Performance appraisal examples
Samples /
examples of performance appraisal are popular in staff / employee appraisal
with organizations, human resource department, managers.
Organizations,
departments of human resources, managers often use examples/samples of
performance appraisal to make assessments on their staff/employees. The below
information will help you form an efficient performance appraisal.
This
information will help you develop your effective Performance appraisal.
I. List of appraisal forms
Following are
such free samples or examples of job specifications that you can use:
1. Performance appraisal form
I/ RATING SCALES OF PERFORMANCE
APPRAISAL FORM:
We can use
scales as follows for this performance appraisal form.
1.
Unsatisfactory: Major improvements needed.
2. Needs Improvement: Less than Satisfactory, could be doing better.
3. Meets Expectations: Performing duties as directed with minimal Supervision.
4. Excellent: Performing all duties in a cost-effective manner with positive,
measurable results.
5. Outstanding: Performing at a level above and beyond the duties of the
current position’s requirements.
II/ CONTENTS OF PERFORMANCE APPRAISAL
FORM:
1. Quality of work
• Consider
accuracy, thoroughness, effectiveness.
• Pressure, ability to meet standards of quality.
• Use of time and volume of work accomplished.
• Work output matches the expectations established.
2. Quantity of work
• Competence,
thoroughness, and efficiency of work regardless of volume.
• Neatness and accuracy.
3. Teamwork:
• Establish
and maintain effective working relationship with others.
• Shares information and resources with others
• Follows instructions of supervisor and respond to requests from others in the
team in a helpful manner.
• Contributing work and effort to group performance to meet agreed upon
objectives and achieve team success
4. Job knowledge
• Application
of appropriate level of technical and procedural knowledge in specific field
• Degree of technical competence
• Understanding of job procedures, methods, facts and information related to
assignments.
• Perform duties with minimal supervision but seek guidance where and when
appropriate to the job, consults the appropriate staff
5. Initiative
• Consider
the extent to which the employee sets own constructive work practice and
recommends and creates own procedures.
• Self-starter, develop and implement new methods, procedures, solutions,
concepts, designs and/or applications of existing designs or procedures.
• Accepts additional challenges and responsibilities and willingly assist
others, self-reliant.
• Completes assignment on time.
6. Interpersonal relations
• Consider
the extent to which the employee is cooperative, considerate, and tactful in
dealing with supervisors, subordinates, peers, faculty, students and others.
7. Health and safety compliance
• The degree
to which he or she complies with or over sees the compliance with university
safety rules.
• The following are also to be completed for supervisory personnel and members
of the administrative staff.
8. Communications abilities
Performance
appraisal of communications include elements as:
• Ability to
listen and understand information;
• Presents information in a clear and concise manner.
• Knows appropriate way of communicating with immediate superiors and the
management
• Demonstrates respect for all individuals in all forms of communication
• Regardless of their background or culture;
9. Planning and organizing :
• Adapting to
changes and using resources effectively;
• Maintains confidentiality as appropriate.
• Setting objectives, establishing priorities, developing plans ;
• Arranging work schedules and prioritizing work to meet deadlines.
• Know when to ask for clarification before proceeding on a work project.
10. Problem analysis and decision making
•
Anticipating problems and facilitate problem resolution.
• Willingness to make necessary and immediate decisions given incomplete
information.
• Understanding practical and workable solutions.
• Recognizing when a decision is necessary, asking for input, making decisions
and providing information and feedback in a timely manner.
11. Staff development
• The extent
to which the individual provides guidance and opportunities to his or her staff
for their development and advancement in the university.
12. Dependability
Performance
appraisal of dependability include elements as:
• Starts work
at appropriate time.
• Respects time allowed for breaks and lunch.
• Follows policies for requesting and reporting time off.
• Helps ensure work duties are covered when absent.
• Consider the extent to which the employee completes assignments on time and
carries out instructions.
• Employee’s presence can be relied upon for planning purposes.
• Attendance and punctuality meets supervisor’s requirements.
2. Manager performance appraisal form
I / MANAGER INFORMATION:
• Name
• Date
• Job Title
• Date of Last Review
• Department:
• Appraiser Name
II/ PERFORMANCE ACHIEVEMENT
• You should
design table with columns as No, agreed objectives, weight, result, total
score.
• This table is used for objective performance.
