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1. How to fill up performance appraisal form
In this file, you can ref useful information about how to fill up performance appraisal form such
as how to fill up performance appraisal form methods, how to fill up performance appraisal form
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I. Contents of getting how to fill up performance appraisal form
==================
Performance management forms -- typically referred to as performance evaluations or appraisals
-- are part of a supervisor's job function for measuring employee performance. In many
organizations, they're completed annually and the supervisor discusses her performance ratings
with the employee during a one-on-one appraisal meeting. Filling out a performance appraisal
form can take several days to several weeks, depending on its complexity, the employee's job
duties and the company's performance standards.
Core Competencies
An employee must have certain core competencies to perform his job duties. Competencies such
as communication, relationship-building and analytical thinking skills generally are among those
often required. Although many hiring decisions are based on the core competencies a candidate
already has, an employee can improve them during the course of performing his job duties.
Completing a performance appraisal should include a section that addresses competencies and
whether the employee has sustained the ones he had upon becoming an employee or if his
competencies improved during the evaluation period.
Job Knowledge
Job knowledge comprises technical and functional skills, such as a software developer
understanding the process for implementing mobile applications or a registered nurse's
proficiency with starting catheter lines as part of direct patient care. It stands to reason that job
knowledge increases the longer an employee performs those job duties. Therefore, the supervisor

2. who completes a performance appraisal should describe the areas in which the employee's
knowledge of processes and procedures increased during the evaluation period. In addition to
increased job knowledge, supervisors evaluate performance deficiencies in this area and make
recommendations for remedial training or formal performance improvement plans, also called
PIPs.
Professional Development
Whether the supervisor is rating the performance of an employee with emerging leadership skills
or applying numerical rankings to an assembly line worker's production capacity, professional
development is an area that supervisors grade. Professional development may include anything
from job skills training to finishing a college degree program that the employer supports. In
either case, supervisors evaluate whether the employee's professional development and training
endeavors are effective and if the employee demonstrates performance improvements as a result
of the training.
Goal Setting
One of the final sections of many performance appraisals is goal setting, a function that prepares
the employee for the next evaluation period. But before supervisors can establish goals for the
next evaluation period with their employees, they first must determine how much progress there
is on the current work goals. Employee progress on previously established goals also is a factor
in determining overall performance, particularly for management-level performance appraisals
that might be evaluated on a management-by-objectives appraisal framework.
Performance Improvement Plans
PIPs contain targeted areas for employee job improvement, usually within a shorter period than
the regular performance appraisal -- 30 to 60 days is a human resources best practice in most
instances. They're designed to address specific areas where the employee has demonstrated
deficiencies, such as lack of job knowledge, competencies that need improvement or goal
achievement. The PIP may be part of the performance appraisal that the supervisor completes
and is definitely part of the conversation during a one-on-one supervisor-employee meeting to
discuss the employee's status with the company.
==================
III. Performance appraisal methods

3. 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

4. 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

5. 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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