Chapter 1: Introduction

The achievement of an organisations goals rests with its people. The more talented the people and the better they are managed and coordinated toward those goals the greater the chance of success. Performance appraisal is all about providing a way to do this. A performance appraisal, performance appraisal is a review, performance method by which evaluation, development the job performance of

discussion, or employee

an employee is evaluated. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations.

What is Performance Appraisal?

A performance appraisal is a review and discussion of an employee's performance of assigned duties and responsibilities. The appraisal is based on results obtained by the employee in his/her job, not on the employee's personality characteristics. The appraisal measures skills and accomplishments with reasonable accuracy and uniformity. It provides a way to help identify areas for performance enhancement and to help promote professional growth. It should not, however, be considered the supervisor's only communication tool. Open lines of communication throughout the year help to make effective working relationships. Each employee is entitled to a thoughtful and careful appraisal. The success of the process depends on the supervisor's willingness to complete a constructive and objective appraisal and on the employee's willingness to respond to constructive suggestions and to work with the supervisor to reach future goals. Theoretically, performance appraisals provide information upon which promotion and salary decisions can be made. Appraisals provide an opportunity to review subordinate's work related behaviour and develop a plan for correcting any deficiencies. In addition, performance appraisal offers an opportunity to review the person's career plan in light of strengths and weaknesses. Performance appraisals are an employer's way of telling employees what is expected of them in their jobs and how well they are meeting those expectations. A typical performance appraisal entails the supervisor: Monitoring the employee's performance,
Page 1

Completing a performance appraisal form about the employee, and Conducting a performance appraisal interview with the employee to discuss

his or her performance. Performance appraisals are conducted over a specific rating periodtypically three months, six months, or a year.

Why Performance Appraisal?

Some people believe that the only reason companies do performance appraisal is for compensation purposes, to justify increase and decrease salaries. Of course companies use performance appraisal to make good decisions about compensation If someone believes in pay-for-performance, they have to have some way to evaluate that performance. There are other reasons for doing performance appraisal. If its done right, performance appraisals tell companies whos a good candidate for promotion and whos properly placed in their current job and who needs to be dismissed. Performance appraisal tells companies where they need to intensify their development efforts. The standards and expectations of some companies are just too high for some people to meet, and performance appraisal helps identifying who those misplaced employees are. All those reasons are most of the time secondary. The real reason organizations have a performance appraisal system is to fulfil an ethical obligation. It means that every person who works for an organization wants the answer to two questions: 1. 2. What do you expect of me? How am I doing at meeting your expectations?

Companies answer the first question about expectations from employees, at the start of the year when they talk about goals and projects and key job responsibilities. Performance appraisal answers the second question about their current performance and contribution. Companies have got an ethical obligation to let people know where they stand. Performance appraisal is the formal, structured process that allows them to meet that responsibility.

Employers appraise performance for a number of reasons. Performance appraisals frequently are used to support HR decisions involving merit increases, promotions, termination, and layoffs. Employers that plan to use a merit pay plan must have a performance appraisal system that effectively and accurately assesses employee performance that the employer wants to reward and is capable of differentiating among different levels of performance.
Page 2

Merit pay decisions which are not based on an accurate and fair performance appraisal system can lead to charges of discrimination, as well as employee dissatisfaction with the pay system. Performance appraisals also can be used to: Motivate employee performance and improve productivity, Facilitate employee growth and development, and Identify current and future training needs.

Objectives of Performance Appraisal

The main objective of performance appraisals is to measure and improve the performance of employees and increase their future potential and value to the company. The other important objectives of Performance Appraisal are: Providing Feedback

Providing feedback is the most common justication for an organization to have a performance appraisal system. Through its performance appraisal process, the individual learns exactly how well he/she did during the previous twelve months and can then use that information to improve his/her performance in the future. In this regard, performance appraisal serves another important purpose by making sure that the bosss expectations are clearly communicated. Facilitating Promotion Decisions

Almost everyone in an organization wants to get ahead. How should the company decide who gets the brass rings? Performance appraisal makes it easier for the organization to make good decisions about making sure that the most important positions are occupied by the most capable individuals. Facilitating Layoff or Downsizing Decisions

Page 3

If promotions are what everybody wants, layoffs are what everybody wishes to avoid. When economic realities force an organization to downsize, performance appraisal helps make sure that the most talented individuals are retained and to identify poor performers who effects the productivity of the organisation. In India, technology firm Cognizant uses annual performance appraisal system to assess its employees for the purpose of retaining talent and for Compensation management. During its annual performance appraisal of the employees, the firm has asked its employees identified as underperformers to leave the organisation. Encouraging Performance Improvement

How can anyone improve if he doesnt know how hes doing right now? A good performance appraisal points out areas where individuals need to improve their performance. Motivating Superior Performance

This is another classic reason for having a performance appraisal system. Performance appraisal helps motivate people to deliver superior performance in several ways. First, the appraisal process helps them learn just what it is that the organization considers to be superior. Second, since most people want to be seen as superior performers, a performance appraisal process provides them with a means to demonstrate that they actually are. Finally, performance appraisal encourages employees to avoid being stigmatized as inferior performers or, often worse, as merely average. Setting and Measuring Goals

Goal setting has consistently been demonstrated as a management process that generates superior performance. The performance appraisal process is commonly used to make sure that every member of the organization sets and achieves effective goals. Counselling Poor Performers

Not everyone meets the organizations standards. Performance appraisal forces managers to confront those whose performance is not meeting the companys expectations.

Page 4

Determining Compensation Changes

This is another classic use of performance appraisal. Almost every organization believes in pay for performance but how can pay decisions be made if there is no measure of performance? Performance appraisal provides the mechanism to make sure that those who do better work receive more pay. Encouraging Coaching and Mentoring

Managers are expected to be good coaches to their team members and mentors to their protgs. Performance appraisal helps identify the areas where coaching is necessary and encourages managers to take an active coaching role. Supporting Manpower Planning

Well-managed organizations regularly assess their bench strength to make sure that they have the talent in their ranks that they will need for the future. Companies need to determine who and where their most talented members are. They need to identify the departments that are rich with talent and the ones that are suffering a talent drought. Performance appraisal gives companies the tool they need to make sure they have the intellectual horsepower required for the future. Determining Individual Training and Development Needs

If the performance appraisal procedure includes a requirement that individual development plans be determined and discussed, individuals can then make good decisions about the skills and competencies they need to acquire to make a greater contribution to the company. As a result, they increase their chances of promotion and lower their odds of layoff. Determining Organizational Training and Development Needs

Would the organization be better off sending all of its managers and professionals through a customer service training program or one on effective decision making? By reviewing the data from performance appraisals, training and development professionals can make good decisions about where the organization should concentrate company-wide training efforts.