III/ COMPETENCIES
1. Identify
competencies needed for job, for example:
• Technical
skills
• Financial skills
• Decision making ability
• Analytical ability / problem solving
• Initiative/perseverance/enthusiasm
• Flexibility
• Written communication skills
• Oral communication skills
• Customer focus
• Teamwork
• Organizational ability.
• Negotiating skills
2. Rating
scales can be:
• 1 =
Exceptional
• 2 – Strong
• 3 = Fully Competent
• 4 = Continued Development
• 5 = Poor
• N = Not Applicable
IV/ MANAGEMENT SKILLS
1. Staff
Development/ Mentoring
2. Influencing Skills
3. Analytical/Conceptual Thinking
4. Ability to Lead a Team
5. Using Business Acumen
6. Coaching skill etc
V/ DISCUSSIONS
1. Strengths (examples of where individual has
excelled).
2.
Developmental needs (areas that need strengthening, additional
experience/exposure).
VI/ OVERALL RATING
1. Rating
scales
• Exceptional
• Strong
• Fully Competent
• Continued Development
• Poor
• New to Position
2. Definition
of each element:
• Fully
Competent (solid performance). Consistently meets expectations. Two-thirds of
your employees should fall within this category.
• Continued Development. Needs development in current position. Overall
performance is somewhat lower than expected for the current position.
• Poor (unsatisfactory performance). Performance is clearly below what is
expected at current position/level.
• Exceptional (clearly outstanding performance). Performance falls within top 5
– 10 % of employees at his/her level.
• Strong (excellent performance). Performance falls within top 15% of the
employees at his/her level.
• New to Position. Employee has been in position for less than six (6) months.
VII/ MANAGER COMMENTS
VIII/ SIGNATURES:
The
employee’s signature below indicates that a performance development discussion
was conducted on the specified date, but does not necessarily indicate agreement
with the content of the session.
Manager /
Supervisor Signature Supervisor Signature
Date Date.
Distribution:
(1) Copy to HR departmental Personnel File (2) Copy to line manager. (3) Copy
to Manager / Supervisor.
3. Employee performance appraisal form
I / EMPLOYEE INFORMATION:
• Name
• Date
• Job Title
• Date of Last Review
• Department:
• Appraiser Name
II/ PERFORMANCE ACHIEVEMENT
• You should
design table with columns as No, agreed objectives, weight, result, total
score.
• This table is used for objective performance
III/ COMPETENCIES
1. Identify
competencies needed for job, for example:
• Negotiating
skills
• Technical skills
• Financial skills
• Decision making ability
• Analytical ability / problem solving
• Initiative/perseverance/enthusiasm
• Flexibility
• Written communication skills
• Oral communication skills
• Customer focus
• Teamwork
• Organizational ability.
2. Rating
scales can be:
1 =
Exceptional
2 – Strong
3 = Fully Competent
4 = Continued Development
5 = Poor
N = Not Applicable
IV/ DISCUSSIONS
1. Strengths (examples of where individual has
excelled).
2.
Developmental needs (areas that need strengthening, additional
experience/exposure).
V/ OVERALL RATING
1. Rating
scales
• Exceptional
• Strong
• Fully Competent
• Continued Development
• Poor
• New to Position
2. Definition
of each element:
• Exceptional
(clearly outstanding performance). Performance falls within top 5 – 10 % of
employees at his/her level.
• Strong (excellent performance). Performance falls within top 15% of the
employees at his/her level.
• Fully Competent (solid performance). Consistently meets expectations.
Two-thirds of your employees should fall within this category.
• Continued Development. Needs development in current position. Overall
performance is somewhat lower than expected for the current position.
• Poor (unsatisfactory performance). Performance is clearly below what is
expected at current position/level.
• New to Position. Employee has been in position for less than six (6) months.
VI/ EMPLOYEE COMMENTS
———————–
———————–
VII/ SIGNATURES:
The
employee’s signature below indicates that a performance development discussion
was conducted on the specified date, but does not necessarily indicate
agreement with the content of the session.
Employee
Signature Supervisor Signature
Date Date.
Distribution:
(1) Copy to HR departmental Personnel File (2) Copy to line manager. (3) Copy
to Employee.
4. Essay evaluation form
HR department
can design questions as follows and send to line manager for appraising.
1. Please
give examples of the employee’s ineffective behavior
——–
——–
2. Please
give examples of the employee’s effective behavior
——–
——–
3. What steps
have been taken (or will be taken) to modify ineffective behavior?
——–
——–
4. What are
additional comments related to the conditions and circumstances of
effective/ineffective behavior?
