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1. Performance appraisal strengths and weaknesses
In this file, you can ref useful information about performance appraisal strengths and weaknesses
such as performance appraisal strengths and weaknesses methods, performance appraisal
strengths and weaknesses tips, performance appraisal strengths and weaknesses forms,
performance appraisal strengths and weaknesses phrases … If you need more assistant for
performance appraisal strengths and weaknesses, please leave your comment at the end of file.
Other useful material for you:
• performanceappraisal123.com/1125-free-performance-review-phrases
• performanceappraisal123.com/free-28-performance-appraisal-forms
• performanceappraisal123.com/free-ebook-11-methods-for-performance-appraisal
I. Contents of getting performance appraisal strengths and weaknesses
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Employee self-evaluations are a tool designed to improve employee performance. By asking
employees to assess their own strengths and weaknesses, you encourage a thoughtful evaluation
of job performance. Self-evaluations also open a dialogue between the employee and supervisors
about how the employee views his job and his prospects for advancement. Employee self-
evaluations should help workers set goals, provide constructive feedback and highlight areas
where the employee and supervisors might not be in agreement on job performance.
Participation
An employee self-evaluation makes the employee a partner in the review process, rather than a
passive recipient. This is the employee’s opportunity to assess her performance, communicate
her needs as an employee and clarify any misunderstanding on job duties and company policy.
She also can assess her relationship with supervisors and share her vision for herself and her job.
These evaluations provide insight into the employee’s morale and where she sees herself in the
company.
Characteristics
An effective employee self-evaluation asks the employee to provide specific examples of
strengths and weaknesses on the job. Ask where the employee feels he needs to improve and
what things about the job he would change. If possible, list specific objectives for the employee’s
position, then ask if these objectives were met. Discuss employee goals and whether or not these
are being met. Ask the employee to set new goals for the coming year. Ask him to review any
2. training he received since the last review, and to assess if this training was effective. Provide
space for the employee to list other training he feels he needs, and to share anything else he
thinks would improve his job performance.
Review
The supervisor should review the employee’s self-evaluation before she sits down with the
employee to discuss job performance. This lets the supervisor to assess if she and the employee
are on the same page when it comes to their views of his job performance. For example, if the
employee feels he needs more training for the position, and the supervisor assumes he has all the
training he needs, this is an area that warrants further discussion. The supervisor should also note
any questions the employee didn't answer or areas of concern he failed to touch on. Once the
supervisor has reviewed the employee’s self-evaluation form, she should discuss it with the
employee face-to-face. The supervisor should do more listening than talking, and ask the
employee to brainstorm solutions to problems, formulate a plan for improvement and set
measurable goals for the coming year. The discussion should cover both strengths and
weaknesses, and not focus solely on negatives and shortcomings.
Other Considerations
You want the employee self-evaluation to be comprehensive, but don't make it too long or
cumbersome to fill out. This could have a negative impact on employee participation in the
process. Consider using online forms rather than paper forms, to streamline the process. Offer
feedback to the employee after the meeting to discuss the self-evaluation. In a letter or email,
repeat key points and steps the employee and the supervisor agreed to take to help the employee
perform better on the job. Make a note to revisit these key areas at the next employee evaluation.
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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.
III. Other topics related to Performance appraisal strengths and weaknesses
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