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

1. Performance appraisal presentation
In this file, you can ref useful information about performance appraisal presentation such as
performance appraisal presentation methods, performance appraisal presentation tips,
performance appraisal presentation forms, performance appraisal presentation phrases … If you
need more assistant for performance appraisal presentation, 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 performance appraisal presentation
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Presenting an employee evaluation to a subordinate is not always an easy task. Sometimes the
evaluation is a scathing critique of the employee. In those cases, the employer may have to
handle the employee with kid gloves, especially if there is the threat of the employee quitting.
Employers and the managers who work on their behalf need to have a tactful yet effective
approach when presenting an evaluation, otherwise the evaluation is just an exercise in futility.
Approach
The approach you are going to take when giving an employee evaluation to a subordinate is key
to how the employee takes it and how he responds in the long run. If you have to give an
evaluation for poor performance, your approach will likely be different than if you were giving a
positive appraisal because you won't be singing the praises of a poor-performing employee. You
still need to prepare for handling the appraisal. The appraisal can be done with tactfulness, but it
should also get to the heart of the matter without beating around the bush. Employees are more
likely to appreciate a straight-forward approach.
Negative vs. Positive
The order in which you approach your criticism of the employee will also have an effect on how
the evaluation is received. All employees will have some need for improvement and that is where
you should start with your evaluation. Whether it is only one area of improvement that is needed
or a complete revamping of the employee's habits, starting with what needs improvement first is

2. one way to get right to the heart of the evaluation. Ending the evaluation with an assessment of
the employee's positive characteristics and actions will soften the blow of the initial criticisms
and will give the employee a sense of appreciation as well. This illustrates that you noticed both
his shortcomings and his accomplishments.
Job Description
So the employee doesn't feel as if you're singling him out, use his job description as the basis for
the evaluation. Doing so will provide you with an objective metric to measure the employee's
performance. Avoid going outside the parameters of the job description, if possible. Employers
should have elaborate job descriptions that they can share with employees from the beginning of
their employment. This gives the employee a clear contract which they must meet to continue
employment.
Employee Response
Always leave room for the employee to respond to the evaluation. Ask him if he has any specific
areas of the evaluation to which he objects or finds to be unfair. Getting an idea of how the
employee perceives himself can provide you with a tool for determining the disparity between
his performance and his self-appraisal. Employees should be given the opportunity to write a
written rebuttal that can also go in their permanent employee file. Let the employee know that
evaluation is a two-way street and that he has the opportunity to offer any additional
introspection and insight on his performance.
==================
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.

3. 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
3. Checklist method

4. 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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