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Annual performance appraisal sample
1. Annual performance appraisal sample
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I. Contents of getting annual performance appraisal sample
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Saying he’s appeared uneasy and distracted while delivering masses in recent days, Vatican
insiders reported Wednesday that His Holiness Pope Francis is “getting pretty anxious” about his
upcoming annual performance review with God.
Francis, who is employed as Vicar of Christ, Successor to the Throne of Saint Peter, and
Supreme Pontiff of the Universal Church, is required by Vatican workplace guidelines to meet at
least once a year with his immediate superior, God, and participate in an official evaluation of his
strengths and weaknesses on the job, a formality of the position that, by all accounts, has led to a
bout of nerves for the pope.
“I feel like I’m doing pretty good work—I’ve prayed harder, increased my total blessings over
last year’s numbers—but who among us knows what He thinks?” said Francis, who was seen this
morning restlessly pacing across the Seconda Loggia of the Apostolic Palace and wiping his
forehead with a cassock sleeve. “I’m sure I could stand to step up my shepherding of the faithful
a bit. Maybe squeeze in a few more canonizations. Am I being penitent enough on a daily basis?
I don’t know.”
“He says it should just be a quick chat, but is that a good or a bad thing?” the pope continued.
“Man, I just want to get this over with.”
Sources within the Holy See confirmed the pontiff has spent much of the week second-guessing
his job performance and asking himself whether he has been effective at managing his workload,
2. prioritizing tasks, serving as the sole earthly representative of God’s will for all of humanity, and
setting achievable goals. Though he expressed confidence that he had done pretty well with his
official papal exhortations, he is said to worry that he might have “botched a homily or two” over
the past 12 months.
According to liturgical experts, the pope’s employee appraisal takes place each year just before
Lent, and is one of only a few dates on the church calendar when a Vatican worker is called in
for an actual face-to-face meeting with the Creator of Heaven and Earth. Behind the closed doors
of an emptied Saint Peter’s Basilica, the reigning pontiff is said to kneel before God, who poses a
series of standardized questions, asking the pope what he enjoys most about his current role and
what areas he feels he could improve upon.
“I did pretty well on all my performance measures last year, and He just told me to make sure I
keep the lines of communication open and run papal proclamations by Him first if it’s something
important,” Francis said. “I feel like I’ve done that, which is good, but what if I haven’t met His
overall expectations? It’s entirely possible He was just going easy on me last time since it was
my first year on the job.”
“I’m really trying to do my best and stay on His good side,” the pope continued. “He sometimes
has a bit of a temper.”
Although God is universally known for His compassion and mercy, members of the Roman
Curia confirmed He can be demanding as a supervisor, with some speculating that because He is
infinitely perfect Himself, He tends to have very high standards for others. They also said it is
particularly difficult for popes during their annual employee assessments, as their direct
supervisor wields so much power and, on top of everything else, is all-knowing. Fortunately,
they noted, He is “pretty forgiving.”
“I can’t even imagine going in for a job review with God Himself, with Him sitting there in His
big throne evaluating your performance,” said Archbishop Dominique Mamberti, prefect of the
Apostolic Signatura. “That’s got to be an intimidating conversation, especially because you can’t
hide any of the mistakes you’ve made given that He sees all. That being said, Francis seriously
needs to relax. He’s been doing a great job.”
“He’s probably just nervous because he’s been talking to the last guy who had his job,”
Mamberti added. “That guy couldn’t handle it at all and ended up quitting.”
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3. 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
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
4. 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. 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.
III. Other topics related to Annual performance appraisal sample (pdf
download)
• Top 28 performance appraisal forms
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• 11 performance appraisal methods
• 25 performance appraisal examples
• performance appraisal phrases
• performance appraisal process
• performance appraisal template
• performance appraisal system
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