——–
——–
5. Does the
jobholder’s job description need revision? And how to?
——–
——–
6.
Jobholder’s comments
——–
——–
5. Forced Choice form
1. Design question Forced Choice
Requirements
of questions: both statements in the pair may be positive or negative.
• Learns
quickly: ____work is reliable____
• Performance is exemplary: ____usually tardy____
• Quality of work: ____quality is good____
• Absent too often: ____works hard____
2. Deployment of Forced Choice form
• This form
is conducted by line manager.
• The rater is required to choose the most descriptive statement in each pair
of statements.
6. Weighted checklist form
This method
describes a performance appraisal method where the jobs being evaluated based
on descriptive statements about effective and ineffective behavior on jobs.
1. Identify question:
Based on
elements of job performance, you can design questions as follows (for example)
• Employee
works overtime when asked to
• Employee keeps work station well organized
• Employee listens to advice but seldom follows it
• Employee cooperatively assists coworkers who need help
• Employee plans actions before beginning work
2. Design table of checklist
• You should
design a table with 5 columns: No, Question, Yes / No, Weight.
• Then, Using benchmarking to identify weight of each question.
• Send this form to employees for answer (stick yes or no).
• Identify result by summarizing all points at weight column.
7. Rating scale form
This style of
performance appraisal is made base on building a set of categories designed to
elicit information about a quantitative or a qualitative attribute.
Rating scale form 1
1. Elements of the rating scale
Elements for
performance appraisal can includes as follows.
• Initiative
• Overall Output
• Attendance
• Attitude
• Cooperation
• Quality of work
• Quantity of work
• Dependability
For each
element, you can ask some questions.
2. Rating scales:
Rating scales
of each element above can include scales as follows:
• Excellent – 5 points
• Good – 4 points
• Acceptable – 3 points
• Fair – 2 points
• Poor – 1 point
Rating scale form 2
Combining
words and numbers in a 1-to-5 rating scale provides an effective method for
measuring the pluses and minuses of everything from employee performance to the
relative importance of personal and business options. The 5-point scale forces
a sharper focus than is possible with the popular 1-to-10 scale. Depending on
what is being rated, take the time to assign appropriate words to each number.
Here are four examples.
To evaluate
any overall performance (a speaker, a worker, a seminar, a laptop):
1 = Poor
2 = Fair
3 = Good
4 = Very Good
5 = Excellent
When deciding
which of several factors should be included in a major decision, rate each
factor as:
1 =
Unimportant
2 = Slightly important
3 = Important
4 = Very important
5 = Critical
If whether
certain events happen or not will impact your decision, rate the possibilities
as:
1 = Won’t
happen
2 = Might happen
3 = Likely to happen
4 = Very likely to happen
5 = Sure to happen
Even an
employee’s or colleague’s attitude can be rated with a word/number scale:
1 =
Disruptive
2 = Uncooperative
3 = Neutral
4 = Cooperative
5 = Enthusiastic
8. Self appraisal form
This is the
style of performance appraisal in which employees make assessments on their own
working performances.
1. Tips for self – appraisal
• Be honest:
When talking about your achievements or failures; stay honest and be true. You
should not overstate your strong points or ignore your weak points. In
addition, do not have any personal ideas on others.
•
Well-prepared: Before the meeting, you are advised to have good preparations.
Put everything needed in an appropriate order; prepare all the evidences and
references.
• Be
objective: In self-appraisal, being objective is of great importance. Do not
just overstate or just ignore your accomplishments or failures. Be focused and
concise in any idea you give and if allowed, provide them with possible
examples, references or dates. For instance, it will be much nicer to say: “I
replied all questions within 48 hours”, instead of saying “I offered good
service to the customers.”
• Positive
attitude: Within the process of appraisal, try to have a positive attitude.
Prove that you are a cooperative staff. Be willing to take accountability for
your failures and accomplishments also. Show your enthusiasm to make
improvements in the future and calmly take all recommendations. Do not give any
complaint or have any negative attitude.
• Cover all
the aspects: In addition to your strong points, weak points, failures or
achievements, try to quote such chances of development and improvement you
would like to have. Make recommendations for resolve the arising issues.
Valuate your abilities, attitudes and skills as well as competencies.
• Seek future
responsibilities: Based on your job description and such valuation of the
KSA’s, make short-term and long-term plans for your future working year. Do not
hesitate to seek tasks in addition to such current accountabilities of your
job. This will bring out chances for personal improvement while helping you
contribute to the productivity of the company.
