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1. Employee performance appraisal comments examples
In this file, you can ref useful information about employee performance appraisal comments
examples such as employee performance appraisal comments examples methods, employee
performance appraisal comments examples tips, employee performance appraisal comments
examples forms, employee performance appraisal comments examples phrases … If you need
more assistant for employee performance appraisal comments examples, 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 comments examples
==================
The performance appraisal process can be difficult for both employee and manager. When I
began my career in the early 1980's the process was not formalized and could vary with the
direction the wind was blowing and who was doing the appraising. There were actually
comments like "Be careful of out-performing your supervisor" or "The next time you bring your
boyfriend to a company outing, he should cut his hair first."' Seriously, these were actual
comments.
Over the years companies have done a much better job of putting standardization into the
process. We often think of performance appraisals from the employee side of the equation. But
as a manager, there are a multitude of considerations prior to delivering an appraisal.
When I first started managing people, I applied concepts to the appraisal process that I would
have appreciated as an employee. I wrote substantial comments on the employees positives
attributes as well as challenges. In addition, I provided suggestions for improvement. The simple
"rating" assignment just didn't seem to provide sufficient input. What does "meets expectations"
really mean anyway?
Dependent on the employee, this approach could be perceived as threatening. Seeing a long
narrative may send the employee into a tense or defensive mind-set. This taught me an
important lesson on successful delivery of a performance appraisal. In addition, I later learned

2. that sometimes the written recommendations I provided would be improperly construed or
interpreted by a succeeding manager (especially if the manager had some difficulties with the
employee). So I adjusted my process and found some elements that seemed to balance both sides
of the equation. These tips are not necessarily specific to appraisals that may have reprimands or
improvement plans attached. These are ideas for the typical evaluation.
1) understand and apply the process as outlined by your company. Deviation from that process
could cause issues down the road.
2) Most employees appreciate constructive feedback. But there are a couple of key factors to pay
attention to:
Don't wait for performance time to bring up an issue that should be timely addressed.
Conversely, use caution in providing excessive real-time feedback. If an employee feels you
are always looking for things to criticize, they will become leary of your presence.
Consider what should to be formally documented on the appraisal form and what can be
informally documented or relayed to the employee. You may judge your "feedback" as helpful
but you don't know how it may be viewed by their next supervisor.
3) If you have difficulty putting constructive criticism into the right phrasing, make sure you
have examples or specific points to support your rating. If you rate everything "meets
expectations" invariably an employee will want to know what they should do to exceed
expectations. It is important to be prepared and have an answer.
4) Start off with a positive accolade. Employees are nervous enough. It may help put them at
ease prior to passing the written form across the desk. However, don't ramble. Employees want
to hear the meat of the evaluation. If you elaborate about weekend plans or other social issues, it
can be nerve racking.
5) make the evaluation specific to the individuals performance. Have examples you can point to
regarding their accomplishments or challenges. Relay specifics about how they either stand out
in the crowd or mesh into the team atmosphere. Employees like to know their individual efforts
are noticed.
6) Consider providing the employee an opening to give feedback on their overall observations
and experiences in their job. Don't "argue" a point with them. (Unless what they are relaying is
totally impossible or incorrect). The intent is to understand both perceptions as well as realities.

3. 7) Have a plan for executing the evaluation. Plan: how to start the discussion; what to focus on;
how you will allow for employee feedback; how to conclude the session; timing length for the
process. All of these will assist in eliminating any unintentional rambling.
8) Don't sugar coat everything. I had a manager once who didn't like to deliver bad news or say
anything negative. Employees sometimes share comments and if they feel their review was "the
standard line" they will question the value of the process.
Last, be honest, open but respectful. Just because you are the manager does not give you a
license to rip apart someone's confidence. Watch for both verbal and non-verbal clues the
employee is giving you. It may help understand how they are internalizing the message.
==================
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

4. 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
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

5. 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
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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