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1. Executive performance appraisal form
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I. Contents of getting executive performance appraisal form
==================
The most important job of a nonprofit board is hiring a superior executive director and then
evaluating his or her performance to ensure that excellence is maintained in carrying out the
organization's mission, goals and objectives. The entire board--not just the board president or
personnel committee--should be involved in the process. What all too often happens is that the
decision is given to a committee and no follow-up or evaluation takes place for years. Once the
director is hired, the board should work with him or her to establish yearly goals and objectives.
These are reviewed each year as part of his or her performance evaluation and then updated for
the following year.
Your role as a board member is to plan the general direction in which you want your
organization to go. The role of your executive director is to take your strategic goals and plan the
day-to-day events accordingly. If your board is thorough and diligent in making policy, writing
plans and hiring the best executive director it can find, there should be no reason for you to be
involved in your director's job. Interfering with your executive director's job not only creates
more work for the board; it also undermines the director's authority and sends conflicting
messages about who is in charge.
An executive director must have clear communication with his or her board to make effective
day-to-day decisions. As a board member, you should feel free to voice your questions and
concerns to him or her directly but not to his or her staff. Although the board is responsible for
monitoring and evaluating the executive director, it has no such commitment to staff. In fact, you

2. should deal with staff issues very cautiously, unless asked by the executive director to participate
with staff on a particular project.
Staff management is the responsibility of your executive director -- the person accountable for
staff's daily actions. If you are unhappy with your director's performance or management style,
this should be dealt with in the yearly performance appraisal.
Executive Director Performance Appraisal Procedure
Your board has the responsibility to evaluate your executive director to determine if he or she is
meeting his or her own goals and organizational goals, and to provide feedback and
communication regarding his/her strengths and areas in need of improvement. There are a
number of different processes a board can use for the performance appraisal: some boards may
want feedback from staff, clients, funders or other stakeholders; others may do what is known as
a 360° approach (feedback from the full circle surrounding the director). Zimmerman Lehman
insists on a careful review of how such feedback is gathered. Anonymous surveys do not always
promote honest and open communication.
Zimmerman Lehman recommends the following procedure:
To begin the process, a board committee--the personnel committee, the executive committee or a
special committee designed for this purpose--should be given the tasks of conveying the board's
comments and meeting with the director. It is not recommended that the entire board meet at
once with the director; an executive session to review comments would be appropriate. Board
members should review the executive director's job description and written goals from the
previous year, comment on his or her performance in the areas below and make suggestions for
the coming year. The director should also review his or her own previous goals and prepare a list
of new ones. If there are no previous year's goals, these will need to be created by both the
committee -- with full board approval -- and your director. The committee solicits comments
from the entire board. Some organizations use a form; if you do not have one, areas to consider
include:
Leadership
Management (including initiative and follow-through)
Planning (mission and vision, assessing needs)
Program implementation " Fiscal reporting & budgeting
Fundraising
Communication and public relations
Professionalism

3. The board's comments should be summarized by the committee, which then meets with the
director. During the evaluation meeting with the executive director, review the board's comments
with him or her--and allow the executive director to respond. The committee and the director
together should set new annual goals. An additional meeting to iron out any differences may be
necessary, and final approval of the new goals should be made by the entire board.
When the evaluation process is complete, board members should review its success. What
worked? What procedures could be improved next time?
==================
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
the possibility of snap judgements.

4. 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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