Page 5

Validating Hiring Decisions

Is the company hiring talented and efficient employees or no can only be answered when the performance of newly hired individuals is assessed can the company learn whether it is hiring the right people. Providing Legal Defensibility for Personnel Decisions

Almost any personnel decision - termination, denial of a promotion, and transfer to another department can be subjected to legal scrutiny. If one of these is challenged, the company must be able to demonstrate that the decision it made was not based on the individuals race or handicap or any other protected aspect. A solid record of performance appraisals greatly facilitates legal defensibility when a complaint about discrimination is made. Improving Overall Organizational Performance

This is the most important reason for an organization to have a performance appraisal system. A performance appraisal procedure allows the organization to communicate performance expectations to every member of the team and assess exactly how well each person is doing. When everyone is clear on the expectations and knows exactly how he is performing against them, this will result in an overall improvement in organizational success. Training Needed

These appraisals also identify the necessary training and development the employee needs to close the gap between current performance and desired performance.

Advantages of Performance Appraisal

For the appraised: Increased motivation and job satisfaction. Clear understanding of what is expected and what needs to be done to meet

expectations. Opportunity to discuss aspirations and any guidance, support or training needed to

fulfil these aspirations.

Page 6

Improved working relationships with the superior. Opportunity to overcome the weaknesses by way of counselling and guidance

from the superior. Increased sense of personal value as he too is involved in the appraisal process

For the appraiser: Opportunity to develop an overview of individual jobs. Opportunity to identify strengths and weaknesses of appraisees. Increased job satisfaction. Opportunity to link team and individual objectives with department &

organizational objectives. Opportunity to clarify expectations that the manager has from teams and

individuals. 6. Opportunity to re-prioritize targets. 7. Means of forming a more productive relationship with staff based on mutual

trust and understanding. 8. Due to all above increased sense of personal value

For the company: staff. Effective communication of organizations objectives and values. Improved overview of tasks performed by each member of a group. Identification of ideas for improvement. Creation and maintenance of a culture of continuous improvement. Communication to people that they are valued. Improved performance throughout the organization due to: Increased sense of cohesiveness and loyalty. Managers are better equipped to use their leadership skills and to develop their

Disadvantages of Performance Appraisal

If not done right, they can create a negative experience. Performance appraisals are very time consuming and can be overwhelming to managers with many employees.

Page 7

They are based on human assessment and are subject to rate errors and biases. Can be a waste of time if not done appropriately. They can create a very stressful environment for everyone involved.

Who Conducts Them?

Human resource management & performance management Human resource management conducts performance management. Performance management systems consist of the activities and/or processes embraced by an organization in anticipation of improving employee performance, therefore, organizational performance. Consequently, performance management is conducted at the organizational level and the individual level. At the organizational level, performance management oversees organizational performance and compares present performance with organizational performance goals. The achievement of these organizational performance goals depends on the performance of the individual organizational members. Therefore, measuring individual employee performance can prove to be a valuable performance management process for the purposes of HRM and for the organization. Many researchers would argue that performance appraisal is one of the most important processes in Human Resource Management. The performance management process begins with leadership within the organization creating a performance management policy. Primarily, management governs performance by influencing employee performance input (e.g. training programs) and by providing feedback via output (i.e. performance assessment and appraisal). The ultimate objective of a performance management process is to align individual performance with organizational performance. A very common and central process of performance management systems is performance appraisal. The PA process should be able to inform employees about the organization's goals, priorities, and expectations and how well they are contributing to the organization

Page 8

Performance Appraisal Process

Page 9

1. Set The Objectives of Performance Appraisal

Performance appraisal is a strategic tool to achieve the mission and objectives of the organization. How the organization intends to stay competitive, attain competitive advantage and continually grow and develop spells the objectives of performance appraisal. Human resources are the means of attaining organizational goals and objectives without strategic linkage, performance appraisal will not be useful for the organization.

2. Establish Standards of Performance

The second step in the process of performance appraisal is the setting up of the standards which will be used to as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. The standards set should be clear, easily understandable and in measurable terms.

3. Communicating The Performance Standards to Employees

Once set, it is the responsibility of the management to communicate the standards to all the employees of the organization. The employees should be informed and the standards should be clearly explained to the. This will help them to understand their roles and to know what exactly is expected from them. The standards should also be communicated to the appraisers or the evaluators and if required, the standards can also be modified at this stage itself according to the relevant feedback from the employees or the evaluators.

4. Measure Actual Performance

The most difficult part of the Performance appraisal process is measuring the actual performance of the employees that is the work done by the employees during the specified period of time. It is a continuous process which involves monitoring the performance throughout the year. This stage requires the careful selection of the appropriate techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work.

Page 10

5. Compare Actual Performance With The Standard Performance

The actual performance is compared with the desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set. The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance. It includes recalling, evaluating and analysis of data related to the employees performance.

6. Discuss The Report With Employees

The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening. The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus. The feedback should be given with a positive attitude as this can have an effect on the employees future performance. The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better.

7. Take Corrective Actions

The last step of the process is to take decisions which can be taken either to improve the performance of the employees, take the required corrective actions, or the related HR decisions like rewards, promotions, demotions, transfers etc.

Page 11

Page 12

Chapter 2: Methods of Performance Appraisal

Over the years, the value of performance appraisal has been understood better by organisations. With course of time, the methods of appraisal have also evolved and undergone change. However, there are two methods of performance appraisal, namely, Traditional & Modern methods of appraisal.

A. Traditional Methods of Performance Appraisal

1. Essay Appraisal Method This traditional form of appraisal, also known as Free Form method involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. A major drawback of the method is the inseparability of the bias of the evaluator. Under this method, the rater is asked to express the strong as well as weak points of the employees behaviour. This technique is normally used with a combination of the graphic rating scale because the rater can elaborately present the scale by substantiating an explanation for his rating. 2. Straight Ranking Method Under the ranking method, the manager compares an employee to other similar employees, rather than to a standard measurement. An offshoot of ranking is the forced distribution method, which is similar to grading on a curve. Predetermined percentages of employees are placed in various performance categories, for example, excellent, above average, average, below average, and poor,. The employees ranked in the top group usually get the rewards (raise, bonus, promotion), those not at the top tend to have the reward withheld, and those at the bottom sometimes get punished. Managers have to make evaluative decisions, such as who is the employee of the month, who gets a raise or promotion, and who gets laid off. So when we have to make evaluative decisions, we generally have to use ranking. However, our ranking can, and when possible should, be based on other methods and forms. Ranking can also be used for developmental

Page 13

purposes by letting employees know where they stand in comparison to their peersthey can be motivated to improve performance. 3. Paired Comparison A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings. 4. Critical Incidents Method This technique of performance appraisal was developed by Flanagan and Burns. The manager prepares lists of statements of very effective and ineffective behaviour of an employee. These critical incidents or events represent the outstanding or poor behaviour of employees on the job. The manager maintains logs on each employee, whereby he periodically records critical incidents of the workers behaviour. At the end of the rating period, these recorded critical incidents are used in the evaluation of the workers performance. This method provides an objective basis for conducting a thorough discussion of an employees performance. This method avoids bias (most recent incidents get too much emphasis). This method suffers however from the following limitations:

Negative incidents may be more noticeable than positive incidents. The supervisors have a tendency to unload a series of complaints about incidents during an annual performance review session.

