Writing performance appraisal examples

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I. Contents of getting writing performance appraisal examples

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No one likes review time. For many, self-appraisals are a particularly annoying part of the
process. What can you say about your own performance? How can you be honest without
coming off as arrogant, or shooting yourself in the foot?
What the Experts Say
Dick Grote, author of How to Be Good at Performance Appraisals, has a lot to say about selfappraisals and most of it isnt good. Ill admit its important to get the employees point of view
in the process but this is the wrong way to do it, he says. In his view, since study after study has
shown that we are horrible judges of our own performance, any self-evaluation should focus
exclusively on positives; people should not be self-critics. Timothy Butler, a senior fellow and
the director of Career Development Programs at Harvard Business School, agrees that selfassessments arent the best way to evaluate performance, but believes they do serve a purpose:
Theyre an important source of information about what happened in the past year, Butler says.
No matter where you stand on their value, self-appraisals are a staple of office life. So the
question is how to handle them. Here are some principles to help you when review time rolls
around.
Know how your boss will use it
Before you put pen to paper, ask your boss how he plans to use the self-appraisal. Will it play a
key role in his review? Will he use it to make decisions about promotions and bonuses? Will he
share it with anyone else? Knowing these things will inform what and how you write. Many

lazy bosses see it as an easy way to shuffle off the difficult task of writing a review, says Grote.
If that sounds like your manager, write your appraisal in a way that allows him to copy and paste
from your form to his, replacing every I and my with she and her.
Emphasize your accomplishments
Both Grote and Butler agree that you should emphasize your achievements. Dont be arrogant
but dont downplay your successes either. If youve had a great year, you should talk explicitly
about your accomplishments, says Butler. Be very clear about what contributions youve made
to the business unit. Grote adds there is no shame in being political. Its OK to put the best face
on what you did, he says.
Acknowledge mistakes carefully
Of course, unless youre the best thing that ever happened to your office, youre likely to have
faults or have made missteps too, and you should mention those, even if its only in passing.
Grote again advises to put the best possible spin on problem areas so you dont give your boss
the noose with which to hang you. Butler suggests using developmental language. You dont
want to say, Heres where I really fall down. Instead, say Heres an area I want to work on.
This is what Ive learned. This is what we should do going forward.'
Keep the focus on you
It can be tempting to talk about others in your appraisal particularly if theyre hindering your
progress but remember this is about you, not them. Dont use defensive language or criticize
other parties. That doesnt move things forward, Butler says. If youre having a significant
problem with a co-worker, talk to your manager long before the review with the door closed,
not in a written document.
Ask for what you need
Smart employees use self-appraisals to lobby for career development opportunities. Even if your
boss doesnt explicitly ask for this, Butler says you should include it anyway because if you
dont ask, its not going to happen. Be specific. Explain the aspects of your job that most excite
you and suggest ways you can become more involved in those things. You might ask to be
included in certain brainstorming meetings or request funding to take a class on data analytics.
Just remember to make sure these requests reflect what your business unit needs as well.
Managers: Work to improve the process
Both Butler and Grote believe there are ways for managers to make self-appraisals more
effective. Butler would like to see managers ask more about employees motivations and
interests so they can create jobs that are better suited for them. He suggests asking questions like,
Where do you think you can make your biggest contributions in the coming year? and Which
types of projects and activities would you like to see more of in your day-to-day work? Grote
recommends focusing on the positive. Maybe ask for a good stuff list, where employees can

write down what theyre really proud of. That puts a very appropriate, positive view on the
process, he says.
Principles to Remember
Do

Understand how your self-appraisal is going to be used

Focus mostly on what youve accomplished in the past year
Try to improve the process if youre a manager ask about your employees motivations
and interests
Dont
Harp on your weaknesses talk about them carefully, using developmental language
Be defensive or criticize others this is about your performance
Forget to ask about growth opportunities be specific about what you need
Case Study #1: Take it seriously and they will too
Darin Freitag has filled out six self-appraisal forms in his time at Ryan Associates, an
employee-owned construction company based in San Francisco. The company uses a standard
form that includes a handful of questions such as, What are your job responsibilities and have
you gone above and beyond them this year?
Darin spends between two and four hours filling out his form each review time. I make sure
my managers know that I take this seriously, he says. He knows that his immediate boss (the
companys COO), the CFO, and the head of HR all review his form and he gears it toward them.
This is my one time of year to push for my career growth, Darin says. Hes explicit about how
they can help. In the past, hes used the form to request new responsibilities and exposure to
different types of projects. But hes honest about his performance as well. I know that I have
characteristics that require some comment. For example, I often get sucked into the details, he
says. I dont make a big deal about it but I recognize thats what Im working on.
Case Study #2: Be honest when you can be
Two years in a row, Liz Steele*, a senior HR partner at a global non-profit, didnt achieve the
goals she set for herself. I was just too optimistic about what I could accomplish, she says.
Since her self-appraisal required that she assess her performance against those objectives, she
struggled with what to do. Most people just talk about their accomplishments but I didnt feel
comfortable doing that, she says. After carefully thinking it through, she decided to list each
goal, explaining which ones she didnt meet. She also highlighted work she delivered that wasnt
part of her original plan. She admits that it was a risky move: I knew that it could backfire. In
some cultures that wouldve been equivalent to career suicide. But she was confident in the
security of her role and knew she was well-respected by her manager and her clients. Plus she

felt her integrity mattered more. As an HR partner, Lizs success relies on her ability to influence
others. I cant influence if people dont trust me, she says.
Her immediate boss and the Head of HR reviewed her self-appraisal and were surprised.
They were amused but they also appreciated that I was willing to call myself out on my own
failures, she explains. Her manager specifically noted on this years evaluation that she was not
afraid to admit her own mistakes. She knows she took a calculated risk by being so truthful, but
in this case, her honest and careful approach paid off.
==================

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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