The document provides a comprehensive guide on writing performance appraisals, including methods, tips, and phrases to use. It emphasizes the importance of focusing on accomplishments, using positive language, and strategically addressing weaknesses. Additionally, it offers insights for managers to improve the appraisal process and shares case studies illustrating effective self-appraisal practices.

1. Writing performance appraisal examples
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I. Contents of getting writing performance appraisal examples
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No one likes review time. For many, self-appraisals are a particularly annoying part of the
process. What can you say about your own performance? How can you be honest without
coming off as arrogant, or shooting yourself in the foot?
What the Experts Say
Dick Grote, author of How to Be Good at Performance Appraisals, has a lot to say about self-
appraisals and most of it isn’t good. “I’ll admit it’s important to get the employee’s point of view
in the process but this is the wrong way to do it,” he says. In his view, since study after study has
shown that we are horrible judges of our own performance, any self-evaluation should focus
exclusively on positives; people should not be self-critics. Timothy Butler, a senior fellow and
the director of Career Development Programs at Harvard Business School, agrees that self-
assessments aren’t the best way to evaluate performance, but believes they do serve a purpose:
“They’re an important source of information about what happened in the past year,” Butler says.
No matter where you stand on their value, self-appraisals are a staple of office life. So the
question is how to handle them. Here are some principles to help you when review time rolls
around.
Know how your boss will use it
Before you put pen to paper, ask your boss how he plans to use the self-appraisal. Will it play a
key role in his review? Will he use it to make decisions about promotions and bonuses? Will he

2. share it with anyone else? Knowing these things will inform what and how you write. “Many
lazy bosses see it as an easy way to shuffle off the difficult task of writing a review,” says Grote.
If that sounds like your manager, write your appraisal in a way that allows him to copy and paste
from your form to his, replacing every “I” and “my” with “she” and “her.”
Emphasize your accomplishments
Both Grote and Butler agree that you should emphasize your achievements. Don’t be arrogant
but don’t downplay your successes either. “If you’ve had a great year, you should talk explicitly
about your accomplishments,” says Butler. “Be very clear about what contributions you’ve made
to the business unit.” Grote adds there is no shame in being political. “It’s OK to put the best
face on what you did,” he says.
Acknowledge mistakes — carefully
Of course, unless you’re the best thing that ever happened to your office, you’re likely to have
faults or have made missteps too, and you should mention those, even if it’s only in passing.
Grote again advises to put the best possible spin on problem areas so you don’t give your boss
“the noose with which to hang you.” Butler suggests using developmental language. “You don’t
want to say, ‘Here’s where I really fall down.’ Instead, say ‘Here’s an area I want to work on.
This is what I’ve learned. This is what we should do going forward.'”
Keep the focus on you
It can be tempting to talk about others in your appraisal — particularly if they’re hindering your
progress — but remember this is about you, not them. “Don’t use defensive language or criticize
other parties. That doesn’t move things forward,” Butler says. “If you’re having a significant
problem with a co-worker, talk to your manager long before the review — with the door closed,
not in a written document.”
Ask for what you need
Smart employees use self-appraisals to lobby for career development opportunities. Even if your
boss doesn’t explicitly ask for this, Butler says you should include it anyway “because if you
don’t ask, it’s not going to happen.” Be specific. Explain the aspects of your job that most excite
you and suggest ways you can become more involved in those things. You might ask to be
included in certain brainstorming meetings or request funding to take a class on data analytics.
Just remember to make sure these requests reflect what your business unit needs as well.
Managers: Work to improve the process
Both Butler and Grote believe there are ways for managers to make self-appraisals more
effective. Butler would like to see managers ask more about employees’ motivations and
interests so they can create jobs that are better suited for them. He suggests asking questions like,
“Where do you think you can make your biggest contributions in the coming year?” and “Which

3. types of projects and activities would you like to see more of in your day-to-day work?” Grote
recommends focusing on the positive. Maybe ask for a “good stuff list,” where employees can
write down what they’re really proud of. “That puts a very appropriate, positive view on the
process,” he says.
Principles to Remember
Do
 Understand how your self-appraisal is going to be used
 Focus mostly on what you’ve accomplished in the past year
 Try to improve the process if you’re a manager — ask about your employees’
motivations and interests
Don’t
 Harp on your weaknesses — talk about them carefully, using developmental language
 Be defensive or criticize others — this is about your performance
 Forget to ask about growth opportunities — be specific about what you need
 Case Study #1: Take it seriously and they will too
Darin Freitag has filled out six self-appraisal forms in his time at Ryan Associates, an
employee-owned construction company based in San Francisco. The company uses a standard
form that includes a handful of questions such as, “What are your job responsibilities and have
you gone above and beyond them this year?”
Darin spends between two and four hours filling out his form each review time. “I make sure
my managers know that I take this seriously,” he says. He knows that his immediate boss (the
company’s COO), the CFO, and the head of HR all review his form and he gears it toward them.
“This is my one time of year to push for my career growth,” Darin says. He’s explicit about how
they can help. In the past, he’s used the form to request new responsibilities and exposure to
different types of projects. But he’s honest about his performance as well. “I know that I have
characteristics that require some comment. For example, I often get sucked into the details,” he
says. “I don’t make a big deal about it but I recognize that’s what I’m working on.”
Case Study #2: Be honest when you can be
Two years in a row, Liz Steele*, a senior HR partner at a global non-profit, didn’t achieve the
goals she set for herself. “I was just too optimistic about what I could accomplish,” she says.
Since her self-appraisal required that she assess her performance against those objectives, she
struggled with what to do. “Most people just talk about their accomplishments but I didn’t feel
comfortable doing that,” she says. After carefully thinking it through, she decided to list each
goal, explaining which ones she didn’t meet. She also highlighted work she delivered that wasn’t
part of her original plan. She admits that it was a risky move: “I knew that it could backfire. In

4. some cultures that would’ve been equivalent to career suicide.” But she was confident in the
security of her role and knew she was well-respected by her manager and her clients. Plus she
felt her integrity mattered more. As an HR partner, Liz’s success relies on her ability to influence
others. “I can’t influence if people don’t trust me,” she says.
Her immediate boss and the Head of HR reviewed her self-appraisal and were surprised.
“They were amused but they also appreciated that I was willing to call myself out on my own
failures,” she explains. Her manager specifically noted on this year’s evaluation that she was not
afraid to admit her own mistakes. She knows she took a calculated risk by being so truthful, but
in this case, her honest and careful approach paid off.
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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.

5. 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

6. 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.

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