Performance Review Template and Examples for Any Job
Reviewed Sep 29, 2026 O*NET® 31.0 job tasks and skills (U.S. Department of Labor) and InterObservers rating phrases How we verify
Not a substitute for the advice of an attorney. General information, not legal advice. Terms of use
A performance review is a written check of an employee's work against agreed goals for a set period; this free template builds one for any job from its O*NET tasks and skills.
Tasks and skills: O*NET 31.0 Database (August 2026), latest release as checked Sep 29, 2026, 923 occupations, 910 with rated core tasks, from the U.S. Department of Labor. Each job shows up to 10 core tasks, up to 8 skills and up to 8 work activities, the top items by O*NET importance rating, not every item.
Build the performance review
This page includes information from the O*NET 31.0 Database by the U.S. Department of Labor, Employment and Training Administration (USDOL/ETA). Used under the CC BY 4.0 license. O*NET® is a trademark of USDOL/ETA. InterObservers has modified all or some of this information. USDOL/ETA has not approved, endorsed, or tested these modifications. O*NET database license · CC BY 4.0 license text · What InterObservers changed
Your performance review is ready
Open the file, fill anything still in [brackets], and go through it with the employee. Keep a signed copy with your other employment documents.
If the review found a gap that needs a plan:
What is a performance review?
A performance review is a written check of how an employee's work measured up to what was expected over a set period, such as a year, six months or the first months in a new job. It usually ends with an overall rating, comments on strengths and areas to improve, and goals for the next period.
A useful review looks back and forward in the same document: what the employee did against the duties of the job, and what they will work on next. It should hold no surprises, because it sums up feedback the employee has already heard during the period.
The six parts of a performance review
Use the same six parts for everyone in the same job, so ratings can be compared fairly. The template above follows this layout.
- Overall rating and summary. The level for the whole period and two or three sentences on the main results. Write the summary last, after the rest of the review. For wording ideas, see these performance review summary examples.
- Ratings on the tasks and skills of the job. Each duty or skill that matters for the job, its rating and one comment. Rate only what you observed. Leave the rest out rather than guess.
- Strengths. What the employee did well and what it changed for the team or customers. Name the behavior and its effect, not a personality trait.
- Areas to improve. One or two gaps, each with a concrete next step. Point to examples the employee has already heard about.
- Goals for the next period. Measurable goals with a date and the support you will give. Agree on the goals together at the end of the meeting.
- Employee comments and signatures. Space for the employee's own view and both signatures. In this template, a signature confirms the review was discussed, not that the employee agrees.
The full performance review template
This is the whole review as it downloads, with the fields in [brackets]. In the generator, the rated tasks and skills appear under their heading, one line each with the rating and the comment.
Performance review
Overall rating
[Overall rating level]
[Summary of the period]
Ratings on the tasks and skills of the job
- [Task or skill of the job]. Rating: [Rating level]. [Comment]
Other results in this period: [Other results in this period]
Strengths
[Strengths]
Areas to improve
[Areas to improve]
Goals for the next period
[Goals for the next period]
Employee comments
The employee may add comments here or on a separate page.
________________________________________________
________________________________________________
________________________________________________
Signatures
Signing confirms that the review was discussed, not that the employee agrees with it.
______________________ Date: __________
[Employee name], employee
______________________ Date: __________
[Reviewer name], reviewer
Rating levels and phrases: InterObservers wording, not from the O*NET database.
This document includes information from the O*NET 31.0 Database by the U.S. Department of Labor, Employment and Training Administration (USDOL/ETA). Used under the CC BY 4.0 license. O*NET® is a trademark of USDOL/ETA. InterObservers has modified all or some of this information. USDOL/ETA has not approved, endorsed, or tested these modifications.