It results in very close supervision which may not be liked by the employee. The recording of incidents may be a chore for the manager concerned, who may be too busy or forget to do it.

5. Confidential Report System Confidential report system is well known method of performance appraisal system mostly being used by the Government organisations. In this method of appraising system, Subordinate is observed by his superiors regarding his performance in the job and on his duties done. Thereafter Superior writes confidential report on his performance, mainly on his behaviour in the organisation and conduct and remarks if any. Confidential reports will be kept confidential and will not be revealed to anyone and finally confidential reports will be
Page 14

forwarded to the top management officials for taking decision against person on whom confidential report has made. Confidential reports are the main criteria for promoting or transferring of any employee mainly in the government sector. All governmental organisations example judiciary, police Department and other government departments in the India are using confidential reports method as a tool to know about the employee and to take any decision connecting to him. The superiors who appraise their subordinates performance, behaviour and other key issues will be kept in the form of writing on paper, which is called as confidential report. Confidential report should not be sent openly on a paper, it must be kept in a sealed cover to send it to decision-making authorities. Only authorised persons are allowed to open the sealed covers which consist of confidential reports. Confidential reports shall not be handed over in loose sheets to the subordinates.

6. Rating Scales Method Creating Scales Method is commonly used method for assessing the performance of the employees and well-known traditional method of performance appraisal of employees. Many corporations and companies example in the country India, telecommunications company likely Airtel and US IT companies like Dell Corporation are using this method for evaluating the employees and subsequently take decisions on concerned employee. Depending upon the job of employee under this method of appraisal traits like attitude, performance, regularity, accountability and sincerity etc, are rated with scale from 1 to 10. 1 indicates negative feedback and 10 indicates positive feedback as shown below. Attitude of employee towards his superiors, colleagues and customers 1 2 Extremely poor 3 4 5 6 7 8 9 10 Excellent

Regularity in the job 1 2 Extremely poor 3 4 5 6 7 8 9 10 Outstanding

Page 15

Under this method of performance appraisal, employee may be assessed by his superiors, colleagues, subordinates or sometimes by his customers which all depends on nature of the company or job which is added where the employee. Appraiser is a person who appraises employee will give rating for every trait given by marking or choosing number basing on his observation and satisfaction. Ultimately all numbers chosen or marked will be added to determine highest score gained by employee. Employee who scored more points will be treated as top performer following descending scored employees will be treated as low performer and the least scored employee will be treated as non-performers.

7. Checklist Method The rater is given a checklist of the descriptions of the behaviour of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees. Another simple type of individual evaluation method is the checklist. A checklist represents, in its simplest form, a set of objectives or descriptive statements about the employee and his behaviour. If the rater believes strongly that the employee possesses a particular listed trait, he checks the item; otherwise, he leaves the item blank. A more recent variation of the checklist method is the weighted list. Under this, the value of each question may be weighted equally or certain questions may be weighted more heavily than others. The following are some of the sample questions in the checklist. Is the employee really interested in the task assigned? Is he respected by his colleagues (co-workers) Does he give respect to his superiors? Does he follow instructions properly? Does he make mistakes frequently? Yes/No Yes/No Yes/No Yes/No Yes/No

8. Graphic Rating Scale This is the very popular, traditional method of performance appraisal. Under this method, core traits of employee pertaining to his job are carefully defined like Attitude, Knowledge of Work, Managerial Skills, Team Work, Honesty, Regularity, Accountability, Interpersonal relationships, Creativity and Discipline etc. These traits are allotted with numerical scale to tabulate the scores gained by appraisee (employee) in performance assessment relating to
Page 16

his job by appraiser (employer) and sum-up to determine the best performer. Appraiser ticks rating of particular trait depending upon his endeavour in his job. Score vary from employee to employee depending up on his performance levels and endeavour in his job.

This method is popular because it is simple and does not require any writing ability. The method is easy to understand and use. Comparison among pairs is possible. This is necessary for decision on salary increases, promotion, etc. Companies like Dell, Maruti Suzuki India Ltd and Airtel are using this graphic rating scale method to appraise performance of their employees in their jobs and to take decisions regarding the matters concerned to employees.
Example of Graphic Rating Scales Method Performance Trait Attitude Knowledge of Work Managerial Skills Team Work Honesty Regularity Accountability Interpersonal relationships Creativity Discipline Excellent 5 5 5 5 5 5 5 5 5 5 Good 4 4 4 4 4 4 4 4 4 4 Average 3 3 3 3 3 3 3 3 3 3 Fair 2 2 2 2 2 2 2 2 2 2 Poor 1 1 1 1 1 1 1 1 1 1

9.

Forced Distribution

A rating system used by companies to evaluate their employees. The system requires the managers to evaluate each individual, and rank them typically into one of three categories (excellent, good, poor). The system is thought to be relatively widely-used, but remains somewhat controversial due to the competition it creates, and also the reality that not all employees will fit neatly into one of the categories and might end up in a category that does not reflect their true performance. One of the first companies to use this system was General Electric, in the 1980s. Forced ranking is a method of performance appraisal to rank employee but in order of forced distribution.

Page 17

For example, the distribution requested with 10 or 20 percent in the top category, 70 or 80 percent in the middle, and 10 percent in the bottom. The top-ranked employees are considered high-potential employees and are often targeted for a more rapid career and leadership development programs. In contrast, those ranked at the bottom are denied bonuses and pay increases. They may be given a probationary period to improve their performance.

B. Modern Methods of Performance Appraisal

1. Assessment centre method This method was used for the first time in 1930 by the German army and then in 1960s by the British army. This method tests a candidate in different social situations using a number of assessor and procedures. The performance of an employee an also his potential for a new job is evaluated in this method by assessing his performance on job related simulations. Characteristics that the concerned managers feel are important for the success of a particular job are included in these simulations. Techniques like business games role playing and in basket exercises are used in this method. The employees are evaluated individually as well as collectively on job related characteristics. Personal interview and projective tests help in assessing the motivation, career orientation and dependence on others of an employee. To measure the intellectual capacity written tests are used. The evaluators in this method consist of experienced manager working at different levels who prepare a summary report for the management as well as for the employees. This technique usually measures the planning ability interpersonal skills and organizational skills of an employee. 2. Human Resource Accounting Method Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money. In this method the Performance appraisal of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their

Page 18

compensation, recruitment and selection costs, induction and training costs etc whereas their contribution includes the total value added (in monetary terms). The difference between the cost and the contribution will be the performance of the employees. Ideally, the contribution of the employees should be greater than the cost incurred on them.

