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Staff performance appraisal form

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I. Contents of getting staff performance appraisal form


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The Human Resources web site includes links to a variety of appraisal templates. You may edit
the templates to create your own customized set or sets of appraisal forms to evaluate
performance and communicate in styles and formats that best fit the types of positions held by
the individuals who report to you. You may also reorder the templates in a way that makes sense
for you. When you have completed the editing and/or reordering, you will have created a
performance appraisal document specific to the needs of your entire department or groups within
your department.
Regardless of the template/format you choose, each performance appraisal should include an
overall rating as well as signatures from the employee, the supervisor who wrote the appraisal
and the manager of that supervisor.
A final rating is an important element of this process as this information will be used to
differentiate merit increases in the salary review process and to ensure equity within the two
processes.
Employee Development Plan
Employee development is a key area of focus for the university. The employee development plan
is designed to identify areas of growth for employees, either in their current position or in
preparation for future roles. Areas of focus typically relate to knowledge or skills. Like the
performance management cycle, the employee development cycle should be a process that
begins with identifying the areas where the employee would like to develop; followed by regular
feedback throughout the year; with an update on progress at the end of the year. Development

goals may have a one year completion timeline or they could cross over several years, depending
on the goal.
Upward Appraisals
As a best practice, RIT strongly encourages supervisors, department heads, directors, and vice
presidents to use upward appraisals to facilitate two-way performance communication with their
staff.
Three templates are provided to obtain feedback; open-ended, structured response, and checklist,
similar to the formats of the staff appraisal templates. However, the nature of the feedback
solicited is related to an individuals performance in the areas of supervision, management, and
leadership.
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III. Performance appraisal methods

1. 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.

2. 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.

3. 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 Raters biases

4. 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

5.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
Employees are ranked according to their
performance levels.
It is easier to rank the best and the worst
employee.
Limitations of Ranking Method
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.
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.
When a large number of employees are working,
ranking of individuals become a difficult issue.
There is no systematic procedure for ranking
individuals in the organization. The ranking system does
not eliminate the possibility of snap judgements.

6. 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.

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