The five rating levels
The generator uses five levels. The labels, definitions and phrases are InterObservers wording, not from the O*NET database. Use the definitions the same way for everyone.
| Level | What it means | Example phrase (InterObservers wording) |
|---|---|---|
| Exceeds expectations | Work on this item is consistently well beyond what the role requires and raises the standard for others. | Performs this task to a standard well beyond what the role requires, and others use the work as a reference. |
| Above expectations | Work on this item fully meets what the role requires and often goes beyond it. | Performs this task well and often goes beyond what the role requires in quality or timeliness. |
| Meets expectations | Work on this item is solid and reliable, and fully meets what the role requires. | Performs this task correctly and on time, to the standard the role requires. |
| Needs improvement | Work on this item meets some requirements of the role, and a specific change is needed. | Performs this task correctly in some cases, but other results need correction; needs to follow the expected procedure each time. |
| Below expectations | Work on this item does not yet meet the requirements of the role, and a clear change is needed. | Performs this task below the required standard in most cases, and results need regular correction; needs to reach the expected standard with support. |
Performance review phrases by skill
Phrases for common skills, taken from the phrase library the generator uses. The skill names are O*NET skills; the phrases are InterObservers wording. For more, see these communication phrases for performance reviews.
| Skill (O*NET skill name) | Above expectations | Needs improvement |
|---|---|---|
| Communication: Speaking | Speaks clearly and in an organized way, and regularly adjusts the level of detail for the listener. | Gives spoken updates that lack key information at times; needs to organize main points before speaking. |
| Communication: Writing | Produces written work that is clear and accurate, and regularly tailors it well to the reader's needs. | Produces written work that is unclear or incomplete at times; needs to review drafts for accuracy and audience before sending. |
| Communication: Active Listening | Stays focused in discussions and often asks follow-up questions that sharpen the team's understanding. | Interrupts or answers before a point is complete at times; needs to let speakers finish and confirm understanding. |
| Teamwork: Coordination | Coordinates well with colleagues and regularly adjusts plans when others' work changes. | Works without checking how others' tasks are progressing at times; needs to coordinate handoffs in advance. |
| Time management: Time Management | Manages time well and regularly finishes work ahead of deadlines. | Misses deadlines at times; needs to plan tasks and check progress against deadlines. |
| Problem solving: Complex Problem Solving | Handles complicated issues well and regularly weighs alternatives before committing to a fix. | Puts fixes in place before checking all the facts at times; needs to compare possible fixes first. |
| Problem solving: Critical Thinking | Compares alternative solutions carefully and regularly explains the reasoning behind the choice. | Accepts the first available solution at times without weighing alternatives; needs to compare options before deciding. |
| Customer focus: Service Orientation | Helps people readily and regularly offers assistance beyond what was asked. | Waits to be asked before helping at times; needs to watch for chances to assist customers or colleagues. |
Weak vs strong performance review comments
A strong comment names what the employee did, what it changed and one next step. These examples are written by InterObservers to show the difference; they describe no real person, so replace the details with your own evidence.
Communication
Weak: Communicates well.
Strong: Sends a written summary after each client call, so the rest of the team can act on it the same day. Next step: post the summary in the team channel instead of by private message.
Teamwork
Weak: Great team player.
Strong: Paired with the new hires in their first month and answered their questions before they got stuck. Next step: turn those notes into a short checklist for the next new hire.
Time management
Weak: Struggles with deadlines.
Strong: Several reports this period arrived after the agreed date, which delayed the month-end close. Next period: share a first version before each deadline so problems show up early.
Problem solving
Weak: Good problem solver.
Strong: Traced the repeated billing errors to a setup step, fixed the step and wrote it into the procedure, and the errors stopped. Next step: bring similar fixes to the team meeting.
Customer focus
Weak: Customers like working with this employee.
Strong: Follows up on open customer issues until they are closed and writes clear notes on each case. Next step: pass recurring complaints to the product team every month.
Ownership
Weak: Needs to take more initiative.
Strong: Delivers assigned work reliably but waited for direction on unclear requests this period. Next period: take on one problem nobody owns yet and bring a proposed plan, not only a question.
For praise that is just as specific, see these positive feedback examples for employees.
Performance review examples by job
Each example uses real O*NET items of a well-known job, ordered by O*NET importance rating, with a rating and one of our phrases for that rating. The ratings are invented to show the format; they say nothing about people who do these jobs. Names and dates stay in [brackets]. Rating levels and phrases: InterObservers wording, not from the O*NET database.
Customer Service Representatives: annual review example
Customer Service Representatives (O*NET-SOC 43-4051.00): the first three core tasks, the top two skills and the top work activity, ordered by O*NET importance rating (the job has 7 core tasks in this template). Overall rating in this example: above expectations.
Performance review
Overall rating
Above expectations: Performance across the rated tasks and skills fully meets what the role requires and often goes beyond it.
Handled customer questions and complaints reliably over the year, with careful account records and follow-up on open issues.
