This document discusses employees comments on performance appraisals. It provides tips for conducting mid-year performance reviews separately from compensation discussions to encourage open feedback. Managers should be honest in their evaluations, focus on issues not personal attributes, and solicit employee self-assessments. Proper preparation including specific examples of achievements and weaknesses throughout the year helps ensure credible reviews. The document also outlines several common performance appraisal methods and provides additional related topics.

1. Employees comments on performance appraisal
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I. Contents of getting employees comments on performance appraisal
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An old joke among human resources professionals is that employee reviews are like fruitcakes.
They come once a year whether you want them to or not.
Unfortunately also like fruitcakes, reviews tend to come once a year during the holidays—when
work has piled up, employees are eyeing bonus compensation, and vacation time feels long
overdue. To alleviate some of the stress, and bring about positive change for individuals and the
company overall, human resource experts say employees should be reviewed earlier and more
often. Most recommend at least a midyear meeting as well as an end-of-year review that covers
bonuses or raises.
"Employee reviews are a process that should happen all year long," says Paul Falcone, author of
2600 Phrases for Effective Performance Reviews. "How much do you value me as an employee
if out of the 2,080 hours I work, and—Lord knows it's more than that—you only give me one
review? It's just not enough."
Summer's not over yet. There's still time to fit in a midyear meeting to outline and assess
performance goals, address problems, and set your employees up for success in the coming
months. Here are five tips for a successful review process that delivers results.
1. Separate reviews for professional development from those for pay increases

2. One of the biggest reasons you should arrange a midyear meeting is to help separate the session
when an employee's performance is discussed, and the one in which compensation is set.
"You can't get someone to really be listening and trying to learn about what they can do to
change or problem solve when they know the meeting is about what their bonus is," says
Michael Beer, chairman of TruePoint, a management consulting firm, and professor emeritus of
business administration at Harvard Business School. "They're going to be very defensive and
closed."
In a developmental discussion and review, Beer says an employer and employee should use the
opportunity to problem solve. By leaving results out of the discussion and saving them for an end
of the year compensation conversation, the review becomes more of a dialogue about what an
employee can do to improve and what an employer can do to help.
At the end of the year, when it's time to talk bonuses or pay increases, don't do it in the same
session as the performance appraisal. Even then you can discuss pay a few days later so
employees are focused just on the review itself.
2. Be honest
It might sound like an obvious piece of advice, but HR expert Paul Falcone says the biggest
mistake employers make when reviewing an employee is inflating feedback to avoid
confrontation. This doesn't help the employee improve and puts a major roadblock in the way
should an employee need to be fired down the road.
Keep the conversation open-ended, and allow employees to respond to a supervisor's comments.
Focus on issues, not people.
3. Put down the form
Many managers give a performance review simply by running down a company's required
appraisal form point by point, rattling off "grades" for each.
But Beer says this is the worst way to conduct an evaluation, as it does not open up a meeting for
discussion.
"The most important thing is not the grade you're going to give the person and not the piece of
paper you're trying to fill out for the company," he says. "Have that discussion be open, and
enable that person to be able to be part of the problem-solving discussion."

3. You can make a meeting with your employee productive by putting the performance appraisal
form away, or even leaving it blank until after the meeting's over. Instead, discuss not only how
an employee has performed over the last few months or year, but also what dilemmas and
problems that individual has faced—and how they handled them. From there, you can come up
with ways the employee can improve and grow, and ideally walk away with a better
understanding of why your employee fared the way he or she did.
4. Shift the review to the employee
One of the best ways to have a successful, open development discussion and review is to turn the
tables and let the employee do the reviewing.
Falcone often tells managers they can better motivate employees by letting the employees assess
their own work. He recommends giving employees these three questions to answer and bring to a
review: 'How have you done?' 'What can I do as your supervisor to build your skills?' 'What will
your goals be for the next year, and what are the measurable outcomes of these goals?'
About 70 percent of your employees will do fine with this assignment, and 10 percent may not
even respond. However, Falcone says 20 percent will "go wild" with it and walk away very
motivated. Generally these are a company's top performers and those you most want to engage in
it.
Similarly, you can open up the session to productive discussion if you ask the employee to
review a supervisor's performance as well as his or her own.
5. Come prepared
To credibly review an employee, Sharon Armstrong, author of The Essential Performance
Review Handbook, says it is crucial to gather as many specific examples of good and bad
behavior as possible and collect objective information on employee performance. This shouldn't
be done right before a performance appraisal meeting; rather, achievements and slip-ups must be
tracked throughout the year.
"The amount of specificity shows the employee that the manager was watching, noticing, and
appreciating," Armstrong points out.
When it comes to the day of the review, Armstrong recommends creating an outline of
discussion topics and laying down ground rules for a smooth conversation. After a meeting, be
sure to follow up, summarize the discussion—and begin observations for the next review right
away.

4. ==================
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

5. 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.

6. 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.
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