In this file, you can ref useful information about ceo performance appraisal such as ceo performance appraisal methods, ceo performance appraisal tips, ceo performance appraisal forms

1. Ceo performance appraisal
In this file, you can ref useful information about ceo performance appraisal such as ceo
performance appraisal methods, ceo performance appraisal tips, ceo performance appraisal
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appraisal, please leave your comment at the end of file.
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I. Contents of getting ceo performance appraisal
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Performance reviews are intended to be constructive processes that allow the staff of an
organisation to be appraised against the job descriptions that form part of their employment
contracts. The review is a two-way process: most CEOs value feedback on their work, while the
appraisal also allows the CEO the opportunity to identify ways in which the Board can help the
CEO to be more effective.
In the case of the CEO’s performance review, it must remain strictly confidential to the board
and the CEO, with copies of the review retained by the Chair only, off-premises.
The terms of reference for the review, including criteria and measures against which
performance is to be evaluated, are developed in consultation with the CEO and should have the
approval of the full board. The terms of reference for the review are subject to company
disciplinary procedures, including warning and dismissal procedures that are part of all
employment contracts with the organisation. (Criteria are kept to a minimum to ensure the scope
can be sufficiently broad to accommodate wide-ranging matters. Measures can also be kept to a
minimum, such as: Exceeds expectations; Satisfactory; Needs some improvement; Highly
unsatisfactory).
Reviews normally occur annually or as stated in the employment contract, conducted by a panel
that should consist of the Chair and one or two other board members. Unless there are grounds
for seeking input from outside sources, input would usually only be sought from the CEO and
from the rest of the Board prior to meeting with the CEO.

2. Step One: the CEO reviews his/her own work against the criteria agreed in the terms of
reference, including key areas of responsibility and/or key elements of the Strategic Plan. This
review would include the CEO’s assessment of the adequacy of supervision and direction from
the board, with suggestions for improvement. It would also include an assessment of any
concerns or difficulties being experienced, as well as suggestions for training and/or changes for
improvement.
Step Two: The panel undertakes the performance review based on the same criteria as those used
by the CEO, together with an assessment of internal and external relations and of how he/she is
realising the direction set in the strategic plan.
Step Three: Panel and CEO convene for a discussion of the review each has undertaken. The
meeting will jointly develop appropriate objectives to address variances and performance
measures. The results of this discussion will form the basis of the subsequent review.
There are two templates attached to this Fact Sheet. The first focuses on the CEO’s performance
against KPIs associated with the Strategic Plan. (Only three are indicated in the template – more
to be added as necessary.) The second allows a review across more general criteria.
- See more at: http://www.boardconnect.com.au/resources/fact-sheets/ceoapp/259-
ceoappraisal.html#sthash.SdZrkbk2.dpuf
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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

3. 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
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. 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
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

5. 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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