3. Appraisal through management by objectives (MBO) This concept was introduced by Peter Drucker in 1954 who named it management by objectives and self control. It is an effective way it is also known as goal setting approach to appraisal .In this process the supervisor and subordinate members jointly identify the common goals of the organization and set the areas of the responsibility of each individual in terms of results expected from that person. These measures are use for operating the unit as well as for appraising the performance of the employees.

4. The 360 degree appraisal The 360 degree method of performance appraisal is used to make the appraisal process more transparent, objective and participative. It introduced the concepts of self appraisal subordinates appraisal, peer appraisal and appraisal by customers. It is called a 360 degree method because it involves the evaluation of an employee by persons above him, below him and alongside him. Structured questionnaires are used to collect information from the seniors, subordinates and peers. The employee to be evaluated thus acquires a central position and everyone around him participates in the appraisal process in the 360 degree method. The following four are the main components of 360 degree appraisal: a. Self appraisal: It allows an employee complete freedom in accessing his or her strengths objectively and identifying the areas of development. The employees get a chance to share the development areas with their seniors based on their self appraisal and jointly worked out a plan in tune with the organizational realities like the availability of resources and time. It also gives a chance to the employee to express his career plans which is in the interest of the organization as it knows beforehand the aspirations of its employee.

Page 19

b. Appraisal by superiors: An appraisal by superiors involves providing constructive, feedback about the performance of any employee as well as his development areas during the review period. It helps in setting goals for the employees that help in achieve the organizational goals and improve the performance of the employee. The career aspirations of an employee are also put in proper prospective. c. Appraisal by subordinates: This is a unique feature of the 360 degree method of appraisal. As the subordinates play an important role in the performance of the employee. The feedback by the subordinates gives firsthand account of how they look at their superior in terms of working style. The capability of a superior in motivating, delegating the work, building a team and communicating with them effectively form the basis of appraisal by the subordinates. d. Peer appraisal: It also plays an important role in 360 degree appraisal as the role of peers is quite important in life of an employee. Selecting the right peers is very important and peers from the departments that are directly related with the department of the employee should also be included. It mainly focuses on feedback about the style of functioning of the employee under review and can also include his ability to work as team leader besides his co-operation and collaboration. e. Potential appraisal: It is different from performance appraisal as it refers to the abilities of the employees that are not being used at the time of appraisal. It searches for the latent abilities of the employee in discharging higher responsibilities in future. The potential of the employees is judged on the basis of his present performance, personality traits, past experience and age and qualification. It also looks at the unused skills and knowledge of an employee. It aims at informing the employee their future prospectus and helps the organization in drawing your suitable successions plan. It also requires updating the training efforts regularly and advised the employees on things which they can do to improve their career prospectus.

Page 20

5. Behaviourally anchored rating scale (BARS) This method combines the graphic rating scale and the critical incident method. It determines in advance the critical areas of the performance and the most effective behaviour to achieve the results. Then the actual job behaviour of an employee is evaluated against the predetermined behaviour.

Page 21

Chapter 3: Behaviourally Anchored Rating Scales (BARS)

BARS refer to Behaviourally Anchored Rating Scales. It was developed by Smith and Kendall to provide a better method of rating employees. It differs from "standard" rating scales in one central respect, in that it focuses on behaviours that are determined to be important for completing a job task or doing the job properly, rather than looking at more general employee characteristics for example personality, vague work habit, etc.

So, rather than having a rating item that says: Answers phone promptly and courteously, a BARS approach may break down that task into behaviours: For example:

Answers phone within five rings. Greets caller with "Hello, This is the Dinkle Company, how may I help you?"

Notice how the BARS items are describe the important behaviours. Once those behaviours are identified for a particularly job, or employee, the items can be used to base a numerical or performance label on, let's say a five point, or seven point scale.

Behaviourally Anchored Rating Scales (BARS) is a relatively new technique which combines the graphic rating scale and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioural statements describing important job performance qualities as good or bad (for e.g. the qualities like inter-personal relationships, adaptability and reliability, job knowledge etc). These statements are developed from critical incidents. In this method, an employees actual job behaviour is judged against the desired behaviour by recording and comparing the behaviour with BARS. Developing and

practicing BARS requires expert knowledge.

Development of BARS evaluations requires an in-depth understanding of each positions key tasks, along with an understanding of the full range of behaviours displayed by individuals in carrying out such tasks. You rate these behaviours for each employee; then you anchor each behaviour to points on a rating scale, which indicates whether the behaviour is exceptional, excellent, fully competent, or unsatisfactory. The result is a rating scale for each task.

Page 22

For example, in a hypothetical position of human resources coordinator, one of the job holders responsibilities is to complete status change notices, which update the personnel system regarding changes in employee pay, position, title, supervisor, and personal data. The BARS method for this specific task in this specific job could read as follows: 5 - Exceptional performance: Accurately completes and submits all status change notices within an hour of request. 4 - Excellent performance: Verifies all status change notice information with requesting manager before submitting. 3 - Fully competent performance: Completes status change notice forms by the end of the workday. 2 - Marginal performance: Argues when asked to complete a status change notice. 1 - Unsatisfactory performance: Says status change notice forms have been submitted when they havent.

Advantages of BARS

Its behaviourally based

The BARS system is totally focused on employee performance. Ideally, it removes all uncertainty regarding the meaning of each numerical rating.

Its easy to use

The clear behavioural indicators make the process easier for the manager to carry out and the employee to accept.

Its equitable

With its heavy emphasis on behaviour, the evaluation process comes across as fair.

Its fully individualized

From the standpoint of consistency within a company, BARS is designed and applied individually and uniquely for every position.

Its action-oriented

Page 23

With an understanding of the specific performance expectations and standards of excellence, employees can much more easily take steps to improve their performance, and theyre more likely to do so as a result

Ratings are not easily subjected to different interpretations of raters. It meets EEOC (Equal Employment Opportunity Commission) guidelines for fair employment practices, since job criterion for assessment are derived from actual job performance and are related to it. Based on samples of actual behavior More effective behavior identified for training. Instruments used by those who helped to develop it. A more accurate gauge. Clear standards. Feedback Independent dimensions. Consistency

Disadvantages of BARS

The process of creating and implementing BARS is time-consuming, difficult and expensive

Each BARS form must be created from scratch for every position in the company.

