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1. Performance appraisal example
In this file, you can ref useful information about performance appraisal example such as
performance appraisal example methods, performance appraisal example tips, performance
appraisal example forms, performance appraisal example phrases … If you need more assistant
for performance appraisal example, please leave your comment at the end of file.
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I. Contents of getting performance appraisal example
==================
Some management mavens have questioned the utility of performance appraisals, calling for
their abolition. But if done correctly, appraisals can stimulate productivity, shape culture, reward
excellent performance, provide notice to employees who need improvement or development, and
establish baselines for employment decisions.
Nonetheless, appraisals can achieve their intended purposes only if done properly. It is better to
have no appraisals than sloppy ones. Allow me to present 12 common mistakes made in the
appraisal process, along with recommendations for how to avoid or at least minimize them.
1. Late Evaluation
Few managers jump with glee at appraisal time. When they triage workplace demands, many
times appraisals end up at the bottom. As a result, late appraisals are often the norm and not the
exception.
From an employee relations perspective, the message is clear. You may say in your handbook
that you consider employees your most valuable asset, but they now know why you include so
many disclaimers, too—because it's not true.
Late appraisals also may lessen a manager's credibility in the eyes of subordinates. If the
manager writes up the subordinate for missing a deadline, expect the subordinate to remind his
manager that he is only following her example.

2. We can minimize late evaluations only if we hold managers accountable for their lateness. Set
strict deadlines. Evaluate managers on their timeliness.
2. Over-evaluation
Often an employee with substandard performance is evaluated as meeting expectations or even
better, and the average employee receives an above-average evaluation. Unfortunately, over-
evalution does a number of disservices. It provides a false sense of security to the employee and
devalues excellent performance by others. And it serves as possible evidence of bias (pretext) for
legal action if subsequent to the over-evaluation, the employee is criticized or penalized for real
problems with her performance. (The apparent inconsistency may give the employee a basis for
claiming unlawful treatment.)
To combat over-evaluation, we should train our evaluators to begin the evaluation of each
criterion with "meets expectations" and then go up or down. Starting visually at the top makes it
harder psychologically to go down as far as you may need to go.
Consider a comparator question: How does the employee's performance compare with his or her
peers? Provide three options: stronger, essentially the same, or weaker. A relative few can be
stronger and a relative few can be weaker. This form of forced ranking helps make distinctions at
the extremes where most employment decisions (promotions and discharges) are made.
3. Timing Issues
An annual evaluation should reflect only the year evaluated. But sometimes employers bring up
baggage from the past.
Managers should raise prior deficiencies only to the extent they remain, in which event they
really are current deficiencies. Conversely, if a deficiency was noted in the prior year and the
employee has corrected it, that can and should be noted.
Another timing mistake is focusing heavily on performance in the last few months. That process
allows employees to game the system by working at their full potential only in the last quarter.
While managers should focus on the full 12 months, they should note any differences in
performance at different periods of time. For example, if the employee's performance rated as
stronger or weaker in the last quarter, the manager can and should note it with the
recommendation that flows from it.

3. 4. Inconsistency
Apparent inconsistency robs an appraisal process of its legitimacy. It may also serve as fodder
for discrimination claims.
Generally speaking, employers must consider three types of inconsistency relative to evaluations.
The first is inconsistency between comments and scores on an employee's evaluation. To
minimize this risk, consider instructing evaluators to complete the qualitative comments first and
then determine what quantitative score goes with it. This will help combat over-evaluation, too.
The second is apparent inconsistency between last year's and this year's appraisal. Where
material changes downward have occurred, there should have been some interim notice. The
decline should not come as a surprise to the employee. Consider midyear reviews for those who
aren't on track to achieve the same review as last year (or who are not making the required
improvement last year's appraisal called for).
The third potential inconsistency is apparent unfair or inconsistent application of standards to
different employees. "Yes, my communication was subpar but so was hers!" You can minimize
this risk in a number of ways. For example, for any negative score given to an employee on a
particular criterion, the evaluating manager should ask herself whether anyone else she manages
has similar deficiencies. The evaluating manager should review each subordinate, one at a time.
Yes, this takes time, but much less than a deposition. And consider evaluating all employees by
one criterion at a time as opposed to evaluating each employee one at a time. In other words,
evaluate all employees on quality of work first, quantity of work second, etc. This will help to
ensure consistency as you make comparisons and combat over-evaluation, too.
5. "Like Me" Bias
A number of years ago, the U.S. Equal Employment Opportunity Commission (EEOC) created a
"Like Me" task force. Its general conclusion—there was a human tendency to favor employees
who are like the managers making the employment assessment.
"Like me" bias plays out in the hiring process when interviewers unconsciously hire their mirror
image. "Like me" bias also plays out in the evaluation process where managers sometimes
evaluate more favorably those who ape them in how they get the job done.
We should demand certain givens of our subordinates—quality, timeliness, and ethics, to name
just three. In these areas, we can and should expect likeness from our subordinates.