Ratings on the tasks and skills of the job
Core tasks
- Confer with customers by telephone or in person to provide information about products or services, take or enter orders, cancel accounts, or obtain details of complaints. Rating: Above expectations. Performs this task well and often goes beyond what the role requires in quality or timeliness.
- Keep records of customer interactions or transactions, recording details of inquiries, complaints, or comments, as well as actions taken. Rating: Meets expectations. Performs this task correctly and on time, to the standard the role requires.
- Check to ensure that appropriate changes were made to resolve customers' problems. Rating: Exceeds expectations. Performs this task to a standard well beyond what the role requires, and others use the work as a reference.
Skills
- Active Listening. Rating: Meets expectations. Lets speakers finish, confirms key points back, and acts on spoken requests accurately without needing them repeated.
- Service Orientation. Rating: Above expectations. Helps people readily and regularly offers assistance beyond what was asked.
Work activities
- Communicating with Supervisors, Peers, or Subordinates. Rating: Meets expectations. Passes on updates to managers and teammates accurately and on time, in person or in writing.
Strengths
Resolves complaints fully: checks that the fix was made before closing the case, so the same customer rarely calls back about it.
Areas to improve
Account notes are sometimes short. Next period: record the action taken on every inquiry before moving to the next call.
Goals for the next period
- Identify one area rated above expectations that could become a strength others rely on, and agree on how to build it.
- Agree on a development activity for the next review period, such as a course, project, or new responsibility.
Employee comments
The employee may add comments here or on a separate page.
________________________________________________
________________________________________________
________________________________________________
Signatures
Signing confirms that the review was discussed, not that the employee agrees with it.
______________________ Date: __________
[Employee name], employee
______________________ Date: __________
[Reviewer name], reviewer
O*NET importance of the rated items, in order, on the O*NET scale of 1 to 5: 4.67, 4.53, 4.39, 4.00, 4.00 and 4.59.
Registered Nurses: 90-day review example
Registered Nurses (O*NET-SOC 29-1141.00): the first three core tasks, the top two skills and the top work activity, ordered by O*NET importance rating (the job has 10 core tasks in this template). Overall rating in this example: meets expectations.
Performance review
Overall rating
Meets expectations: Performance across the rated tasks and skills is solid and reliable, and fully meets what the role requires.
Settled into the unit's routines in the first months and met the expectations for patient care and documentation.
Ratings on the tasks and skills of the job
Core tasks
- Record patients' medical information and vital signs. Rating: Meets expectations. Performs this task correctly and on time, to the standard the role requires.
- Administer medications to patients and monitor patients for reactions or side effects. Rating: Meets expectations. Performs this task correctly and on time, to the standard the role requires.
- Maintain accurate, detailed reports and records. Rating: Above expectations. Performs this task well and often goes beyond what the role requires in quality or timeliness.
Skills
- Social Perceptiveness. Rating: Meets expectations. Notices how colleagues and customers respond to requests and reliably adjusts the approach to keep work moving.
- Active Listening. Rating: Meets expectations. Lets speakers finish, confirms key points back, and acts on spoken requests accurately without needing them repeated.
Work activities
- Assisting and Caring for Others. Rating: Above expectations. Gives help promptly and regularly notices what a person will need next before being asked.
Strengths
Keeps accurate, detailed charts and asks for help early when a patient's condition changes.
Areas to improve
Still learning the unit's medication system. Next period: complete the remaining system training with the charge nurse.
Goals for the next period
- Agree on one skill or task to develop further in the next review period and how progress will be discussed.
- Keep regular check-ins to confirm priorities and discuss any support or resources needed for the work.
Employee comments
The employee may add comments here or on a separate page.
________________________________________________
________________________________________________
________________________________________________
Signatures
Signing confirms that the review was discussed, not that the employee agrees with it.
______________________ Date: __________
[Employee name], employee
______________________ Date: __________
[Reviewer name], reviewer
O*NET importance of the rated items, in order, on the O*NET scale of 1 to 5: 4.74, 4.70, 4.69, 4.12, 4.00 and 4.94.
Retail Salespersons: mid-year review example
Retail Salespersons (O*NET-SOC 41-2031.00): the first three core tasks, the top two skills and the top work activity, ordered by O*NET importance rating (the job has 10 core tasks in this template). Overall rating in this example: needs improvement.