Sometimes the listed behaviours still dont include certain actions required of the employee, so managers can have difficulty as signing a rating.

Its high maintenance

Jobs change over time, which means that BARS requires a high degree of monitoring and maintenance.

Its demanding of managers.

In order to successfully conduct BARS evaluations, managers need detailed information regarding the actions of their employees. Gathering such data can be quite time-consuming, and many managers end up letting this slide.
Page 24

Construction of Behaviourally Anchored Rating Scales

Collect critical incidents

Identify performance dimensions

Reclassification of instruments

Assigning value to the incidents

Producing the final instrument

Page 25

Step 1: Collect Critical incidents: People with knowledge of the job to be probed such as job holders and supervisors describe specific examples of effective and ineffective behavior related to job performance.

Step II: Identify Performance Dimensions:

The people assigned the task of developing the instrument cluster the incidents into a small set of key performance dimensions. Most performances fall generally between five and ten dimensions. Examples of performance dimensions include technical competence, relationships with customer handling or paperwork, and meeting day-to-day deadlines. While developing varying levels of performance for each dimension (anchors), specific examples of behavior should be used that is rated in terms of good, average or below average performance later.

Step III: Reclassification of Incidents: Another group of participations who are knowledgeable about the job is instructed to retranslate or reclassify the critical incidents generated (in Step II) previously. They are given the definition of job dimension and told to assign each critical incident to the dimension that it best describes. At these stage incidents for which there is not 75% agreements are discarded as being too subjective.

Page 26

Step IV: Assigning Scale values to the Incidents: Each incident is the rated on a one-to-nine scale with respect to how well it represents performance on the appropriate dimension. A rating of one represents in effective performance; the top scale value indicates very effective performance. The second group of participants usually assigns the scale values. Means and standard deviations are then calculated for the scale values assigned to each incident. Typically incidents that have standard deviation of 1.50 or less (on a 7-point scale) are retained.

Step V Producing the Final Instrument: About six or seven incidents for each performance dimension all having met both the retranslation and standard deviation criteria will be used as behaviour anchors. The final BARS instrument consists of a series of vertical scales (one for each dimension) anchored (or measured) by the final incidents. Each incident is positioned on the scale according to its mean value attribution.

Page 27

Examples of Behaviourally Anchored Rating Scales

1.

Acceptance of Supervision Willingly accepts and follows instructions given by supervisor in the performance of duties; responds to training and coaching in a constructive manner.

Rating Meets Expectation

Possible Behavioural examples Readily accepts and completes assigned responsibilities Attempts to improve performance following constructive criticism Follows policies set by supervisor without reminder Cooperates willingly with supervisor Follows specific instructions Demonstrates exceptional ability to independently complete assigned responsibilities Never complains about assigned tasks Improves performance following constructive criticism Knows and follows all policies set by supervisor Complains about assigned tasks; often questions supervisory requests Fails to consistently follow all policies set by supervisor Becomes upset when constructively criticized Sometimes fails to follow specific instructions

Exceeds Expectation

Does Not Meet Expectation

2.

Adaptability/Flexibility Adapts readily to new situations and changes in the workplace; works well under pressure; learns and functions well under widely different situations and circumstances.

Rating Meets Expectation

Possible Behavioural examples Readily adjusts to new situations and responsibilities Easily handles a wide variety of tasks, sometimes concurrently Readily comprehends new job related information Performs well under widely different and/or changing circumstances Functions effectively under unusually high levels of mental or emotional stress Capable of assisting other staff with change while maintaining regular personal workload Conforms to changing demands with a positive attitude and skills

Exceeds Expectation

Page 28

Does Not Meet Expectation

Has difficulty adjusting to changes in workload or assignments Becomes nervous or upset under normal job stress Loses composure under higher than normal stress level Lacks patience when dealing with more than one assignment

3. Change Management Openly supports change; motivates and encourages

fellow employees to support change; successfully implements change in work unit.

Rating Meets Expectation

Possible Behavioural examples Works hard to implement successful change in areas of responsibility Openly supports change Recommends and implements further changes to improve processes and customer service Encourages others to make changes Makes serious effort and takes responsible risk to improve processes Actively promotes the possibilities that change can bring Regularly tries new ways of doing things to improve processes Searches for and implements best practices to improve processes and customer service Resists change or innovation, or takes a wait & see approach Can become defensive Averse to taking any risk Continues to try to do things the way they have always been done.

Exceeds Expectation

Does Not Meet Expectation

4. Communication Comprehends oral and written information, and clearly and

effectively expresses self in the presentation of ideas; develops written work in a logical and comprehensive manner where appropriate.

Rating Meets Expectation

Possible Behavioural examples Demonstrates oral and written communication skills commensurate with job responsibilities Reports and communications are accurately spelled and utilize correct grammar Possesses sufficient command of English language and adequate grammar skills for position

Page 29

Able to effectively present personal viewpoint Consistently attempts to be effective and attentive listener Readily comprehends oral and/or written instructions when first presented Demonstrates unique ability to transmit difficult information in an understandable manner Superior comprehension of oral and/or written instructions Capable of reviewing materials for others due to superior command of English usage Possesses outstanding persuasive powers Practices superior listening skills and positive body language techniques Reports and communications are vague or poorly written Reports and communications contain spelling or grammar errors Has difficulty verbalizing thought patterns, or expressing facts, ideas, and/or questions needed for position Misinterprets or is slow to comprehend oral and/or written instructions Practices insufficient listening skills which promote an environment of misunderstanding

Exceeds Expectation

Does Not Meet Expectation

5. Composure/Stability Works well under pressure; responds appropriately to

stressful/emergency situations; approaches tasks with patience and firmness; is consistent in behaviour.

Rating Meets Expectation

Possible Behavioural examples Takes appropriate action in emergency situations Maintains composure in emergency or high-stress situations Acts in a calm, yet firm manner under adverse conditions Rarely intimidated by others Exercises authority when appropriate Acts professionally in all situations Is not intimidated by any person/situation Responds quickly and efficiently in emergency situations Remains firm and calm under serious/dangerous circumstances Is uncertain of appropriate action in emergency situations Is reluctant to or uncertain how to exercise appropriate authority Becomes nervous or upset under normal stress levels Loses composure in emergency or high-stress situations Is easily intimidated by others

Exceeds Expectation

Does Not Meet Expectation

Page 30

6. Confidentiality Can be trusted to use discretion in dealing with customers

and fellow employees; maintains confidentiality of information or materials appropriate to position.