In self
appraisal process, you should quote your achievements, goals gained, the
failures as well as your own improvement (including new skills achieved, such
plans for the future…), the difficulties during the working period, such effort
to resolve them, recommendations, areas of training as well as development
suitable for you.
2. An example of Self-Appraisal
Self
appraisal form
Employee:
_____________________________
Date: _________________________________
Company: _____________________________
Position Title: __________________________
Review Period: _________________________
Office: ________________________________
Department: ___________________________
From/To: ______________________________
I. Job
descriptions and responsibilities:
__________________________________
________________________________________________________________
________________________________________________________________
II. Specify
ways that you feel you met or exceeded job requirements and any reasons why.
1.
______________________________________________________________
______________________________________________________________
2. ______________________________________________________________
______________________________________________________________
3. ______________________________________________________________
______________________________________________________________
III. Specify
the ways that you feel you did not meet job requirements and any reasons why.
1.
______________________________________________________________
______________________________________________________________
2. ______________________________________________________________
______________________________________________________________
3. ______________________________________________________________
______________________________________________________________
IV. In what
specific areas would you like to improve your job performance?
1.
______________________________________________________________
______________________________________________________________
2. ______________________________________________________________
______________________________________________________________
3. ______________________________________________________________
______________________________________________________________
V. List the
steps you would like to take to improve your preparation for future
opportunities.
1.
______________________________________________________________
______________________________________________________________
2. ______________________________________________________________
______________________________________________________________
3. ______________________________________________________________
______________________________________________________________
VI. What
job-related goals would you like to accomplish in the next 6 (12) months?
1.
______________________________________________________________
______________________________________________________________
2. ______________________________________________________________
______________________________________________________________
3. ______________________________________________________________
______________________________________________________________
VII. List
additional items you would like to discuss.
1.
______________________________________________________________
______________________________________________________________
2. ______________________________________________________________
______________________________________________________________
3. ______________________________________________________________
______________________________________________________________
Employee’s
Signature: ____________________Date: ______________________
Reviewer’s
Signature: ____________________Date: ______________________
Reviewer’s
Manager’s Signature: ____________Date: ______________________
9. 360 degree performance appraisal
1. Definition of 360 degree performance
appraisal
In the
formatted from of 360-degree performance appraisals, the performance of an
employee will be assessed based on ideas of many other different people, for
example customers, suppliers, peers and direct reports. If the assessed is a
manager, his/her staff will be often asked for feedback on how that manager is
doing his task. In case of using 360-degree performance appraisal, it is vital
that the process be implemented by the manager of Human Resources Department so
that the subordinate reviewers (or staff) are made sure that all their
assessments on performance are kept anonymous.
2. What’s 360 degree measures?
• 360 degree
measures manners and capacities.
• 360 degree
improves such skills as listening, planning and goal-setting.
• 360 degree
concentrates on subjective areas, for example efficiencies of teamwork,
character, and leadership.
• 360 degree
supplies on the way others think about a specific staff.
3. Advantages of 360 degree appraisal
• Offer a
more comprehensive view towards the performance of employees.
• Improve
credibility of performance appraisal.
• Such
colleague’s feedback will help strengthen self-development.
• Increases
responsibilities of employees to their customers.
• The mix of
ideas can give a more accurate assessment.
• Opinions
gathered from lots of staff are sure to be more persuasive.
• Not only
manager should make assessments on its staff performance but other colleagues
should do, too.
• People who
undervalue themselves are often motivated by feedback from others.
• If more
staff takes part in the process of performance appraisal, the organizational
culture of the company will become more honest.
4. Disadvantages of 360 degree appraisal
• Taking a
lot of time, and being complex in administration
• Extension
of exchange feedback can cause troubles and tensions to several staff.
• There is
requirement for training and important effort in order to achieve efficient
working.
• It will be
very hard to figure out the results.
• Feedback
can be useless if it is not carefully and smoothly dealt.
• Can impose
an environment of suspicion if the information is not openly and honestly
managed.
5. Who should conduct 360 degree
performance appraisal?
•
Subordinates.
• Peers.
• Managers
(i.e. superior).
• Team
members.
• Customers.
• Suppliers/
vendors.
• Anyone who
comes into contact with the employee and can provide valuable insights and
information.
6. 360 degree appraisal has four
components:
• Self
appraisal
•
Subordinate’s appraisal
• Peer
appraisal.
• Superior’s
appraisal