Performance review
Overall rating
Needs improvement: Performance meets some requirements of the role; specific areas need improvement, and the next step is agreeing on the changes needed.
Greets and helps customers well, but the register and stock tasks need more accuracy before the end of the year.
Ratings on the tasks and skills of the job
Core tasks
- Greet customers and ascertain what each customer wants or needs. Rating: Meets expectations. Performs this task correctly and on time, to the standard the role requires.
- Recommend, select, and help locate or obtain merchandise based on customer needs and desires. Rating: Needs improvement. Performs this task correctly in some cases, but other results need correction; needs to follow the expected procedure each time.
- Compute sales prices, total purchases, and receive and process cash or credit payment. Rating: Meets expectations. Performs this task correctly and on time, to the standard the role requires.
Skills
- Persuasion. Rating: Meets expectations. Presents sound, relevant reasons for proposed changes and reliably gains agreement on routine matters.
- Service Orientation. Rating: Needs improvement. Waits to be asked before helping at times; needs to watch for chances to assist customers or colleagues.
Work activities
- Performing for or Working Directly with the Public. Rating: Meets expectations. Greets and assists visitors correctly and promptly, and routine requests are handled without escalation.
Strengths
Greets customers quickly and finds out what they need before suggesting products.
Areas to improve
Register counts and stock checks had errors this half. Next period: follow the closing checklist and ask for a recount when a total is off.
Goals for the next period
- Set clear, specific goals for the items rated as needing improvement, written down and shared with the employee.
- Agree on two observable changes for the lowest-rated items and review them together at a check-in one month from now.
Employee comments
The employee may add comments here or on a separate page.
________________________________________________
________________________________________________
________________________________________________
Signatures
Signing confirms that the review was discussed, not that the employee agrees with it.
______________________ Date: __________
[Employee name], employee
______________________ Date: __________
[Reviewer name], reviewer
O*NET importance of the rated items, in order, on the O*NET scale of 1 to 5: 4.84, 4.68, 4.56, 3.88, 3.75 and 4.71.
A rating of needs improvement or below expectations usually calls for a written plan with clear goals, support and a review date. Build a performance improvement plan or read how to put an employee on a PIP.
Software Developers: annual review example
Software Developers (O*NET-SOC 15-1252.00): the first three core tasks, the top two skills and the top work activity, ordered by O*NET importance rating (the job has 10 core tasks in this template). Overall rating in this example: above expectations.
Performance review
Overall rating
Above expectations: Performance across the rated tasks and skills fully meets what the role requires and often goes beyond it.
Delivered the planned features with few defects and helped others on the team solve design problems.
Ratings on the tasks and skills of the job
Core tasks
- Analyze user needs and software requirements to determine feasibility of design within time and cost constraints. Rating: Exceeds expectations. Performs this task to a standard well beyond what the role requires, and others use the work as a reference.
- Develop or direct software system testing or validation procedures, programming, or documentation. Rating: Above expectations. Performs this task well and often goes beyond what the role requires in quality or timeliness.
- Confer with systems analysts, engineers, programmers and others to design systems and to obtain information on project limitations and capabilities, performance requirements and interfaces. Rating: Above expectations. Performs this task well and often goes beyond what the role requires in quality or timeliness.
Skills
- Programming. Rating: Exceeds expectations. Writes clean, reliable programs that are easy to maintain, and often improves the team's code and practices.
- Critical Thinking. Rating: Above expectations. Compares alternative solutions carefully and regularly explains the reasoning behind the choice.
Work activities
- Working with Computers. Rating: Above expectations. Works efficiently in the required software and regularly finds shortcuts that save the team time.
Strengths
Turns unclear requests into clear designs and reviews other developers' code with useful comments.
Areas to improve
Documentation lags behind the code. Next period: update the design notes for each feature before it is released.
Goals for the next period
- Identify one area rated above expectations that could become a strength others rely on, and agree on how to build it.
- Agree on a development activity for the next review period, such as a course, project, or new responsibility.
Employee comments
The employee may add comments here or on a separate page.
________________________________________________
________________________________________________
________________________________________________
Signatures
Signing confirms that the review was discussed, not that the employee agrees with it.
______________________ Date: __________
[Employee name], employee
______________________ Date: __________
[Reviewer name], reviewer
O*NET importance of the rated items, in order, on the O*NET scale of 1 to 5: 4.08, 3.90, 3.75, 4.00, 3.88 and 4.61.