4. "Like me" bias turns into a problem when we focus too much on style or process and not enough
on outcome achieved. We need to embrace diversity in work, thought, and communication
styles.
For a manager, the question is not whether the employee performed the task as she or he would
have done, but rather whether the employee achieved the desired results in a reasonable way.
6. Stereotyping
Related to "like me" bias, stereotyping can rear its ugly head in the context of appraisals. It can
qualify as a form of unlawful discrimination.
As a result of heightened awareness, blatant stereotyping has decreased. But sometimes
evaluators embed stereotyping in the subtext of comments.
For example, all too often managers apply "lack of commitment" to describe someone—usually
a woman—who gets the job done but with less face time because the individual has primary
child- or elder-care responsibilities. So long as the product or service meets your expectations in
terms of quality, timeliness, etc., it should not matter whether the employee completes it between
5 p.m. and 7 p.m. in your office or between 10 p.m. and midnight after the kids fall asleep.
7. Using Labels Rather Than Behaviors
Including labels without examples provides little guidance to the employee about where he needs
to improve. Claiming an employee has a bad attitude does not say much. Saying the employee
does not accept responsibility for his errors, slams doors, and walks out of meetings abruptly
says it all.
8. Using Absolutes
Be careful of the halo or horn effects, whereby the manager deems someone all good or all bad.
Extreme comments that support either the halo or the horn are easily subject to attack; the
employee need only point to one example to the contrary. That doesn't necessarily prove
discrimination, but it may damage your credibility. No one is either perfect or completely
without virtue, and our comments should reflect balance, not extremes. Remember, the absolutes
("always" and "never") are absolutely assailable and never defensible.
9. Impugning intent

5. Stay away from impugning an employee's intent. "You didn't try." "You don't care." "You
weren't applying yourself." Intent is largely irrelevant; you cannot prove it. And the worker may
take it as a personal attack. Employees who feel attacked attack back. Focus on the employee's
results, not his intent.
10. Referencing Protected Absences
Be careful about referencing protected leaves (for example, family or medical leave under the
Family & Medical Leave Act) on the evaluation. A problematic comment: "Upon returning from
FMLA, the employee was absent six days in 12 weeks without providing adequate notice." Was
the problem the lack of notice or that the lack of notice followed the employee's exercise of her
right to take protected leave? An appropriate comment: "Your absenteeism is excessive. Of
course, we are not counting the four weeks when you were off in July covered by FMLA. Rather,
we are considering only the following absences …"
11. One-Sided Dialogue
Never make the evaluation a hit-and-run. It should take the form of a dialogue between the
supervisor and subordinate, not an isolated event but rather a part of performance/career
management more generally.
Ask employees for input on the feedback you give them. Where any employee does not agree,
listen to his explanation. If the employee is right, change the evaluation. If the employee's
perspective does not hold water, let him know just that—while you respect his perspective, you
disagree with it and expect him to do things as you have instructed. He doesn't need to agree. He
just needs to comply.
12. Absence of Goals
Set goals for the future. Keep in mind the acronym SMART: specific, measurable, attainable,
realistic, and timely.
And stay focused on the employee's workplace performance or behavior. We all turn into
amateur psychologists as we grow professionally. Avoid the temptation to play diagnostician
when evaluating the employee. Focusing on what you perceive as the physical or mental cause of
the deficiency diverts attention from the real issue, often is wrong, and may give rise to a
perceived ("regarded as") disability claim under the Americans with Disabilities Act.
==================

6. III. Performance appraisal methods
1.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
i. Employees are ranked according to their performance
levels.
ii. It is easier to rank the best and the worst employee.
Limitations of Ranking Method
i. The “whole man” is compared with another “whole man”
in this method. In practice, it is very difficult to compare
individuals possessing various individual traits.
ii. This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
iii. When a large number of employees are working, ranking
of individuals become a difficult issue.
iv. There is no systematic procedure for ranking individuals
in the organization. The ranking system does not eliminate
the possibility of snap judgements.
2. Rating Scale
Rating scales consists of several numerical scales
representing job related performance criterions such as
dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are
derived. Advantages – Adaptability, easy to use, low cost,
every type of job can be evaluated, large number of
employees covered, no formal training required.
Disadvantages – Rater’s biases

7. 3. Checklist method
Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages – economy, ease of administration, limited
training required, standardization. Disadvantages – Raters
biases, use of improper weighs by HR, does not allow
rater to give relative ratings
4. Critical Incidents Method
The approach is focused on certain critical behaviors of
employee that makes all the difference in the
performance. Supervisors as and when they occur record
such incidents. Advantages – Evaluations are based on
actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases,
chances of subordinate improvement are high.
Disadvantages – Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback
may be too much and may appear to be punishment.
5. Essay Method

8. In this method the rater writes down the employee
description in detail within a number of broad categories
like, overall impression of performance, promoteability
of employee, existing capabilities and qualifications of
performing jobs, strengths and weaknesses and training
needs of the employee. Advantage – It is extremely
useful in filing information gaps about the employees
that often occur in a better-structured checklist.
Disadvantages – It its highly dependent upon the writing
skills of rater and most of them are not good writers.
They may get confused success depends on the memory
power of raters.
6. Behaviorally Anchored Rating Scales
statements of effective and ineffective behaviors
determine the points. They are said to be
behaviorally anchored. The rater is supposed to
say, which behavior describes the employee
performance. Advantages – helps overcome rating
errors. Disadvantages – Suffers from distortions
inherent in most rating techniques.
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