Sample performance appraisal phrases
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I. Contents of getting sample performance appraisal phrases
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Performance review time can be an opportunity to help your employees understand their past
performance and prepare for a year of high performance – or it can be a complete bust that eats
up a lot of time with little benefit. Fortunately – you can decide which it will be. In this tutorial,
you will learn how to become a powerful reviewer – how to help your employees understand
how they are perceived and how to improve their own performance. You can prepare for the next
year so the annual performance evaluation is an enjoyable experience which yields benefits for
your team. Too good to be true?
4 Secrets to a Great Performance Review
It’s unfortunate that many managers don’t know how to hold a great performance review and
can’t teach their employees how to hold great reviews as they are promoted. Many MBA schools
fail at teaching the nuts and bolts of great performance reviews. A great performance review can
be achieved, but you need to understand the secrets of a great performance review.
1. Understand Why You’re Reviewing Your Employee
I’m amazed at the number of management resources that completely miss the most important
point of the employee performance review process – understand why you’re reviewing the
employee.
This might seem like an obvious point. We’re reviewing the performance of the employee so you
can identify his areas of weakness and help improve for next year’s review, right? Right?

Probably not. The real reason you’re probably writing that review is so you can decide on
compensation increases for your staff. There may be a great performance management process in
place at your company, but chances are the underlying reason why you’re writing a performance
review is to manage the compensation process, not the performance process.
Now that you understand why you’re reviewing your employee, let’s work on changing the
perception of the performance review process.
2. Disconnect Compensation and the Employee Review
If you know the real reason why you’re writing a review for an employee, she knows the real
reason as well. The trick for you – and the reason you’re paid to manage your employees – is to
shift the thinking about what an employee evaluation is from compensation to a performance
management process. How do we disconnect the two?
We change the annual performance review to a quarterly checkup.
I know this is easier said than done, but you’re not here reading this tutorial because you want to
just breeze through your performance reviews just to get them done (but if you are here for that
reason, let us help you – here’s a link to a bunch of sample performance review phrases you can
use to speed up the process).
You can reset expectations for the review process by explaining at the start of the process that
you are going to do quarterly performance checkups with the employee and that this is just the
current quarter’s review process. Explain that you will be also doing a compensation review for
the employee which will go to HR, but that the performance management process is separate and
the purpose is to help the employee improve and excel at their job and career.
Disconnecting the performance evaluation from the compensation evaluation will reduce the
stress of the process for both employee and manager. Now that you’re set the ground rules for
the evaluation process, let’s work on including the employee in the process.
3. Engage With Your Employee for a Collaborative Employee Performance Review
No, we’re not just throwing out some fancy management doublespeak here – we are serious
about this one. In order to have an excellent performance review with your employee – not an ok
or mediocre one – you must engage with your employee and work on the review together. I’ve
known a number of managers who take one of two tracks: write all of the performance reviews
and deliver each one to the appropriate employee or have the employee write the performance
review and use that one. Both are common tactics for delivering a performance review, but

unfortunately, both are incorrect. The best way to actually engage an employee in the process
and to have him buy in to the process is to work on the review together.
This doesn’t mean sitting down together to write the review, but each putting your thoughts
together for the review, then meeting to discuss those thoughts and refine what the review should
say together. This will help ensure there are no surprises in the process and that each employee
feels respected – even if you think she is a poor performer. As you prepare the performance
review, you can also work on the employee’s goals for the next year. We’re going to focus on an
employee’s strengths in this process.
4. Focus on Excelling with Strengths, Continuous Improvement for Weaknesses
What was your least favorite subject in school? Are you good with numbers but not very
creative? Excelled in English and grammar, but struggled in science? If you struggled in a
subject in high school, did you find you excelled at it in college? Not likely. Most of us are
strong in one area while weak in another.
Now think about your job. Impress others with your sales ability but weak in day to day
management? Genius with the numbers but problem solving is not your strength? The same
principle with your strengths and weaknesses in subjects in high school and college applies today
– you have areas you are very strong in and areas you are very weak in. Chances are, those areas
have improved somewhat since in the early years of your career, but the chances you flipped
your weakness into a strength are pretty slim.
So why do many of us focus 80% of our time on an employee’s weaknesses when the proper
focus should be 80% on their strengths?
We still need to focus on helping an employee identify and work on their weaknesses. We want
them to be functional in those areas, but if I have an employee who is incredibly creative but
lacks people management skills, I’m going to harness that creativity and not spend all my time
trying to make him into a manager.
When you’re working on the reviews for your employees this year, think about how you can help
an employee invest 80% of their time improving their strengths.
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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 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

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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