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1. Performance appraisal process flowchart
In this file, you can ref useful information about performance appraisal process flowchart such as
performance appraisal process flowchart methods, performance appraisal process flowchart tips,
performance appraisal process flowchart forms, performance appraisal process flowchart phrases
… If you need more assistant for performance appraisal process flowchart, 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 process flowchart
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After the core competencies and expectations of an employee are defined and trained, the need
for an effective measurement of the staff member's ability to both deliver and improve in
that role is important to the future success and growth of everyone involved.
One the biggest sources of frustration for people in the workplace is a lack of communication,
particularly with regard to a lack of clarity about what the job entails and what criteria their boss
will evaluate their performance with. If the appraisal process is properly adhered to, these basic
questions will be answered for the employees and their organization will move forward and
grow.
Calendar and Planning
Whenever someone is new, be it as an employee or as a new evaluating manager of existing
employees, a sit down within the first few days of work is required to discuss the role, how it is
being evaluated and to set a calendar for the work appraisal process.
Typically that first appraisal occurs three months from the start date. For both new employees
(and new managers of veteran employees), those three months should be enough time for the
manager to see his employee's work habits, train and develop her requisite skills if the
employee is new, and build some trust and rapport.

2. After the three-month appraisal, the appraisal date usually turns into an annual one, either nine
months later, making it a year from the true hire date, or 12 months later making it a full year
between appraisals.
Self Evaluation
Two weeks prior to the appraisal meeting, the employee must write a self-appraisal using the
same form that the manager will use. The self-appraisal is invaluable for giving the manager an
opportunity to adjust and prepare for any surprises or differences of opinion on the
employee's performance over the appraisal period.
Writing The Appraisal
For the evaluation to be credible, the manager must use as many specific examples of the
employee's work as possible to support the outcome of the appraisal. Taking the time to
document those specific examples and observed behaviors throughout the appraisal period is a
habit worth cultivating for managers.
Managers should strike a balance in documenting both the demonstrated positive and negative
behaviors of the employee; not everything is done poorly or perfectly. A blend of both strengths
and opportunities with a focus on future development will keep the employee engaged during the
process.
Conducting The Appraisal
Managers need to provide quality one-on-one time and attention with their employee during the
appraisal. A private or semi-private room is important to limit distractions, and managers need to
schedule enough time in the day for the meeting to allow it to stretch out if necessary. Properly
conducted, the appraisal should reward and recognize the efforts of the employee and give him
the guidance and opportunity to correct any issues with his performance.
Appraisal Follow Up
Pending the outcome of an appraisal, a development plan or performance improvement plan will
stem from it. For some companies, the practice is to review development at the end of the
appraisal meeting itself, while others book a follow-up meeting. The follow-up meeting gives
some time for the employee to consider her appraisal and have some input regarding areas of
training and development.
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3. III. Performance appraisal methods
1.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
i. Employees are ranked according to their performance
levels.
ii. It is easier to rank the best and the worst employee.
Limitations of Ranking Method
i. The “whole man” is compared with another “whole man”
in this method. In practice, it is very difficult to compare
individuals possessing various individual traits.
ii. This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
iii. When a large number of employees are working, ranking
of individuals become a difficult issue.
iv. There is no systematic procedure for ranking individuals
in the organization. The ranking system does not eliminate
the possibility of snap judgements.
2. Rating Scale
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.
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