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1. Executive performance appraisal
In this file, you can ref useful information about executive performance appraisal such as
executive performance appraisal methods, executive performance appraisal tips, executive
performance appraisal forms, executive performance appraisal phrases … If you need more
assistant for executive performance appraisal, please leave your comment at the end of file.
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I. Contents of getting executive performance appraisal
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It’s time to rethink the practice of evaluating your employees only once a year. A continual
feedback loop will lead to great success and engagement. Here are some painless and productive
ways to critique your employees.
Like most senior executives, Doug Bettinger believes in giving ongoing feedback to his direct
reports. He wants them to know what they’re doing right and how they can improve their job
performance.
But Bettinger doesn’t rely on annual performance reviews. Instead, he prefers monthly and
quarterly “process reviews” that provide a more comprehensive, detailed analysis of both the
employee’s performance and how it ties into the firm’s latest product-related news.
“Our process reviews usually take two to four hours and we like to do them face-to-face,” says
Bettinger, chief financial officer of Avago Technologies, a semiconductor firm co-headquartered
in Singapore and San Jose, Calif. “Our CEO does process reviews for our general managers and
their director-level staff, and I may travel with him or other management team members” to
administer the reviews in person or via videoconference.
In these meetings, the top brass don’t just rate an individual’s performance or competencies in
specific areas. They discuss the company’s goals and financial milestones, along with product
and project updates as they relate to each employee.

2. “As a result, employees understand what they need to accomplish and how they’ll be measured
in terms of how we define success,” Bettinger says. In reviewing a new product rollout, for
example, he might address questions such as, “How is this product resonating with our
customers?, “Are we behind or ahead of schedule?” and “If we’re not on track, how will we
change to get back on track?”
By connecting an employee’s daily activities to larger operational issues, a process review has
more impact than a traditional performance review that’s narrower in scope. Rather than critique
a manager’s work in isolation, the focus expands to evaluate the status of products or projects
under that manager’s purview.
Keep Score of Performance
Entrepreneurs love launching businesses, but they usually dread conducting performance
reviews. It’s rarely gratifying to tell employees what they’re doing wrong or why they’re not
getting a pay raise.
Fortunately, there are creative solutions that make such reviews easier to administer. Start by
placing less emphasis on formal appraisals. Shift your focus to educating workers about what
constitutes success.
For new hires, have their job description double as a performance evaluation tool. List the tasks
they need to do and your expectations for their role.
“Make the job description document serve as your performance review document,” says Rick
Galbreath, president of Performance Growth Partners, a leadership development firm in
Bloomington, Ill.
To ensure that employees understand how their performance contributes to the organization’s
bottom line, use a “balanced scorecard.” Popularized in the 1990s, it’s based on a summary
report consisting of key measures along with desired targets.
The scorecard results enable both employer and employees to keep track on a daily basis of
individual performance as it impacts larger outcomes. Appraisals thus become a relatively
painless outgrowth of a simple scoring system that everyone understands and accepts.
Deliver Criticism That Sticks
While assessing an employee’s performance is typically a structured process involving forms and
rating systems, it’s also a test of your communication skills. You need to deliver constructive

3. feedback in a supportive tone while explaining the consequences of continued
underperformance.
If you overdose on faultfinding, you risk alienating the people you’re trying to help. Workers
tend to tune out or defend themselves if they perceive their boss in attack mode. What you view
as straightforward input may come across as stinging criticism to your angry or quivering
listener.
“You can’t pat a dog and kick a dog at the same time,” Galbreath says. “Audit yourself to make
sure you’re mixing some positive comments with negative ones.”
To criticize performance without provoking a backlash, provide neutral descriptions rather than
expressing opinions. Cite specific examples to support your general observations—and include a
time, place and activity to pinpoint the behavior that needs to improve.
If you want an argumentative service rep to speak more diplomatically, for instance, say, “I
observed your conversation in the showroom at noon today with the roofer who wanted shingles,
and I noticed you pointing in his face while your voice volume turned a few decibels louder.”
That’s better than saying, “You were too loud and aggressive today.”
USING KEY PERFORMANCE INDICATORS: A CASE STUDY
At Exemplar Companies, Christopher Marston doesn’t just conduct performance reviews once a
year. Instead, the chief executive of the Boston-based professional services firm tracks key
performance indicators (KPIs) for each employee and uses them as the basis for leading 15-
minute feedback discussions every quarter.
“If you only sit down once a year and employees don’t make the goals, then you’re really
reprimanding them,” he says. “And you have to wait another year to see if they make the next set
of goals.”
For a salesperson, Marston might set a goal of generating $3 million in annual revenue. Every
three months, he’ll meet with the individual to “review pacing numbers so that they understand
whether they’re on track,” he says.
Marston conducts performance reviews—and quarterly KPI discussions—with 10 of his
company’s 30 employees. He models the kind of performance evaluation process that he wants
his managers to follow with their direct reports.

4. “Every employee has metrics that are specific to the job,” he says. “These metrics are part of the
quarterly KPIs, which are tied to compensation.”
==================
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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