Employee performance appraisal comments

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I. Contents of getting employee performance appraisal comments

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One of the most difficult aspects in the performance appraisal process has to do with biases. A bias is defined as a prejudice in favor of or against someone or something. It should go without saying that employees expect their performance evaluations to be fair and free of biases.

bias, biases, performance, performance appraisal, SHRM, employee, manager, honest

Many different kinds of bias can show up during the performance appraisal process. Here are five common ones:

Contrast – This occurs when the manager compares an employee’s performance to other employees instead of the company standard. When employees are ranked in comparison, someone must end up at the bottom, even if they are exceeding the company standard. The problem isn’t the employee – it’s the goal or standard that has been set.

Halo – An employee is rated highly in all areas because of one thing they do really well. I’ve seen this happen with sales people. She hits the numbers and senior leadership loves it. But behind the scenes, she creates havoc and doesn’t have the respect of her co-workers.

Horn – On the flip side, an employee is rated as a poor performer because of one thing they don’t do well. For example, the administrative assistant who is great at everything but filing. It piles up because he puts it off – resulting in the company hiring a temp to get the filing caught up. In all other areas, he’s a rock star.

Leniency – A manager gives everyone on their team a satisfactory rating. Unfortunately, I’ve seen this occur a lot when a manager has a large span of control coupled with a common review date. The manager has dozens of reviews to work on and a heart full of good intentions. But somewhere around review number 17, the manager gets burned out and starts giving everyone a satisfactory response. Because it doesn’t require any written supporting statements.

Recency – The employee’s most recent behavior becomes the primary focus of the review. This can go both ways. A poor performer does something terrific and their past performance is forgotten. Or an excellent performer makes a mistake and it weighs down the rest of the review.

If you’re looking for some resources to help managers better understand these biases, I found a good book during the SHRM Annual Conference. “The First-Time Manager’s Guide to Performance Appraisals” by Diane Arthur goes into biases and much more. This book would be very handy for organizations that don’t need a full-blown performance appraisal training session – maybe because the company has just a handful of managers who give appraisals or only a couple managers need a refresher.

I’d also suggest pairing it with the book “2600 Phrases for Effective Performance Reviews” by Paul Falcone. I know, I know, some people are anti-phrases books but for managers who are looking for creative inspiration when it comes to writing about employee performance, it’s helpful. Even for managers with solid writing skills, it’s not easy to find the right words when an employee needs to improve their performance.

One thing I found useful in the “2600 Phrases” book were the phrases for meeting/exceeding expectations. As a HR pro, I’ve often had to work with managers to make sure when an employee’s performance was being reflected as either meeting or exceeding expectations; it was truly expressed in the proper area. You know, “meeting the standard” isn’t misinterpreted as “exceeding the standard”.

The more resources we provide to managers, the more comfortable they will get at discussing performance. This only benefits employees and the company.

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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 MethodEmployees are ranked according to their performance levels.It is easier to rank the best and the worst employee.Limitations of Ranking MethodThe “whole man” is compared with another “whole man” in this method. In practice, it is very difficult to compare individuals possessing various individual traits.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.When a large number of employees are working, ranking of individuals become a difficult issue.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

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

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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