One of the typical critism to performance review or appraisal is that appraisers are prone to evaluate subordinate by relying on personal judgement.
Can we conduct appraisal on a more objective and consistent basis?
1. Behaviourally Anchored Rating Scale (BARS)
You may refer to our HR Guide for detailed explanation on Behaviourally Anchored Rating Scale (BARS):
http://www.carbonik.com/en-hk/hr-guide/performance-appraisal-review/behaviour-rating
Example of Behaviourally Anchored Rating Scale:
Let's take a look the following table with sample behaviour under the competency of "Projection Management". The list is by no means exhaustive but just give us a sense how you can proceed to expand:
| Behaviour | |
|---|---|
| High | Work out detailed schedule for project Not shy away from whistle-blowing at critical moment |
| Medium | Demonstrated understanding on project progress when being asked by management |
| Low | Occasionally fail to update project members on progress |
And for "Leadership Quality", we can have examples such as:
| Behaviour | |
|---|---|
| High | Provide feedback and praise colleagues in record when appropriate |
| Medium | Able to provide new ideas and constructive feedback to suborindates |
| Low | Tasks are sometimes delegated only when deadline is approaching |
2. What is Your Future Planning for your Subordinates?
After all, there are subjective elements in appraisal and whether subordinates can work closely with supervisor is one of the requirements for outstanding performance. Therefore, in addition to subjective ratings or rating based on "BARS" mentioned above, we can also rely on appraisers' future planning on appraisee as the basis of performance rating.
Taking "Team-work" as an example:
| Future Intention | |
|---|---|
| High | Become first-contact in the department for key inter-department projects |
| Medium | Status Quo |
| Low | More focus on independent tasks |
