The document provides a comprehensive guide on creating and conducting performance appraisals, detailing methods, tips, and a structured 12-step system for effective evaluation. It emphasizes the importance of regular one-on-one meetings, employee training, and systematic documentation throughout the year to enhance employee performance. Additionally, it discusses various performance appraisal methods, their advantages and limitations, along with suggestions for improving the appraisal process.

1. Performance appraisal report sample
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I. Contents of getting performance appraisal report sample
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An employee performance appraisal is beyond what a supervisor or manager can normally
observe or is more than performing the job description itself. In order for an employee to achieve
his or her best potentials, the team leader should intentionally create a system to help each
employee succeed in their positions.
Here are some suggestions to a supervisor/manager – a 12-Step system that I created throughout
the years. While I did not invent most of these steps, I discovered that utilizing them in this order
creates a system that helps me successfully write a PAR with the partnership of each of my team
members.
Conduct one-on-ones. These are great tools to help build up the performance appraisal. Never
let a day pass without visiting with each of your team members (if your team is small enough to
do this). Daily informal one-on-ones are also great ways to build genuine relationships with your
team. You can meet with them at their level emotionally, so you can discern first-hand if
something’s bothering them or to see what motivates them to do a good job.
Conduct more formal and structured one-on-ones:
 Create an Excel list of all the team members you are responsible for preparing
performance appraisals. On the next column list their anniversary dates (or when their
performance appraisals are due).
 Plan to meet with each of them on either a monthly or quarterly basis. I normally do
quarterly formal or structured one-on-ones. Then, list on the next 3 columns the dates you

2. would meet with each of them for every quarter. For example, if the anniversary date is
Oct 10th, write down Jan 10th, May 10th and August 10th or a few days before/after
those days. Then, let each of your team members know about these dates, so they can be
prepared.
 Encourage your team members to start their own performance journals. They can log all
their accomplishments on a day-to-day basis, things they want to improve upon, areas
they want to get cross-trained at, and even to generate a career development. They can
bring this to their quarterly one-on-one with you.
 Transfer the one-on-one dates to your calendar – both on your planner and your Outlook
calendar.
 Then, conduct one-on-one meetings based on the calendar you’ve created. Try to be as
consistent as possible (avoid habitual postponement or cancellations). One-on-ones are
designed to talk about the progress of the team member towards a successful performance
appraisal meeting. Talk about the content of a performance appraisal report and how the
team member has been faring so far. Talk about things that could challenge the team
member further. Let the team member share the contents of his or her performance
journal and formulate a plan to help him or her achieve the career development plan.
 Training and development. When I was working at a credit union, we assigned a team
member to conduct a short training during our monthly meetings. We made sure we
rotate this responsibility. I also created training programs to help them learn and
understand financial regulations such as the Bank Secrecy Act. I did Jeopardy, the
Weakest Link and Family Feud games, which you can find templates online that you can
modify. Make sure your team learns something new all the time. Training can be one-on-
one as well. Training can also include discussing their job responsibilities as many of
them might not know what their position duties entail. At one of my former jobs, we
discussed the policies and procedures (1 policy per week) and had the team members sign
an acknowledgment form. Log all the trainings done and include them in each of the
employee’s performance notes.
 Mentoring. Assign a more senior employee to mentor another. Provide objectives,
timeline and the tools. Make sure to log the mentoring progress and accomplishments in
the performance notes. My former boss used a SWOT analysis (strength, weaknesses,
opportunities and threats). This can be useful in mentoring.
 Create an individual file (preferably electronic) where you can log all the strengths &
weaknesses of the team members, and things you observe them do on the floor or the
front lines, etc. (performance notes). For example, one time I received a compliment from
a manager of another department about an employee under me. I made the note on the
employee’s log. You may share this with the employees during your one-on-ones or your
meeting. If it is a weakness, place a plan of action to help the employee correct the
deficiency in his or her performance.

3.  Record and file everything – counseling, mentoring or coaching sessions, disciplinary
procedures, positive or negative feedback from a customer (internal and external).
Regardless of how small it is, log it. Here you may see some trends in an employee’s
work habits that will enable you to act promptly and accordingly.
 Write the performance appraisal report utilizing all the tools you have (performance
notes, one-on-ones, employee folder, mentoring/coaching notes, training and
development logs, career development/employee’s performance journal). When you write
your performance appraisal, make sure your remarks support your rating. If you marked
the employee “Exceptional” or “Exceeds Expectations” the comments or remarks should
support this. If you marked them less than acceptable, provide specific examples. For
instance, instead of a mere “Has good customer service” change it to “Highly sought after
by customers. Received 20 positive feedbacks and 5 letters of commendation.” One time
I saw an old performance appraisal done by a manager to a supervisor where the former
rated the latter 3.0 straight from top to bottom (3.0 being the highest or Exceeds
Expectations) without a single comment. And, this appraisal was even several months
late!
 Put your time, energy and mind/heart into writing the performance appraisal report.
Remember that you are judging a person based on a year’s worth of performance. You
can do this by starting early and by diligently making performance notes throughout the
year. Avoid using generic phrases. Do not copy from last year’s appraisal report. And, do
not copy someone else’s appraisal as well. That is just called laziness and is unfair to
your employees.
 Finish your report early, so that it can go through the review route without delay. This
will ensure that the team member gets the appraisal on time. Most appraisals affect raises
or bonuses, so it is important that performance appraisals are completed on time if not
early.
 Celebrate with the team member! Take the team member out for lunch and celebrate
together. You may give him or her an overview or summary of the performance appraisal
report during lunch and go over the review in more detail when you get back to the
office.
 Make performance appraisal sessions as learning sessions. Read each section well and
ensure the team member understands what it says and why he or she was rated that way. I
normally use a sandwich approach. First, I point out all the strengths in the performance,
followed by the areas of improvement and some plans I have for the following year to
help the employee become better, then I close it with positive and optimistic summary.
Give the employee an opportunity to say something or even to write his or her own
remarks at the end of the performance appraisal report.
 Start the cycle again by letting the team member of the dates for the next quarterly one-
on-ones, so both of you can build up on the next year’s performance appraisal.

4. When you follow this system, I guarantee that your employees will be motivated and highly
productive. Many team members (including my bosses) complimented and thanked me for
writing very detailed appraisal reports. I just give the compliments back to the employees telling
them that they are the ones who write the contents of their performance appraisals. I just go to a
computer and type them!
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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.
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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