Rating Meets Expectation

Possible Behavioural examples Maintains the confidentiality of all appropriate records or materials Uses discretion in dealing with all clients/customers and/or fellow employees Does not participate in office gossip concerning clients/customers and/or fellow employees Discloses appropriate information at appropriate times based on relevant statutes, rules or policies Actively promotes atmosphere of confidentiality through continuous monitoring and communication of confidentiality standards Actively discourages office gossip about clients/customers and/or fellow employees Demonstrates lack of concern for confidentiality through behavior or conversation Participates in office gossip with little regard to potential negative consequences Demonstrates insufficient knowledge of all statutes and/or policies relating to the confidentiality of relevant records and materials

Exceeds Expectation

Does Not Meet Expectation

7. Customer Service Demonstrates knowledge of internal and external

customers; is sensitive to customer needs and expectations; anticipates needs and responds promptly and willingly to provide information, services and/or products as needed.

Rating Meets Expectation

Possible Behavioural examples Demonstrates understanding of internal customer concept and treats all customers with high levels of sensitivity and respect Always provides satisfactory and sometimes excellent customer service Responds to all customer requests promptly

Page 31

Maintains personal accountability and ownership in customer service rendered Seeks feedback from customers and adjusts behavior accordingly Provides excellent service to all customers, frequently going beyond what is strictly required Keeps informed about customers needs and/or wants and in general, anticipates customers needs Responds to customer requests with high degree of sensitivity and a sense of urgency Builds close, collaborative relationships with all customers Motivates others to provide service excellence and leads by example Examines and recommends changes to processes to improve customer service Demonstrates inadequate knowledge of internal customer concept Views customers as an irritation and/or a problem Resists changes in how customers are served Waits to be asked before responding to customers needs Responds to requests with little sense of urgency

Exceeds Expectation

Does Not Meet Expectation

8. Directing/Coaching Defines and coordinates work and delegates

appropriately to best accomplish goals; adjusts assignments to maintain workflow; provides immediate and effective feedback to employees concerning behaviour and performance.

Rating Meets Expectation

Possible Behavioural examples Allocates materials and equipment to accommodate work flow Regulates the assignments and responsibilities of subordinate employees to ensure that work is completed on or ahead of schedule Work assignments are delegated to optimize output Reassigns tasks when necessary Skilfully manages subordinates for optimal performance and output Demonstrates superior skill in ensuring that priorities are adhered to Demonstrates exceptional ability to meet/exceed deadlines in emergency situations Voluntarily directs additional administrative responsibilities Has difficulty in prioritizing, delegating, monitoring or adjusting work activities of subordinate employees Has difficulty meeting deadlines Does not coordinate interdepartmental issues Fails to direct staff toward achieving maximum performance

Exceeds Expectation

Does Not Meet Expectation

Page 32

9. Drive for Results Understands importance of achieving results; makes

effort necessary to achieve goals/objectives; achieves results requested or agreed upon.

Rating Meets Expectation

Possible Behavioural examples Understands importance of achieving results Makes all effort necessary to achieving goals/objectives Usually achieves requested results in appropriate time frame Takes appropriate decisive action to achieve goals/objectives Consistently surpasses requested results or agreed upon objective Not deterred by uncertainty, risk or conflict; results oriented Demonstrates high sense of urgency in achieving results Rarely achieves desired results Makes excuses for lack of achievement Tends to blame others or circumstances when results were achievable May be stopped by uncertainty, risk or conflict Visible lack of urgency, commitment, or effort for results

Exceeds Expectation

Does Not Meet Expectation

10. Employee Relations Is supportive, considerate, fair, and objective in ones

behaviour toward subordinates; establishes and maintains a cordial and harmonious work atmosphere.

Rating Meets Expectation

Possible Behavioural examples Establishes/maintains a cordial and harmonious work atmosphere by effectively communicating with individuals Offers encouragement and support to subordinates when work gets difficult Exhibits fair and objective behaviour toward subordinate employees Promotes an environment that is low in conflict Encourages employees to communicate ideas or questions regarding work operations Extremely fair, supportive, and objective in behaviour toward subordinates Promotes a respect-filled environment Often subjective and/or unfair when dealing with individuals Ineffective in establishing or maintaining a cordial and harmonious work atmosphere

Exceeds Expectation

Does Not Meet Expectation

Page 33

Provides little encouragement or support to employees Environment is conflict-filled.

11. Financial Planning/Budgeting Fully understands the budgetary parameters

of the work unit; plans and operates within the budget; capable of rationalizing allocation of resources.

Rating Meets Expectation

Possible Behavioural examples Formulates, prioritizes and develops budgetary items Capable of rationalizing allocation of resources for budgetary line items Plans and operates within budget; continually reprioritizes to reflect changes in resources Formulates expense guidelines for ongoing and future projects Manages fiscal resources in emergency situations Reviews budgets for cost efficiencies Expert ability to manage emergency budget revisions Exceptional ability to identify, investigate, and manage budgetary results Demonstrates unique aptitude to forecast budgetary factors Presents effective case in communicating budgetary requests Manages to deliver positive budgetary results Inaccurately forecasts budgetary parameters Fails to establish budgetary priorities Fails to adequately manage fiscal resources resulting in excessive cost overruns Rarely reviews budgets for cost efficiency

Exceeds Expectation

Does Not Meet Expectation

12. Interpersonal Relations Establishes effective working relationships with

co-workers, supervisors & managers, clients and/or the public; gets along well with others.

Rating Meets Expectation

Possible Behavioural examples Usually tactful, considerate and respectful in dealing with others Establishes or maintains rapport with others Resolves infrequent conflicts in an appropriate and respectful way

Page 34

Cooperates with all other staff to complete assignments Uses discretion when dealing with others Refrains from disturbing the work of others Does not allow personal issues to intrude on work relationships Always tactful, considerate and respectful in dealing with others Never experiences conflict with others Demonstrates exceptional ability to promote a positive atmosphere among co-workers Continuously establishes effective work relationships with all agency stakeholders Personal issues never intrude on work relationships Frequently involved in conflict with others Has difficulty being tactful, considerate and respectful in dealing with others Is indiscreet in dealing with others Personal issues frequently intrude on work relationships Reluctant or refuses to cooperate with others in completing work assignments Disturbs others while they are working

Exceeds Expectation

Does Not Meet Expectation

13. Job Knowledge Possesses adequate knowledge skills and experience to

perform the duties of the job; understands the purpose of the work unit and how position contributes to the overall mission of the agency; maintains competency in essential areas.

