Employee performance appraisal form

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1. Employee performance appraisal form

In this file, you can ref useful information about employee performance appraisal form such as
employee performance appraisal form methods, employee performance appraisal form tips,
employee performance appraisal form forms, employee performance appraisal form phrases … If
you need more assistant for employee performance appraisal form, please leave your comment at
the end of file.

Other useful material for you:

• performanceappraisal123.com/1125-free-performance-review-phrases
• performanceappraisal123.com/free-28-performance-appraisal-forms
• performanceappraisal123.com/free-ebook-11-methods-for-performance-appraisal


I. Contents of getting employee performance appraisal form

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Preparation for employees’ annual performance appraisal begins long before the actual appraisal
meeting. Supervisors and managers should, therefore, engage in performance appraisal planning
from the first day of the evaluation period until the appraisal meeting by becoming familiar with
their employer’s performance management system and employee evaluation methods. In
addition to learning the fundamentals about performance management, supervisors must provide
continuous and ongoing feedback to employees throughout the evaluation period. The final steps
include preparing the actual appraisal form and conducting the appraisal meeting.
Step 1

Attend leadership training to become familiar with your organization’s philosophy on
performance management. Understand the differences between a positive coaching philosophy
and one that incorporates progressive discipline and corrective action. Learn how to counsel
employees with ongoing feedback and learn which documents are appropriate for informal
counseling, disciplinary action and employee recognition and commendations. If your
organization doesn’t provide formal training in these areas, conduct online research concerning
the supervisor’s role in a performance management program and how to address employee
performance issues in a non-confrontational and constructive manner.
Step 2

Provide ongoing and informal feedback to employees whenever appropriate. Your observations
should begin at the start of the evaluation period and continue throughout the year. Don’t wait

2. until the last couple of months or the performance appraisal meeting to start providing employees
with opportunities for improvement. Such opportunities should occur during the course of the
year.

Step 3

Obtain employee personnel files and review them at least one month before the scheduled
appraisal date. Read past performance appraisals, attendance records, disciplinary review forms,
commendations and all other documents related to the employee’s actual job performance. For
long-term employees you’re evaluating for the first time, discuss past performance with their
previous supervisor or manager. Send notifications to employees about self-evaluations, if they
are part of your performance management system. Include instructions on how to complete the
self-evaluations.
Step 4

Draft comments about past performance and summarize disciplinary action, commendations and
attendance. Review the performance standards for each of the employee’s job duties. Obtain
records or generate reports that document certain performance standards, such as sales records to
determine if an employee achieved her goals during the evaluation period.
Step 5

Assemble your draft and supporting documentation before finalizing the performance appraisal
form. For portions of the appraisal form that require an essay or narrative, write your assessment
of the employee’s job knowledge and skills, core competencies and work characteristics. Job
knowledge and skills consist of technical, clinical or similar skill sets. Examples of core
competencies are communication skills, organizational capabilities and critical thinking skills.
Work characteristics include ethics, integrity and commitment.
Step 6

Contact the employee at least two weeks before his scheduled performance appraisal meeting.
Suggest that he bring personal achievement records or documents of his own he’d like to discuss
during the meeting. If your organization’s performance management system consists of a self-
evaluation, remind him also to bring his completed assessment. Schedule a conference room in
which you can conduct the meeting away from potential disruptions or interruptions. Set aside
enough time in your schedule to avoid having to rush through the appraisal meeting.

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III. Performance appraisal methods

3. 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

4. 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

5. 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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