Office Clerks, General: end of probation review example
Office Clerks, General (O*NET-SOC 43-9061.00): the first three core tasks, the top two skills and the top work activity, ordered by O*NET importance rating (the job has 10 core tasks in this template). Overall rating in this example: meets expectations.
Performance review
Overall rating
Meets expectations: Performance across the rated tasks and skills is solid and reliable, and fully meets what the role requires.
Completed the probation period with accurate filing and data entry and a steady pace on routine requests.
Ratings on the tasks and skills of the job
Core tasks
- Operate office machines, such as photocopiers and scanners, facsimile machines, voice mail systems, and personal computers. Rating: Meets expectations. Performs this task correctly and on time, to the standard the role requires.
- Answer telephones, direct calls, and take messages. Rating: Meets expectations. Performs this task correctly and on time, to the standard the role requires.
- Communicate with customers, employees, and other individuals to answer questions, disseminate or explain information, take orders, and address complaints. Rating: Meets expectations. Performs this task correctly and on time, to the standard the role requires.
Skills
- Reading Comprehension. Rating: Above expectations. Understands detailed written material well and regularly applies it correctly without needing further explanation.
- Active Listening. Rating: Meets expectations. Lets speakers finish, confirms key points back, and acts on spoken requests accurately without needing them repeated.
Work activities
- Working with Computers. Rating: Meets expectations. Enters and updates records in the required software accurately and on time, with few corrections needed.
Strengths
Files and enters data accurately and keeps a steady pace on routine requests.
Areas to improve
Asks for help late when a request is unclear. Next period: confirm unclear requests with the requester on the same day.
Goals for the next period
- Agree on one skill or task to develop further in the next review period and how progress will be discussed.
- Keep regular check-ins to confirm priorities and discuss any support or resources needed for the work.
Employee comments
The employee may add comments here or on a separate page.
________________________________________________
________________________________________________
________________________________________________
Signatures
Signing confirms that the review was discussed, not that the employee agrees with it.
______________________ Date: __________
[Employee name], employee
______________________ Date: __________
[Reviewer name], reviewer
O*NET importance of the rated items, in order, on the O*NET scale of 1 to 5: 4.56, 4.34, 4.28, 3.75, 3.75 and 4.25.
Where the tasks and skills come from
The tasks, skills and work activities are items of the O*NET 31.0 database (August 2026) as published, with their O*NET importance rating on a scale of 1 to 5. Core tasks are the tasks the O*NET data marks as core for the occupation, ranked by importance, then by O*NET task ID when the importance is the same. Skills combine the O*NET essential and transferable skills; skills and work activities are ranked by importance, then by the O*NET level rating, then by the O*NET content model order. Items that the O*NET data marks as not relevant for the occupation, or whose O*NET importance rating is flagged as low precision, are left out.
The template shows up to 10 core tasks per job: 762 of the 910 occupations with core tasks have at least that many in the O*NET data, and the rest show all of theirs. It shows up to 8 skills and up to 8 work activities, the top items, not every one the O*NET data rates. When items tie on importance, the order above decides, so add anything the job needs in the "Other results" field.
For 12 occupations, such as Legislators and Taxi Drivers, the O*NET data has task statements but no importance ratings, skills or work activities. For these jobs the template lists the first 10 task statements in the O*NET data order, not ranked, and says so. Each of these jobs has more task statements than that; the rest stay one click away under a button that gives their number, never dropped (for Legislators: “Show the other 20 task statements”). For 1 occupation with task ratings (Slaughterers and Meat Packers), the O*NET data has no core task; the template shows its skills and work activities and says so in the tool. For 1 occupation with task ratings (Calibration Technologists and Technicians), the O*NET data has no skill ratings; the template shows its tasks and work activities and says so in the tool.
The rating levels and phrases are InterObservers wording, not from the O*NET database. The data status is checked against the O*NET database page: O*NET 31.0 Database (August 2026), latest release as checked Sep 29, 2026. How the O*NET data is checked. The O*NET credit line is under the generator and in Sources.
How to hold the review conversation
The document is half of the review. The other half is the meeting where you go through it with the employee.
- Prepare the evidence. Before the meeting, gather examples for each rating: finished work, customer feedback, dates. A rating you can back with an example is easier to discuss.
