The document outlines sample methods, forms, and tips for staff performance appraisals, emphasizing their importance in assessing employee skills and aligning with organizational goals. It reviews various evaluation methods, including ranking, rating scales, and critical incidents, detailing their advantages and limitations. It also highlights the necessity for clear communication between supervisors and employees throughout the appraisal process to enhance effectiveness.

1. Staff performance appraisal sample
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I. Contents of getting staff performance appraisal sample
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Employee performance evaluations are integral for assessing what types of skills and knowledge
an organization's employees possess and for measuring how well they reach specific goals for
their jobs. Nonprofits are less likely than for-profits to provide employee evaluations, according
to the "Chronicle of Philanthropy," as both managers and employees can feel they are too busy
saving the world to focus heavily on routine personnel matters. However, performance
evaluations can strengthen a nonprofit's work.
Varied Criteria
Although there are good models out there, the Minnesota Council of Nonprofits warns that there
is no one set of criteria for what to include in an evaluation. For example, feedback might come
from the supervisor, from the employee's office co-workers or from outside colleagues. Areas for
evaluation exist in employee job descriptions, annual work plans and the nonprofit's strategic
plan. One basic standard, according to the council, is that the evaluation be in a format providing
focused communication between supervisors and employees, which, in the end, results in
strengthened staff effectiveness. A human resources professional and legal counsel can assist
you.
One Example
The nonprofit Executive Women's Golf Association's Performance Appraisal and Development
Plan provides a good example of a performance evaluation. In print, at the top of the form, it first

2. sets out the purpose and aim of the evaluation, such as establishing goals for further
development.
It provides a series of areas for ranking -- from 1, meaning "consistently exceeds job objectives,
to 5, meaning "fails to meet job objectives." It ranks "performance skill factors," such as the
employee's knowledge of the job, quantity of work produced, quality of work, written and verbal
communications and whether the employee accepts ownership of her work. It also ranks
"performance trait factors," such as dependability, initiative and innovation. An evaluation
section supervisory performance includes rankings of managers' financial management,
supervisory skills, personal and corporate leadership. The form also includes an area on the
employee's previous goals and whether he reached those goals, as well as space for a list of other
accomplishments, for key objectives for the upcoming year and for a professional/personal
development plan. There is a space for supervisors and employees to sign the evaluation.
Creating Evaluation
To create an employee evaluation for your nonprofit, Christina L. Greathouse of Strategic
Performance Group offers a few pointers. Consider what behaviors you want the evaluation to
stress. She notes that many forms contain performance dimensions such as "teamwork,"
"leadership" and "adaptability," but individual organizations need to chose the skills and
competencies that are the ones to lead the nonprofit to success. Avoid hiring employees based on
one set of criteria and then evaluating them on different competencies and behaviors, which will
just leave both parties frustrated. Greathouse also advises ensuring that performance standards
are clear, measurable, observable and can be developed in the workplace or with outside
instruction.
Overcoming Dread
Sheri Mazurek, Certified Senior Professional in Human Resources, notes that employees dread
evaluation because they feel little control over it. Their managers get to rate them on
performance, which can be very subjective. Managers also feel anxiety over evaluation results.
Mazurek recommends setting clear expectations on the first day of the employee's job and then
providing feedback on her work all year long. This helps prevent surprises at review time. Also,
managers should not complete and sign evaluation forms until after they have talked over each
review item with the employee.
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III. Performance appraisal methods

3. 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
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

4. 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.
5. Essay Method

5. 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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