our customers ask about most.

Jordan's first replies are friendly and accurate, but 18 percent of tickets this quarter were left open past the two day follow up window, against a team average of 6 percent. We will review open tickets together every Monday for the next eight weeks, with the goal of getting that number under 8 percent.

Priya closed 118 percent of her annual quota and brought in our two largest new accounts of the year. Her pipeline notes are the most complete on the team, which made forecasting her territory reliable. She also ran three ride along calls with new hires in the fall without being asked.

Daniel finished the year at 96 percent of quota, with a strong second half after a slow first quarter. Customers describe him as responsive and easy to work with. To move to the next level, he should build more pipeline early in each quarter so his results depend less on the final month.

Alex reached 61 percent of quota this year, and fewer than half of his first meetings moved to a proposal, compared with a team rate of about two thirds. His product knowledge is good. Over the next quarter he will work weekly with his manager on discovery calls, with a target of 75 percent of quota by the end of Q2.

Wei led the billing migration from planning to launch, delivering two weeks early with no customer facing incidents. Her design document became the template the team now uses for large changes. She reviewed more pull requests than anyone else on the team, and her reviews are thorough and kind.

Tom delivered his planned work each sprint and his code rarely needs rework after review. He was a steady member of the on call rotation and resolved the incidents he owned within our target times. This year I would like him to own a small project end to end, including the plan.

Chris writes clean code, but three of his last five tasks shipped more than a week late without the delay being raised in advance. We agreed that he will flag any task at risk in standup as soon as he sees it, and break work over three days into smaller pieces. We will review progress at our biweekly one to ones.

Lena brought the office budget in 7 percent under plan while handling our move to the second floor without a single lost workday. She rebuilt the onboarding checklist, and every new hire this year had a desk, laptop and accounts ready on day one. Vendors and staff both go to her first.

Marcus kept the office running reliably all year: supplies, vendors and the front desk were handled without gaps. Payroll inputs reached the bookkeeper on time every pay period. Next year, I would like him to take ownership of the vendor renewals calendar so we compare quotes before contracts roll over.

Payroll inputs were late to the bookkeeper in four pay periods this year, which delayed two paychecks. Dana handles visitors and vendors well. We have agreed on a written checklist with a Tuesday noon cutoff for inputs, and I will check in on it every pay period through the end of March.

Luis averaged 132 picks an hour against a standard of 110, with an accuracy rate above 99.8 percent. He trained four new associates on the scanner workflow this year and was the first to volunteer for the holiday shifts. He reported two safety hazards that we fixed the same week.

Aisha consistently met the pick rate standard and her accuracy is above the team average. She follows the safety procedures and keeps her zone clean and organized. She has said she would like to learn receiving, and we will cross train her in the first quarter.

Kevin's pick rate is at standard, but his accuracy was 97.1 percent this quarter against a 99.5 percent target, which led to 14 customer returns. We will pair him with a lead for scanner checks for two weeks, then review his accuracy weekly for the following month.

Grace grew her team from four to seven people this year and all three new hires passed their 90 day reviews. She held one to ones with every report every two weeks and her team hit its service targets in each quarter. Two of her people were promoted, and she wrote clear, specific reviews for all seven.

Omar's team met its goals for the year, and he handled two difficult staffing gaps calmly. He holds regular one to ones and his reviews were on time. His next step is delegation: he still handles many escalations himself, and I would like him to coach a senior team member to take more of them.

Two of Ben's five reports told HR they had not had a one to one in over two months, and his team missed its quarterly goals twice. He is strong on the technical side of the work. We agreed he will hold a 30 minute one to one with each report every two weeks, and we will review his team's goals together monthly.