In this file, you can ref useful information about performance appraisal videos such as performance appraisal videos methods, performance appraisal videos tips
1. Performance appraisal videos
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I. Contents of getting performance appraisal videos
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A key question is: what do you think a performance review is for? If you see it as an end-of-term
report that tells people how they’ve done, it can easily descend into mutual condemnation, with
blame and recrimination taking centre stage. But you can look at it quite differently. A
performance review is an opportunity to have a relaxed and extended conversation with a
colleague, although the manager should do more listening than talking. It’s a time for people to
reflect on how they can increase their own job satisfaction and their value to the organisation.
If you want to conduct more positive and more motivating performance reviews, follow these ten
tips:
1. Structure the session in advance. If you don’t have an agenda to work through, you’re either
inviting the appraisee to take control or you’ll end up having an aimless conversation. Does the
individual have a job description? If so, use that as an agenda for their performance review.
Think about what you’re aiming to do here. Make a list of the points you want to discuss.
2. Create an informal, unhurried atmosphere. Make them feel comfortable and at ease. Ensure
you won’t be disturbed. Start by casually asking how they’re getting on.
3. Praise their successes. The emphasis in any performance review should be on praising their
work. Get them to open up by highlighting what they’ve done well. Make sure they know that
their efforts are appreciated. Encourage them to discuss their role. Talk about their ambitions and
what they’d like to do throughout the rest of their working life.
2. 4. Ensure there are no surprises. The golden rule in a performance review is no surprises. Don’t
use it as an opportunity to list all the things you don’t like about someone’s performance. If
they’re doing things you don’t want them to do, then speak to them at the time. It’s important to
always deal with problems when they happen – and make a note of them.
5. Use self-appraisal. Ask them to appraise themselves (How would you sum up your
performance? What areas do you think you could do better?). People are sometimes harder on
themselves than you’d be.
6. Listen. Check you’ve understood what they’re saying. If necessary, probe with open questions
(What do you mean?). Make sure they do at least half the talking.
7. Get them to face up to any problems. If you want to highlight any deficiencies in their
performance, then be specific. Give examples, don’t make sweeping statements or character
judgements. Make sure you have the figures or data to hand, to back up any statements you
make. If people have faults or if they’ve made mistakes, try to tell them with positive language,
not negative words. Explain how they could do even better, not where they’ve done badly. Stress
their successes as well as any areas for improvement.
8. Avoid the self-defence reflex. Don’t get defensive and don’t get side-tracked into irrelevant
arguments. If the interview becomes difficult, stick to the point, find something about their
performance that you can praise and try to get things back on a more positive note. Always
discuss their performance, not their personality. Never criticise people for who they are, only for
what they do. You can’t change their nature; you can only try to improve their performance.
9. Empathise with their challenges. Don’t be dismissive of any problems they are having. Ask
them to keep notes on any particular challenges. If they have a grievance about something
specific, ask for a report on it and a recommendation of how it can be improved (What do you
suggest we do about this?). Help them to come up with their own solution, rather than imposing
one yourself.
10. Agree a plan for the future. The objective of any performance review is not to get the form
filled in. It is to increase the appraisee’s motivation, develop their potential and enhance their
performance. Think about what they’re going to do personally afterwards. Get them to agree any
improvements (What can you do to make things even better?). Don’t be vague. Agree a specific
target and set a review date.
If performance reviews in your organisation are just a tick-box exercise, you’re wasting an
opportunity. Following the above steps can help your team members feel more valued and more
3. engaged. That’s in your interests because it can improve their attitude, their motivation and their
productivity.
Martin Addison is CEO of Video Arts, the learning content specialist. These tips are taken from
Performance Review: Code Red, a new video-based training resource from Video Arts which
shows how to conduct an effective performance review and how managers can handle three
difficult types of appraisee. It is available as a video, e-learning or mobile learning course
==================
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
4. 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
5. 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.