Rating Meets Expectation

Possible Behavioural examples Demonstrates substantial knowledge and skill in job-related areas Willingly participates in training to maintain or enhance current knowledge of principles, procedures, methods, and/or technology Has thorough knowledge of how ones job fits into the overall agency mission May serve as resource person for peers Frequently serves as resource person for peers May serve as resource person for supervisor Demonstrates exceptional knowledge and skills in job-related areas Proactively remains up to date with all principles, procedures, methods, and technology Demonstrates insufficient or vague knowledge and skill in jobrelated areas Exhibits little interest in training to maintain current knowledge of principles, procedures, methods or technology

Exceeds Expectation

Does Not Meet Expectation

Page 35

Is frequently unable to answer job-related questions

14. Judgment Exercises logical thinking and foresees consequences of actions;

has adequate knowledge of all applicable policies or rules and selects appropriate guidelines or procedures to follow in a variety of situations.

Rating Meets Expectation

Possible Behavioural examples Reports all incidents to appropriate source and completes all required documentation Requests assistance from appropriate personnel when necessary Recognizes and chooses appropriate course of action when dealing with difficult or sensitive situations Makes appropriate decisions when dealing with client population and peers Recognizes all potentially dangerous situations and takes appropriate action Ensures all security procedures are followed according to agency policy Consistently recognizes and chooses best course of action when dealing with difficult or sensitive situations Reports are consistently accurate, concise and clearly understandable Utilizes security procedures to anticipate and prevent problems Reports are incomplete, inaccurate or incomprehensible Fails to choose appropriate course of action when dealing with difficult or sensitive situations Negligent in performing security procedures

Exceeds Expectation

Does Not Meet Expectation

15. Motivation/Initiative Displays an interest in performance of tasks, including

those over and above regular assignments; willingly accepts increasing responsibility and accountability; makes recommendations and suggestions to improve operations.

Rating Meets Expectation

Possible Behavioural examples Willingly accepts increasing levels of accountability Takes initiative to enlarge scope of responsibility Makes recommendations and suggestions to improve operations Sometimes recommends taking on work to facilitate improvements in operational excellence

Page 36

Willingly performs additional assignments after expected/delegated work is completed Provides information, coaching and training to others to enhance their knowledge or skills Proactively takes on increasing levels of accountability Seeks assignments in addition to expected work Anticipates problems and develops alternatives in advance Does not assume or accept personal responsibility Needs frequent guidance and assistance Does not make a move without direction or approval Does only what is required

Exceeds Expectation

Does Not Meet Expectation

16. Organizational Commitment Displays high level of effort and commitment

to performing work; operates effectively within the organizational structure; demonstrates trustworthiness and responsible behaviour.

Rating Meets Expectation

Possible Behavioural examples Follows through on assigned work Shows concern about completion of work Assumes accountability for own actions Readily accepts assignments Volunteers for additional work when assignments are completed Frequently performs duties over and beyond job description Volunteers for additional assignments to relieve pressure on supervisor or co-workers Willingly assumes total responsibility for own actions Familiarizes self with co-workers jobs in order to provide assistance during an absence or when workload is heavy Does not seek additional assignments after expected work is completed Reluctant to assume accountability for own actions Complains about duties Selectively completes only duties enjoyed Complains when asked to perform an extra task

Exceeds Expectation

Does Not Meet Expectation

Page 37

17. Physical Effort Puts forth the physical exertion required to perform

assigned tasks. Can be counted on to do ones share of the work.

Rating Meets Expectation

Possible Behavioural examples Works well in all temperatures Adequately performs required heavy lifting Performs at a sufficient rate of speed Willing to work in uncomfortable conditions and/or carry out unpleasant tasks Volunteers to work in uncomfortable conditions and/or carry out unpleasant tasks Skilfully performs tasks at great speed Works well in extreme heat or cold Frequently volunteers to exert above average physical effort Performs at inadequate rate of speed Reluctant to work in uncomfortable conditions and/or carry out unpleasant tasks Reluctant to work in extreme heat or cold Depends on co-workers to do required heavy lifting Exerts minimal physical effort

Exceeds Expectation

Does Not Meet Expectation

18. Planning & Organizing Establishes priorities and work sequences to

coordinate efforts maintain work flow and meet deadlines; ensures sufficient functioning through smooth interface with related processes.

Rating Meets Expectation

Possible Behavioural examples Consistently meets deadlines, even under pressure Continually demonstrates efficient use of work time Effectively prioritizes assignments, agendas, tasks, and programs Competent in anticipating the need to rearrange priorities Prepares for meetings in advance Maintains consistent and orderly work flow Excellent coordination of programs, assignments, and agendas Thoroughly integrates the work of other departments and/or agencies Regularly completes assignments ahead of schedule Anticipates needs and steps required to complete assignments and prepares for future assignments Continuously strives for improved productivity Has excellent organizational skills

Exceeds Expectation

Page 38

Does Not Meet Expectation

Misses deadlines frequently Needs assistance planning work flow Has difficulty appropriately prioritizing assignments, agendas, tasks and programs Has inadequate organizational skills

19. Problem Solving/Decision Making Recognizes and defines problems;

thoroughly obtains and analyzes facts; takes immediate corrective action; uses resources and techniques to develop sound solutions while foreseeing possible consequences.

Rating Meets Expectation

Possible Behavioural examples Efficiently recognizes and defines problems associated with job Weighs advantages and disadvantages of proposed solutions Resolves most problem situations and looks for ways to avoid similar problems in future Can obtain data or information and analyze factual situations for relevancy Can interpret and apply all relevant procedures, principles, policies and /or statutes Can develop alternatives when faced with obstacles Extremely skilled in assessing impact of problem situations Instinctive skill in recognizing problem situations before they develop Notably effective in resolving complaints Highly creative in development of problem solving techniques Seeks out and attempts to solve the root causes of problems Possesses great skill in gathering and analyzing information for application to problem situations Possesses insufficient knowledge to develop problem solving strategies Fails to resolve complaints and/or problems Inconsistent or insufficient in recognizing and defining problems Requires assistance in weighing advantages and disadvantages of potential solutions Fails to anticipate the development of problem solutions Is unable to correctly interpret and apply all relevant procedures, principles, policies and/or statutes

Exceeds Expectation

Does Not Meet Expectation

Page 39

20. Public Relations Works effectively with contacts outside the agency in a

courteous, co-operative and objective manner. Involves the provision of timely, accurate assistance to the public.

Rating Meets Expectation

Possible Behavioural examples Interacts with the public in a courteous and cooperative manner Handles complaints from individuals from outside the agency in a calm manner Handles sensitive situations involving individuals outside the agency Can tactfully handle irate individuals from outside the agency Can develop and deliver presentations to outside groups pertaining to the agencys function Demonstrates superior ability in establishing favourable relations with the public Consistently coordinates and communicates new agency policies to outside individuals and agencies Independently handles sensitive situations involving individuals outside the agency Insufficient skills in developing and delivering presentations to outside groups Often communicates incorrect information to the public Needs assistance in assisting the public with requests for information

Exceeds Expectation

Does Not Meet Expectation

21. Safety Follows safety policies and procedures using proper techniques to

ensure the protection of people and property.