- Open with the overall picture. Say the overall rating and the one or two points that matter most in the first minutes, so the employee is not waiting for the verdict.
- Ask for the employee's view first. Ask how they see the period before you go through the details. An employee may name the area to improve on their own, which can turn the talk into problem solving.
- Stay on the examples. When you disagree on a rating, go back to the examples in the review rather than to impressions. Change a rating if the employee shows you facts you missed.
- Agree on the goals and the follow-up. End by agreeing two or three goals for the next period and a date to check progress. Give the employee a copy and space to add comments.
If the review has to deal with a problem that keeps coming back, the Employer Desk has the next steps: how to write up an employee, a difficult conversation script and how to put an employee on a PIP.
Mistakes that ruin a performance review
Read the review again with these mistakes in mind before the meeting.
- Rating only the last few weeks. Keep short notes during the period, so the whole period counts and not only what happened just before the review.
- Labels instead of behavior. "Great attitude" says little. Describe what the employee did and what it changed.
- Surprises. If the employee first hears about a problem in the review, the feedback came too late. Raise problems when they happen.
- Rating the person instead of the work. Rate the tasks and skills of the job, not personality traits.
- No follow-up. Put a date on each goal and check it in your regular meetings, so the goals do not wait for the next review.
Questions people ask
What should I write in a performance review?
For each duty or skill you rate, write what the employee did and what it changed: a specific result or behavior, not a label such as "great team player". Add strengths, one or two areas to improve with a next step, and goals for the next period. The generator lists the job's O*NET tasks and skills so you rate the work the job is made of, and offers phrases for each level that you can edit.
What rating scale should a performance review use?
Any scale works if every level is defined and used the same way for everyone. This template uses five levels: exceeds expectations, above expectations, meets expectations, needs improvement and below expectations. Meets expectations means good, reliable work at the level of the job, not a weak grade.
What is a 90-day review?
A short review at the end of an employee's first months in the job, often at the end of a probation or introductory period set by the employer. It checks how the employee is doing on the core tasks of the job and what they need next. Choose "90-day review" or "End of probation review" in the first step of the generator.
Should the employee write a self evaluation first?
It helps. Ask the employee to rate the same tasks and skills before the meeting, then compare the two versions. Gaps between how you and the employee see the period show up early, and the meeting can focus on them. The employee can use this template for the self evaluation too.
How often should performance reviews happen?
Employers set their own schedule. A yearly review, a shorter mid-year review, a review at the end of a new hire's first months or probation, and regular check-ins between them can all work, as long as the employee hears feedback during the period and the formal review holds no surprises. The generator covers the annual review, the mid-year review, the 90-day review and the end of probation review.
How long should a performance review be?
Short enough to read together in the meeting: a short summary, one line with a rating and a comment for each task or skill you rate, one or two areas to improve and the goals for the next period. Leave out what you did not observe; the template drops every item left as "Not rated".
What if performance is below expectations?
Say so in the review with the examples behind the rating, and agree what has to change by when. When the gap is serious or keeps coming back, a written performance improvement plan sets the goals, the support and a review date: performance improvement plan template and how to put an employee on a PIP. In the generator, choosing needs improvement or below expectations as the overall rating shows these links.
Where do the tasks and skills in the template come from?
From the O*NET 31.0 database, the occupational database of the U.S. Department of Labor, used under the CC BY 4.0 license. For each job, the template shows up to 10 core tasks, up to 8 skills and up to 8 work activities, ranked by O*NET importance rating: the top items, not every item in the O*NET database. The rating levels and phrases are InterObservers wording.
Sources (5)
- O*NET 31.0 Database (O*NET Resource Center)
- O*NET Database license
- Creative Commons Attribution 4.0 International license
- O*NET 31.0 Data Dictionary
- BLS Occupational Employment and Wage Statistics
This page includes information from the O*NET 31.0 Database by the U.S. Department of Labor, Employment and Training Administration (USDOL/ETA). Used under the CC BY 4.0 license. O*NET® is a trademark of USDOL/ETA. InterObservers has modified all or some of this information. USDOL/ETA has not approved, endorsed, or tested these modifications. O*NET database license · CC BY 4.0 license text
General information, not legal advice. Not a substitute for the advice of an attorney. This page is for general information only and isn’t legal, financial or tax advice. For a question about a specific employee, talk to a qualified professional about your situation. Report an error