In this file, you can ref useful information about how to write performance appraisal comments such as how to write performance appraisal comments methods, how to write performance appraisal comments tips, how to write performance appraisal comments forms, how to write performance appraisal comments phrases … If you need more assistant for how to write performance appraisal comments, please leave your comment at the end of file.

1. How to write performance appraisal comments
In this file, you can ref useful information about how to write performance appraisal comments
such as how to write performance appraisal comments methods, how to write performance
appraisal comments tips, how to write performance appraisal comments forms, how to write
performance appraisal comments phrases … If you need more assistant for how to write
performance appraisal comments, please leave your comment at the end of file.
Other useful material for you:
• performanceappraisal123.com/1125-free-performance-review-phrases
• performanceappraisal123.com/free-28-performance-appraisal-forms
• performanceappraisal123.com/free-ebook-11-methods-for-performance-appraisal
I. Contents of getting how to write performance appraisal comments
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The annual performance appraisal is an opportunity to enhance employee performance and create
greater success for the company and the individual. My intent is to explore how coaching skills
can be used in creating a good performance appraisal experience for both the employee and the
supervisor and how to keep good performance going throughout the year.
Performance appraisals are often dreaded by both the employee and the supervisor. Often the
manager talks about issues that the employee didn't expect. With the manager as a coach and
partner committed to the employee's success the environment can shift. The goal is to reframe
the experience, creating a positive, goal oriented environment that thrives on success.
In using coaching type questions you have the opportunity to create powerful positive energy,
find out what the gaps are and what the resources needed are.
When meeting with a staff member:
 Be totally present
 Tune into them and tune out everything else
 See their greatness
Use Coaching Questions:

2.  What's going right?
 What makes it right?
 How can we build on this success?
 What is it that would be ideal
 What are the challenges you are dealing with?
 What resources do you need?
You, the supervisor become the coach--coaching for success. In creating a plan focused on
success for the employee, the manager begins to shift the paradigm to one of employee and
coach/partner. As supervisors, our role is build successful teams and we have to have successful
team members in order to do that. If we focus on creating success we are more likely to create it.
Focus on the positive, the solutions. What's going right, how do we create more of it? In working
with teams I have found that when I focus on what they are doing well and how we do more of it
we build on our success.
When we create goals that are measurable, we can measure them, and track their progress. If
goals are soft, not measurable it becomes difficult to progress the plan or give any feedback. So,
how do we make them measurable? Measurable is countable, how many, when, who?
Goals tie into the company vision and the employee's vision.
Goals Point to an exciting future. SMART Goals are positive, specific, measurable, attainable,
relevant and time bounded.
Annual goals are typically big. It's important to break them down into smaller steps. Make them
doable and not overwhelming.
Building in accountability in your annual success plans is vital. How many performance
appraisals have you had or have you done, that didn't get looked at until the next year?
Meet with staff regularly, reviewing the goals and creating new plans for the upcoming month.
It's unfair to come at a staff person at the end of the year and say you didn't accomplish what we
outlined in your plan. If it is never mentioned it gives staff the impression that it wasn't that
important and they don't need to work on the goals outlined. Remember the goals outlined are
focused on creating better results for the company. You want that. Focus on the plan.
At the monthly meeting spend time to:
 Review the vision
 Review the accomplishments (What's going right?)

3.  Review the goals and score them: 60%; 85%
 When a goal is falling short use coaching skills to help figure out what the problem is and
how to change it.
Yes, you can accomplish some things just by writing down the goal, but the level of
accomplishment is usually lower than what we want in our companies.
The monthly review of the PLAN gives you the opportunity to really check-in with staff and
support them in developing success. It prevents the annual performance review dread. Staffs
know you are invested in their success as well as that of the company. This is powerful. It
develops you as a leader and partner of the staff member and lets you know where the focus
needs to be. You have created a regular stream of communication-both ways that can only
improve results.
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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
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.

4. 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. Critical Incidents Method

5. 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
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.

6. III. Other topics related to How to write performance appraisal comments (pdf
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