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1. Sample of performance appraisal form
In this file, you can ref useful information about sample of performance appraisal form such as
sample of performance appraisal form methods, sample of performance appraisal form tips,
sample of performance appraisal form forms, sample of performance appraisal form phrases …
If you need more assistant for sample of performance appraisal form, please leave your comment
at the end of file.
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• performanceappraisal123.com/1125-free-performance-review-phrases
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I. Contents of getting sample of performance appraisal form
==================
The university’s approach to appraising employee performance recognizes the diversity of
business and operational environments that exist across campus and provides departments the
opportunity to develop an approach to appraising performance that fits the department’s unique
needs. Once a process is certified by Human Resources, it becomes a part of the overall
performance management system and is then available to other units that choose to adopt it.
Departments may select one of the approaches currently certified or propose a new approach that
helps them reach their unique operational goals.
Proposing a New Performance Appraisal Form
First Step: Requesting HR Certification of Departmental Forms
To certify a performance appraisal approach, departments should make a written request to
Human Resources Services (HR), Strategic Workforce Solutions. The request should include:
 A high level description of the performance appraisal approach
 A sample of the proposed instrument with instructions
 Expected outcomes for use of the proposed approach that are not addressed by a currently
certified approach
The overview should also indicate if a cross-section of the organization was used to either
develop or select the proposed approach. It is expected that soliciting employee input in the
early stages of development will facilitate the implementation of a new system.

2. In addition, the request should touch upon the following factors which will be considered by HR
in certifying the proposed appraisal approach:
 Describe how the proposed system reflects the department’s core mission and objectives;
 Describe how the proposed system encourages two-way communication between
supervisors and employees;
 Describe how the proposed system establishes mutually understood and relevant
performance measures and timelines;
 Describe how the proposed system includes goal-setting and employee development
components;
 Describe how the proposed system provides a system for differentiating between high
and low performers and measuring success;
 Describe how the proposed system focuses on an employee’s strengths as well as deficits;
 Describe how the proposed system emphasizes ongoing dialogue; and
 Describe how the proposed system utilizes the three-scale rating (meets, exceeds and
does not meet expectations) , or five-scale rating consistent with other performance
appraisal systems used by the university to allow for consistent comparison of scores
across units.
Once a department has submitted the request to certify a departmental appraisal form, HR will
review the proposed approach and may schedule a session to discuss the proposal. In general,
provided the request satisfies the criteria listed above, HR will certify the performance appraisal
form and it will become available to other university departments for use as well.
Second Step: Introduce the System to Your Employees
Once the approach has been certified by HRS, the department will be required to hold a kickoff
event with employees to introduce the concept, ensure they understand what the levels mean, and
answer questions. Departments may request that a representative from HR attend the kickoff
meeting to serve as facilitator and help answer questions or respond to additional suggestions or
concerns.
Third Step: Train Supervisors to Use the Overall Approach and Forms
A key to the success of any approach will be the degree to which supervisors are trained to use
the overall system and the form. Departments should plan to devote time and resources to an
effective training component. One training objective should be to ensure supervisors understand
what each rating level means and how to explain them to their direct reports. Training should
specifically include the use of the appraisal form as a measure to determine merit and other
performance awards. The university’s three step rating system is adaptable to gradations by

3. local departments and colleges for the purpose of even greater specific performance assessment
and also to be used in making merit decisions.
Fourth Step: The System Becomes a Part of the University's Performance Management Options
Once the department’s unique approach is certified by HRS, it becomes a part of the overall
performance management system. It will be added to the options available for other departments
that choose to adopt it.
==================
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

4. 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.

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