In this file, you can ref useful information about performance of appraisal such as performance of appraisal methods, performance of appraisal tips, performance of appraisal forms
1. Performance of appraisal
In this file, you can ref useful information about performance of appraisal such as performance
of appraisal methods, performance of appraisal tips, performance of appraisal forms,
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I. Contents of getting performance of appraisal
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One of the most important things you can do to ensure the success of your employee
performance appraisal is to actively prepare for it. Whether your company includes a self-
evaluation step in their process or not, you don't have to play a passive role where you are merely
the recipient of feedback and direction from your manager. By properly preparing for your
appraisal meeting with your manager, you can ensure your manager has a broader picture of your
performance and career goals, foster dialogue, and take charge of your career progression. Here
are some tips to help you prepare for your performance appraisal.
1. Gather foundational information
Get out and review your job description and the goals, competencies and development plans set
out for you at your last appraisal. Use these as the foundation for preparing details on your
accomplishments, strengths and areas for development.
Gather any regular reports you've created (e.g. weekly reports, monthly highlights, project status
reports). They'll help you recall performance highlights and milestones, as well as any
challenges.
It can also be helpful to review your last appraisal and look at the feedback and ratings you were
given then. It will help give you a sense of how you've grown and developed over the last period.
2. Review your performance journal notes
2. If you've kept a journal of your performance over the last performance cycle, get it out now and
review your notes. Notice any trends or recurring themes that reveal things like: particular
strengths, challenging people or situations, knowledge or skills you need to develop, projects or
work you really enjoyed, etc.
If you didn't keep a journal, start today. Keeping a record of your activities, accomplishments,
successes and challenges as they happen helps you capture details while they're fresh in your
mind. Having all this detail at hand will help both you and your manager get a broader, more
objective view of your performance over the entire period, and avoid being biased by recent
events. It will also make your preparation for your next performance appraisal faster and easier.
3. Prepare a list of your accomplishments
With all this information as background, you're ready to prepare a list of your accomplishments.
As you do, it's important to relate them to your goals and higher level organizational goals. Make
sure you capture the "how" not just "what" you accomplished, but keep it brief; don’t use this as
a diary or performance journal. Give your manager any contextual details they need to
understand your performance. Identify any challenges that limited your abilities to succeed, as
well as any support you received from others.
Don't get caught in the trap of focusing only on the last few months of performance. Look at
performance over the whole review period.
Think about your audience. What does your manager need to know? What do they already
know?
Gather any letters, emails, certificates of recognition, awards, etc. that document exemplary
performance since your last appraisal. Also gather any written communications that identify
challenges or problems with knowledge and performance.
Make note of any training or development activities you completed.
Think of this as an opportunity to let your light shine. It's OK to brag a little. Your manager may
not be aware of all the great things you've done, especially the many small things that can really
add up and make a difference.
You can use this information as background for your discussion with your manager during your
performance appraisal meeting, or even submit it to your manager before your review, to help
them in their preparation.
4. Do a self-evaluation
3. Even if your company doesn't formally do them, it's good idea to complete a self-evaluation.
Ideally, you should use the same performance appraisal form your manager will be using. Go
through each competency and goal listed, and rate your performance. Be honest in your ratings.
The goal of this exercise is not to campaign for good ratings, but rather to share your perception
of your performance with your manager before your appraisal meeting.
You can use the details from your list of accomplishments and journal notes to provide
summaries of your performance of goals. It can also be helpful to list or cite specific examples of
your work to backup your ratings.
Ideally, you should share your ratings with your manager before your meeting. It will help them
prepare for the meeting and flag any differences in perception to them in advance. But you can
always just bring your self-evaluation to your meeting and use it as reference.
5. Prepare a list of areas for development
In reviewing your job description, competencies, goals, performance journal notes, list of
accomplishments, etc, identify any areas where you felt you struggled, or where others may have
noted your performance lacked, and make note of these.
You should also identify any areas where you would like to expand your
skills/experience/expertise or share them with others as part of your career growth and
progression.
Be honest about your struggles, and when you meet with your manager, ask for coaching,
mentoring, training, or whatever support you need to develop, improve or be more successful.
No one is perfect. Everyone should be continually learning and developing.
You should also think about your career plans if you have any and be prepared to talk to your
manager about them. What skills/knowledge/experience do you need to develop to help you
achieve these goals?
If you can, do a bit of advance work, looking at courses and training activities available through
your company and the training vendors they use that might help you further develop the
particular skills you need and improve your performance. Research possible learning activities
and bring a list of possibilities to your performance review meeting. And remember to think
outside the box. Look at more than just training courses; you can include things like special
assignments, volunteer work, job shadowing, reading, etc. – anything that will help you learn and
develop the skills you need.
6. Draft goals for the coming period
4. Don’t wait for your manager to hand down your goals to you. Take a proactive approach and
draft some possible goals based on your job description, your department or the organization's
higher level goals, your skills/experience/abilities, etc. In drafting your goals, you might want to
look for opportunities to expand your duties, broaden your knowledge, or take on more
responsibility. You can review and refine these in your meeting with your manager.
7. Share your preparations with your manager
Ideally, you should share the materials you've prepared with your manager before your
performance appraisal meeting. This will help them prepare for your meeting more effectively
and encourage a more meaningful two-way dialogue between you. It can also help them prepare
for any differences in perception that might exist between the two of you, avoiding surprises at
review time.
8. Prepare an open mind
Often we come to our performance appraisal meeting with our manager feeling a bit defensive.
We're bracing ourselves to hear criticism, or we're jockeying for ratings/positioning that impact
our compensation and advancement in the company.
Unfortunately, when we're defensive, we don't listen very well. Prepare yourself for your
performance appraisal meeting with your manager by trying to relax and let go of any
defensiveness you're aware of. Your goal should be to listen deeply to the feedback your
manager provides you, as well as the goals and development plans they lay out for you.
Conclusion
It's your career! You have both the power and responsibility to manage your own performance
and ensure your ongoing development and success. Make the most of the opportunity your
performance appraisal offers to make your contributions known and to get meaningful feedback
and direction that will help you grow. Proper preparation and participation can help ensure that.
==================
III. Performance appraisal methods
5. 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
6. 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
7. 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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