Rating Meets Expectation

Possible Behavioural examples No preventable injuries No preventable accidents Consistently follows policies and procedures as directed Consistently applies safety knowledge to work activities

Exceeds Expectation

Identifies safety deficiency and provides solution that was implemented Serves as safety resource for peers Excels in acquiring additional safety knowledge

Page 40

Does Not Meet Expectation

Incurs preventable injury Incurs preventable accident Does not consistently follow policies and procedures as directed Does not consistently apply safety knowledge in work activities

22. Staff Development/Performance Management Works with employees to

create training and development plans; provides regular, balanced feedback to clarify strengths and weaknesses; provides clear standards for employee achievement; fosters individual and collective creativity within the work group.

Rating Meets Expectation

Possible Behavioural examples Develops individual performance plans which include work standards and/or goals/objectives as appropriate Consistently monitors and documents employee performance and behaviour throughout the review period. Subordinates receive timely, specific direction to improve performance Appraisals are completed in a timely fashion Takes corrective action when appropriate Possesses general understanding of employee strengths and weaknesses Recognizes and meets training needs of staff Has detailed knowledge of employee strengths and weaknesses and incorporates knowledge into detailed development plans to enhance career growth Partners with employees in creating individual performance plans including detailed work standard and/or appropriate goals and objectives Coaches employees in supportive fashion in order to achieve desired performance levels Expertly uses performance management system to monitor, assess and influence the performance of employees Expert ability to recognize employees not capable of performing required work; recommends appropriate corrective action Lacks required/sufficient knowledge of employee strengths and weaknesses Fails to establish clear performance standards or write appropriate goals/objectives for employees Documentation of employee performance is insufficient or ambiguous Cannot support subjective performance appraisals with appropriate

Exceeds Expectation

Does Not Meet Expectation

Page 41

documentation Provides little encouragement and/or looks for opportunities to criticize

23. Staffing/Affirmative Action Maintains adequate staffing levels; executes

established personnel policies and maintains working conditions; applies all appropriate Equal Employment Opportunity/Affirmative Action policies when making staffing decisions; addresses work-related needs of subordinates.

Rating Meets Expectation

Possible Behavioural examples Maintains and schedules a sufficient staff Handles all leave requests in consistently appropriate fashion Adequately understands and consistently applies current EEO/AA policies when making staffing decisions (i.e., selection, promotion, demotion, or dismissal) Asks non-discriminatory, job-related questions when interviewing Applies annual EEO/AA goals and timetables for protected class recruitment Possesses a thorough understanding of current EEO/AA policies and accurately interprets and explains to co-workers and subordinates Consistently makes effective staff decisions as a result of following current EEO/AA policies Effectively decides and recommends staffing revisions Lacks a basic understanding of current EEO/AA policies Fails to follow current EEO/AA policies when making staffing decisions Fails to inform employees of current EEO/AA policies Is known to ask illegal, discriminatory or inappropriate questions when interviewing applicants Needs assistance in determining appropriate protected class recruitment efforts

Exceeds Expectation

Does Not Meet Expectation

24. Teamwork Encourages and facilitates cooperation, pride, and trust and

group identity; fosters commitment and team spirit; works cooperatively with others to achieve overall goals.

Page 42

Rating Meets Expectation

Possible Behavioural examples Facilitates accomplishment of team objectives through cooperation and lending a hand, even with assignments outside of normal areas of responsibility Consistently meets deadlines for team assignments Demonstrates knowledge and understanding of team/organization mission Demonstrates positive support for team/organization mission Puts team goals ahead of personal achievement and recognition Shares credit for team accomplishment liberally and accepts responsibility for overall team performance as appropriate Plays a standout role in allowing team to exceed expectations through high levels of personal contribution Does not accept responsibility for team performance Fails to meet deadlines for team assignments Exhibits negative behaviour concerning team/organizational mission

Exceeds Expectation

Does Not Meet Expectation

Page 43

Chapter 4: Conclusion
As with most things related to performance management the success of a BARS (behaviourally anchored rating system) approach to employee reviews depends on how well the system is implemented. In theory, a BARS system, if properly implemented should result in fairer and more accurate assessments of employee performance. In theory, they are indeed better than more vague rating systems where it's hard to get any two people to agree on what a particular rating item means. However, BARS still involves RATINGS, and ratings still have inherent flaws, the most notable being that ratings themselves (let's say assigning some number to "reflect" performance) are not very helpful in helping employees improve performance because too much information is lost. Another problem is that there is a tendency for people to believe that BARS system ratings are objective and that is definitely not the case. Ratings cannot, by definition, be objective, because they involved labelling and generalizations. The issue with BARS is that it requires extensive upfront analysis necessary to identify the job behaviours. Without that, it's no improvement.

The major advantage of using BARS is that they can be tailored to the organizations objectives for employees. In addition, the BARS approach is less subjective than some other approaches because it uses statements describing behaviour. However, developing the scales is time consuming and therefore relatively expensive.

A BARS analysis gives a quick visual as to where an employee stands because it's easy to see clusters of behaviour points at the top for high performers and at the bottom for low performers. The drawback to BARS methods is that each one takes a considerable amount of time to develop. The system may be infeasible in organizations that have a higher number of different types of jobs.

Page 44

Bibliography
Websites: http://en.wikipedia.org/wiki/Behaviorally_anchored_rating_scales http://www.ehow.com/info_8217072_pros-cons-performance-appraisal-methods.html http://www.chrmglobal.com/Articles/239/1/Behaviorally-Anchored-Rating-Scales-BARS-.html http://www.dummies.com/how-to/content/behind-bars-evaluating-employees-withbehaviorally.html http://www.scribd.com/doc/40974806/Behaviour-Ally-Anchored-Rating-Scales http://answers.mheducation.com/business/management/supervision/appraisingperformance#behaviorally-anchored-rating-scales http://conservancy.umn.edu/bitstream/99579/1/v03n2p193.pdf https://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=web&cd=16&ved=0CFIQFjAFOAo&url =http%3A%2F%2Fwww.bus.iastate.edu%2Femullen%2Fmgmt471%2FCh11powerpoint.ppt&ei=xS9A UpaYEomFrgeTyoGADQ&usg=AFQjCNEhpDhciuY4TcCBzAucEC1BXgEU_g&sig2=pcWgj5AxrJV9bsGeC5 nyig http://performance-appraisals.org/faq/bars.htm http://www.managementparadise.com/forums/human-resources-management-h-r/206354behaviorally-anchored-rating-scales-bars.html http://www.in.gov/spd/files/bars.doc http://www.transtutors.com/homework-help/human-resource-management/performanceappraisal/methods/behaviorally-anchored-rating-scales/

Page 45