Employee performance appraisal form

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I. Contents of getting employee performance appraisal form

==================Overview
It is the responsibility of University supervisors to evaluate the job-related performance of all
staff members each fiscal year. A Staff Performance Appraisal Form is to be completed for each
staff member by the immediate supervisor to evaluate job-related performance over the twelvemonth rating period. The Staff Performance Appraisal Form is available in two separate appraisal
forms, one to be used by the evaluator for staff employees who supervise others, and one to be
used by the evaluator for staff employees who do not supervise others. The Staff Self-Appraisal
Form is a separate form.
Staff Performance Appraisal Form (Supervisory Role)

This form is to be used by the evaluator for staff employees who supervise other staff. The form
includes performance standards, as well as performance standards specific to and applicable to
those staff employees who are in a supervisory or managerial role.
Staff Performance Appraisal Form (Non-Supervisory Role)

This form is to be used by the evaluator for staff employees who do not supervise other staff.
Staff Self-Appraisal Form

The self-appraisal form is a separate form that is designed to provide an insightful and reflective
review, and to encourage dialogue between the supervisor and employee.
Annual Goals Form

This form can be used as a supplement to the Staff Performance Appraisal Form and is an
optional step in the annual performance appraisal process. The purpose of this form is to help
staff and their supervisors establish goals at the beginning of the appraisal year and, criteria on
which success may be measured at the end of the appraisal year.
Forms

All three appraisal forms are available as editable Microsoft Word documents. Supervisors are
encouraged to complete and save the staff performance appraisal forms electronically, and
employees can do the same with their self-appraisal form:
1. Staff Performance Appraisal Form - Supervisory Role (Editable MS Word Doc)
2. Staff Performance Appraisal Form - Non-Supervisory Role (Editable MS Word

Doc)
3. Staff Self-Appraisal Form - (Editable MS Word Doc)
4. Annual Goals Form - (Editable MS Word Doc)
5. Guidelines for Supervisors: Completing a Staff Performance Appraisal

Form (PDF)

If preferred, PDF versions of these forms are available to be printed and completed manually:

Staff Performance Appraisal Form - Supervisory Role (PDF)

Staff Performance Appraisal Form - Non-Supervisory Role (PDF)

Staff Self-Appraisal Form (PDF)

Guidelines for Supervisors: Completing a Staff Performance Appraisal

Form (PDF)

Statement of Philosophy for Performance Appraisal Process

This performance appraisal process is designed to evaluate an employees performance over a

specified period of time. When the process works well, the employee and his/her supervisor plan
together to build on strengths and develop those areas needing improvement. During the
performance appraisal session, time is set aside to:
1. Restate expectations about job responsibilities and performance standards
2. Evaluate job performance against previous expectations
3. Discuss future development opportunities and relate them to organizational
needs

Supervisors: In evaluating an employees performance, you are to identify strengths and areas
of performance which require improvement. You are asked to provide examples of the
employees performance to illustrate the ratings you give. Examples based on your own
observations work best. However, second hand observations are permissible if you have verified
the information. Such examples clarify your message. After the meeting, follow up on the plans
mutually established by you and the employee.
Employees: The more involved you are in the performance appraisal session, the more effective
the process is likely to be. Be prepared by completing the self-appraisal form.
Resources

There are only two approved staff performance appraisal methods at the University the
University of Pittsburgh Staff Performance Appraisal Form or the Performance Impact
Workplace program. Performance Impact Workplace (PIW) program users should continue
utilizing the software that was previously installed in your department.
The Office of Human Resources, through Organization Development, is available to assist you
and your staff during the Appraisal period. We can work with department supervisors on how to
write clear and measurable goals, collect meaningful feedback, provide coaching throughout the
year, and plan for and conduct a meaningful performance evaluation. If you find that the staff

performance appraisal method does not quite meet the needs of your organization, please let us
know. We can work with your organization so that the system works better for you and your
staff. Please call your HR recruiter or Organization Development consultant to follow up on any
of these services.
==================

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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