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Performance appraisal meeting
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I. Contents of getting performance appraisal meeting
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Many professionals find performance reviews boring and unhelpful. But they can help you
reflect on your past and future career. Here's how to ensure they're up to scratch
Performance appraisals are like a rite of passage in the world of work. As employees, we're often
involved in them whether we like it or not. But how often do you think about how to get the most
out of them? Here are 10 tips for doing just that.
1. Acknowledge that it's necessary
Feedback is the best way of ascertaining whether we're getting better at what we do, but don't
feel obliged to put up with out-of-date performance appraisal processes. Today, we're used to
getting regular feedback and communications online.
There is an increasing recognition that the old-style appraisals are antiquated and not fit for
purpose, so employers are changing their approach. They are using more coaching skills and
more multimedia in their communications. There has been an improvement in the quality of
process but not necessarily in the speed of interaction and feedback.
2. Think about context
You need to think about how good your boss is at this type of process. How are performance
appraisals conducted in your organisation? Is it a dull, routine activity that people shy away from
or is it more vibrant? Even though the organisation may say that performance appraisals are
important, how seriously does it really take them?

2.
They are an opportunity for you to explore where you want to go, alongside understanding what
the options may be. Gather evidence about your past performance and think about what you want
in the future.
3. Assess your attitude towards your job
Don't go through your appraisal just for the sake of it. Consider what the value of the process is
to you. Is it something that you look forward to or is it the complete opposite? An appraisal gives
you many opportunities to plan what you want to do next in your work, so grasp those
opportunities with both hands. If you're serious about this job, you need to go for it. If not, then
it's a good time to consider whether the role is right for you.
4. Make a wishlist
What do you want from your performance appraisal? A map of your future career? Maybe you're
looking to build your confidence or get a sense of your future in this organisation and any
training you might want to do. You might want to ask what opportunities to learn and develop
are there going to be in the future.
5. Make sure it happens
If you're due your appraisal, but don't get it, you may have to insist on having it. Speak face-to-
face with your boss and explain why you feel it's important and agree a time to have the
discussion.
If you don't get what you want, you can talk to your organisation's HR team as it is responsible
for appraisals or if you have a mentor in the company, you could also ask their advice. As a last
resort, you can also go above your boss' head to their manager. But if you do this, you should
follow good protocol by informing both your boss and HR beforehand.
6. Prepare
Preparing for the appraisal is vital. Whether your boss is prepared or not, you must be ready.
Gather together relevant information – particularly anything that meets your objectives – and
source evidence to prove you're doing your job successfully. If you're doing lots of different
tasks or projects, make a record of them all, whether in a diary, or just on your phone.
Be really clear about what you want out of the discussion. If you want to cover particular things,
let your boss know beforehand and ask how long the discussion will be. If you have a lot to
cover, you could suggest two sessions rather than one long meeting. Type up your proposed
agenda with suggestions for timings so that you spend the right proportion of time on what
matters.

3.
Be really specific about details so that when you're in the appraisal meeting, you can say, "In
June, I did X, Y and Z … " At the meeting, take along examples of your work and you could also
bring feedback from someone you've worked with about what you've contributed.
7. Follow up
Notes should be written on your appraisal both by you and your manager. These are not just a
record; they should be actively used during the year to ensure your key targets are met.
Write to your boss afterwards to thank them and explain why the appraisal worked for you. You
could talk about how you are feeling about the company – what's going well for you and what
you're going to be doing in the future.
8. Consider your future
After your appraisal, set out a plan and get it signed off by your boss. Map out your future at the
organisation – even if your manager isn't actively involved in this.
Keep your manager in the loop, though. For example, you could tell your boss that following
discussions in your appraisal, you plan on doing certain aspects of your work differently, or
taking on new responsibilities, and will report back with the results.
9. Be persistent
If your boss doesn't stick to promises made during the appraisal, you may well need to follow up
with them again. Your manager is busy and you are but one of many going through this process
so you need to take responsibility and make sure you get what you need. If you are worried that
your boss is not giving you any support or is treating you unfairly, raise the issue again and let
them know that you will go and speak to HR. Managers are often busy, but good managers
always find time for their people and for their career development.
10. Get feedback regularly
Your work life never stays static, so it's important to make sure your feedback is regular, outside
the formal appraisal process.
If you need feedback more regularly, ask if you can arrange this or ask other people, such as your
peer group, senior managers, customers or mentors.
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III. Performance appraisal methods

4.
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

5.
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

6.
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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