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

1. Performance appraisal examples for managers
In this file, you can ref useful information about performance appraisal examples for managers
such as performance appraisal examples for managers methods, performance appraisal examples
for managers tips, performance appraisal examples for managers forms, performance appraisal
examples for managers phrases … If you need more assistant for performance appraisal
examples for managers, 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 examples for managers
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Last week, we discussed tips on how to give your employees reviews that will actually ignite
change. Sometimes however, it’s not quite that simple, especially when faced with having to
give an underperforming employee a negative review. While potentially uncomfortable, a
negative performance appraisal done correctly (proper constructive feedback is a given) can have
a positive outcome, motivating the employee to resolve their issues and even advance their
career. Here are 9 things to consider if you’re faced with giving a bad performance review or
appraisal.
1. Have your employee complete self-assessment first
Ask them to complete an honest self-assessment about a week or two before you meet with them
to give them your review. This way, you are aware of any alignments (or misalignments)
perception and better prepare yourself for the meeting.
2. Be open to amendments
You may be surprised to learn that how you perceived a situation or issue is different from how it
is in reality. If you find that this is the case in talking to your employee, then flex your manager
muscles by showing some humility and adaptability and amend your review.
3. It’s just business – don’t make it personal
This goes without saying, but bringing up personal business, backhanded insults, passive-
aggression, etc. should be avoided.

2. 4. Focus on strengths
It’s been discussed again, and again: it’s more effective to focus on developing strengths rather
than focusing on weaknesses. This rule of thumb should also be applied to not-so-great
performance reviews either. Coaching an employee to develop and hone in on their strengths can
absolutely help them to perform at a higher level and give them confidence to do so.
5. Use concrete examples
Each statement about negative performance issues should be supported by at least two specific
examples (three is better). If your employee dropped the ball on a one-off occasion, or due to a
personal issue (divorce, death in the family), it is unfair to kick them down even more. However,
if the issue is re-occurring, or has the potential to grow into a bigger problem, then the
performance review is a great place to summarize the issue and collaborate on a plan to move
forward with a resolution.
6. Base review against their job description
If you haven’t done so already, go back into the employee’s file and take a look at their most
recent job description. Base your review off of that document. If their role has changed in any
capacity during the year, and they were unable to keep up, this should have been addressed
beforehand.
7. Include action items for moving forward
So you just gave your employee a terrible review. What are they supposed to do now? If you
were in the unfortunate position of giving them a bad review, then it’s also your responsibility to
work with them to come up with action plan of specific steps to take in order to correct
behaviours.
8. Follow up
When you and your direct report have developed an action plan, be sure to follow up quarterly,
at minimum, to ensure they are on track to addressing and resolving whatever issues caused the
negative review in the first place. Remember, it takes time and the appropriate coaching for an
employee to course-correct certain behaviours and attitudes.
9. No surprises
Lastly, as I mentioned before, nothing discussed in this performance review should come as a
surprise. If it has, then you, as a manager, need to re-visit how often and to what extent you’re
providing your employee (mentee) with continuous feedback and mentoring.

3. If you were unlucky enough to give your employee a negative review this year, it’s probably a
good idea to start taking steps to prevent the same thing from happening next year. Later this
week, we’ll discuss what to do now, to have a better performance review experience next year.
==================
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.
2. Rating Scale

4. 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
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. 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.
III. Other topics related to Performance appraisal examples for managers (pdf
download)
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