Team performance appraisal

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I. Contents of getting team performance appraisal

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Raising the bar in terms of performance expectations isnt as hard as most employers think. Its
simply a matter of defining what that particular core competency should look like in your
company from this point forward. Theres no better place to start than with your companys
performance review template.
This series of blog posts from authors Paul Falcone and Winston Tans The Performance
Appraisal Tool Kit: Redesigning Your Performance Review Template to Drive Individual and
Organizational Change (AMACOM 2013) will help you redefine leadership by raising the
proverbial performance bar and avoiding grade inflation. After all, anyone can get a 5
(Exceptional) out of 5 on a performance review if your organizations established standard is
low enough; raise that standard, however, and your management team will automatically become
much more realistic about assigning performance grades, and 3s (Fully Successful) and 4s
(Superior Performance) may become more of the normwhich is favorable to assigning
everyone 5s right off the bat.
Core, Traditional Descriptors
Many sample performance appraisals seen in various industries define Leadership as follows:
Leads effectively by providing appropriate feedback and direction to staff. Delegates and
assigns work in a manner consistent with departmental workflow and company policy. Listens
openly and encourages feedback while creating and maintaining an inclusive work environment.

Effectively manages timecard processing, schedules work appropriately, and sets performance
expectations to reach and exceed departmental goals.
Ho hum . . . Is that all youre truly expecting from your organizational leaders in terms of
shepherding your companys employees to greater victories and success? If so, then try
ratcheting up your expectations using some or all of the following samples . . .
Enhanced Descriptors Reflecting an Organizations Heightened Expectations
Provides an appropriate amount of structure, direction, and feedback to ensure a high level of
group performance. Defines, delegates, and directs work in a flexible manner. Recognizes that
proper delegation, communication, and the setting of priorities and goals help employees feel
empowered and self-motivated. Sets realistic work demands and a fair distribution of
assignments.
Structures projects and assignments with clear goals and measureable outcomes so that team
members can creatively individualize solutions. Empowers teams to embrace change
opportunities. Inspires team members to take ownership of their own performance improvement
and career development. Finds creative ways of working toward consensus. Creates internal
competition by forming teams tasked with identifying viable solutions to ongoing quality
challenges.
Focuses team on not getting bogged down in analysis paralysis. Plans, prioritizes, and executes
in light of budget guidelines and constraints. Collects best practice ideas from team members in
terms of getting work done more effectively and efficiently. Views individual differences as
value-adds to group thought. Ensures that new hires work their plan and plan their work
consistently on a day-in, day-out basis. Adheres consistently to safety standards and all company
policies and protocols. Focuses on measurable outcomes, sets incremental milestone targets, and
celebrates victories and successes along the way. Manages with a conscience and places integrity,
ethics, and trust above all else.
Other descriptors might sound like this:
Supports our organizations strategic plan and ensures that business practices are consistent with
our mission. Sets a high standard for integrity and respect and is consistently viewed as
objective and fair. Engenders trust by communicating openly with others, shares feedback in a
constructive fashion, and addresses problematic situations head-on in a spirit of positive
confrontation. Serves as a model of cooperation, sharing, and goodwill. Assumes good
intentions and practices selfless leadership. Sets others up for success and inspires others to reach
their personal best and stand out among their peers.

Engages team in setting specific, measurable goals as well as concrete outcomes. Creates an
environment in which team members can find new ways of motivating themselves in light of our
organizations changing needs. Is highly self-aware and holds others accountable for their own
perception management. Regularly celebrates successes and learns from mistakes while making
it safe for others to take risks and volunteer innovative recommendations. Focuses on aligning
team members by setting a common vision and measuring progress toward particular goals.
Creates a common mindset of learning, growing, and acquiring new skills.
Uses training opportunities to develop creative people, innovative teams, and profitable revenue
streams. Strives to provide a healthy work-life balance and maintain perspective in light of
constantly changing priorities. Strives to provide open-book leadership so that team members
understand the financial and operational drivers of organizational success.
See the difference? As you can see, there are lots of areas to focus on when describing
leadership, and while no one size will fit all companies or situations, any one of these outlined
approachestaken as a whole or combined in part with otherswill help your organization
reach its goal of inspiring employees to higher performance and communicating clearly the level
of excellence that you demand and expect from your leaders.

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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.

III. Other topics related to Team performance appraisal (pdf,

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