This document provides comprehensive information on CIPD performance appraisals, including methods, benefits, and considerations for conducting appraisals effectively. It discusses the importance of constructive feedback, various appraisal methods like ranking and rating scales, and the significance of training and development requirements. Additionally, it outlines criticisms of appraisals and the potential negative impacts on employee motivation and relationships.

1. Cipd performance appraisal
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I. Contents of getting cipd performance appraisal
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Being appraised is not something we look forward to with unalloyed glee. As we feel that we
work hard and give of our best criticism is a sensitive issue. Yet much can be gained from well-
conducted appraisals. They can be good for us, good for the people we work with and good for
our employer. Constructive criticism helps us not only to improve our performance in the job we
do now but also to make decisions about the skills we need to develop in order to achieve our
ambitions for our future career.
Not for settling scores
Appraisals are not the time for secretly held grievances to be suddenly poured out on the
unsuspecting recipient. There is the apocryphal story of the employee who asked why he hadn’t
had a rise or a promotion only to be told in a broad Lancastrian accent ‘Nobody likes ya!’ As
Jane Harris, a human resources professional, puts it: ‘Previously unknown grouses should not be
brought to appraisals. These should be dealt with at the time they occur and not held in abeyance.
Appraisals are a time for taking stock of achievements and setting the agenda for future action.’
Storing up grievances for an explosive appraisal meeting should definitely be avoided.
Most employers use appraisals
We cannot know how we are viewed by our work colleagues, our manager, those we supervise,
our customers, clients or suppliers. But it is useful periodically to focus on our performance and
discuss this issue in confidence. According to the Chartered Institute of Personnel and
Development (CIPD), 87% of employers use some form of individual annual appraisals, 27% do
them twice a year and 10% more often than that. Some use them when projects come to an end.

2. Employers see appraisals as a key part of a ‘performance management system’ designed to
ensure that employees are in tune with developments in the business. It also ensures that
individuals and teams are managed to achieve ‘high levels of organisational performance’. Many
believe that appraisals encourage people to link their performance to the objectives of the
organisation and respond to increased competition within their industry. Some link them to
performance related pay but these are in the minority. Another CIPD survey discovered that 43%
of employers link appraisals to reward.
360 degrees
While most appraisals are confidential between an employee and their manager some use what
are called 360-degree appraisals. This involves getting the views of several people whose work
relates to the employee in question. 360-degree appraisals can be customers and suppliers as well
as close working colleagues. Administratively, this is more difficult requiring the collection of
many different views but it does highlight problems that occur, especially if key people are
unhappy with particular behaviours.
Assessing achievements
From an employee’s perspective, however, it is good to take the time to consider whether or not
we are achieving the goals that have been set, preferably through discussion with our managers,
and to discuss new goals that need to be addressed during the coming period of time. These may
arise due to changing circumstances, alterations in how the business is run, staff changes that
bring different responsibilities and a host of other possibilities.
Looking back
Managers, like those they manage, often dislike appraising their staff. Appraisals work best if the
appraiser has received training in how to conduct them and there is a document which allows
both appraiser and appraisee to set down what are the key issues for each. Often staff members
are required to complete a form before their appraisal and subsequently agree the content with
their appraiser. They may be asked to assess for themselves their level of achievement over the
preceding period and indicate what they have learned or skills they developed.
Setting goals
Looking forward, some typical documents ask staff members to consider what their objectives
are for the coming period and to make proposals for what they might achieve. What support
might they require and what additional resources will be necessary? A useful tool when setting
objectives is the SMART acronym. They should be Specific, Measurable, Achievable, Realistic
and Timebound. In organisations, where rapid change is taking place, some argue that setting
long term goals is counterproductive and that staff who plough on trying to reach previously
defined goals that suddenly become outdated can harm an organisation’s progress. It is essential

3. to be alert to change. Detractors to SMART use the acronym DUMB - defective, outdated,
misdirected and bureaucratic. In many organisations and situations, though, time sensitive goal
setting is a way to progress.
Training
A third important aspect of appraisals is the consideration of a person’s training and development
requirements. New situations arise, organisations change direction, technology moves on and we
cannot rely on the skills we already have to see us through. Inevitably there is a need for training,
and identifying that need is a valuable part of this discussion. Naturally the means of meeting it
has to be available within an overall training budget and the time required to complete it must
not detract from the effort needed for the person concerned to complete their work.
The case against
Critics of the use of personal appraisals say that performance appraisals negatively affect
relationships between managers and their staff, creating fear and robbing people of their right to
pride in their work which has the effect of decreasing motivation. Some say that it is
fundamentally wrong to discuss past achievements and future goals in the same session. You
cannot look at the past and the future at the same time, they say.
The history of appraisals goes back to the third century in China. It is a tool that has stood the
test of time and has increased in popularity in recent years. Used sensitively it can be extremely
valuable to employees and teams.
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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.

4. 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

5. 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

6. 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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