performance appraisal models

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I. Contents of getting performance appraisal models

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As managers, we sometimes get caught up in the formality of our performance management
process. We focus on the questions in the forms, the ratings, the meetings, the approvals. We
forget that performance management is really just about good employee management.
If you peel back all the trappings, you realize that performance management is really about
communicating expectations, giving clear direction and context for work, and supporting
employee development. Ideally, these are things a manager should be doing every day, not just at
performance appraisal time. They are the basics of good employee management, and the
performance management process should really just be a way to periodically formalize and
document these activities.
Communicating Expectations
To succeed, our employees need to know what we expect of them. This should also include how
we expect them to do it. Assessing performance of competencies as part of your performance
appraisal process is one way to do this.
You should also have an ongoing discussion with each employee about the competencies that are
important to the company and those that are important to their specific role. You should talk
about how each competency applies to the employees role and talk about when, where, and how
they can practice the specific behaviors. Instead of leaving it to annual performance appraisal
time, weave discussions about competencies into your day to day dialogue about performance.
Coach your employees to further develop key competencies. Where warranted, assign employees
development activities to help cultivate specific competencies. And dont forget the importance
of modeling. Lead by example.
Giving Clear Direction and Context for Work
Performance management processes typically focus on the evaluation of performance on past

goals, and the establishment of new goals. As a manager, you should also clearly link each of
your employees goals to the organizations high level goals. This helps them understand how
their daily work contributes to the organizations success, and gives them a sense of their value
and importance.
But a once a year set and forget approach rarely works to direct employees and encourage high
performance. As a manager, you should check in with employees on a regular basis to see how
theyre progressing.
Make sure their goals are still relevant and adjust them if necessary.
Discuss challenges and offer help.
Review priorities.
Answer questions.
Explain how their work is contributing to larger organizational initiatives or priorities and
update them on organizational progress.
This regular dialogue communicates the importance and value of goals to your employees. It also
communicates your commitment to your employees and to their success.
Support Employee Development
As you work with your employees and dialogue about competencies and goals, stay alert to
teachable moments and learning opportunities. Your ultimate goal should be to help your
employees improve and succeed.
While your annual performance appraisal meeting is a great time to discuss learning needs and
put formal development plans in place, you should really keep the focus on learning all year
long.
Look for opportunities to coach your employees or teach them more about the larger
organization, its mission, purpose, challenges, industry, etc. Model the skills or behaviors they
need to further develop and give them tangible in the moment feedback on their
performance. Offer a variety of learning opportunities, including books, articles,
seminars/webinars, job shadowing, workplace buddying, post-mortems, etc. Make it okay to
make mistakes as long as theyre leveraged as learning opportunities. And coach, coach, coach
Leverage the Power of Performance Management by Making it a Year-Round Activity
Performance management shouldnt be a once a year formality. The activities it encompasses
really form the foundation of good employee management, and should therefore be year-round
activities. By communicating expectations, giving clear direction and context, and supporting
development, you foster strong performance and ultimately organizational success.
==================

III. Performance appraisal methods

1. Essay Method

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.

2. 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.

3. 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 Raters biases

4. 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

5.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
Employees are ranked according to their
performance levels.
It is easier to rank the best and the worst
employee.
Limitations of Ranking Method
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.
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.
When a large number of employees are working,
ranking of individuals become a difficult issue.
There is no systematic procedure for ranking
individuals in the organization. The ranking system does
not eliminate the possibility of snap judgements.

6. 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.

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