10 Tips for Employee Performance Appraisal Methods
Nov 2, 2025
9 min read
Table Of Content
- 10 Common Performance Appraisal Methods
- Wrapping Up
10 Common Performance Appraisal Methods
There are various types of performance appraisal methods you can use as a base for your employee evaluations. The one that is best for your company will depend on the size of your company, the goals, and the culture of the organisation. Let’s explore 10 of the most common performance appraisal methods and processes that you must know.
1. Set Clear Objectives Before Conducting
The most common mistake companies make is to just start a performance appraisal with no clear expectations at all. Imagine giving an exam in which you are testing students on the material covered, but you don’t tell them what was covered; it would be a disaster! The same goes for performance appraisals. Let’s say, for example, if the focus of the appraisal was to find any future leaders, then the overall judgement should focus on teamwork, decision-making, and leadership potential, as opposed to measuring outcomes or KPIs. If the focus was to reward top performers, then the objective of performance evaluation would shift to measurable outcomes.
Each appraisal should have a defined objective by following the criteria:
- Estimate productivity and performance benchmarks?
- Identifying training & development and upskilling needs?
- Aligning personal goals with business objectives?
- Justifying promotions, bonuses, or changes in roles?
Employees should know the purpose of a performance appraisal. When they understand the purpose, there is transparency regarding their performance, and it sets the scene for the appraisal discussion, minimising any anxiety. The appraisal is no longer seen as an indeterminate report card and has become a plan for their next career step.
2. Choose the Most Appropriate Performance Appraisal Method
Not every job or organisation needs the same performance appraisal method. A salesperson’s appraisal should not look like a software developer’s appraisal. Thus, having the right method will help ensure impartial and appropriate assessment.
For example, a customer service representative may benefit from a BARS evaluation (which measures empathy, problem-solving, and responsiveness), while a head of marketing might have a much different purpose for a more comprehensive 360-degree feedback approach to capture some of the essential components of leadership and creativity.
Below are some of the most used performance appraisal methods:
- 360-Degree Feedback: 360-degree feedback is useful when collaboration is a key component of the position, like in leadership or team-based roles. Feedback comes from peers, managers, subordinates, and, in some cases, clients.
- Management by Objectives (MBO): MBO is ideal for roles in which we really want a goal to be the guiding factor, such as sales. Employees and managers convene to discuss and agree upon mutually acceptable goals, and employee performance is evaluated against the previously agreed-upon goals.
- Behaviorally Anchored Rating Scales (BARS): BARS is an assessment method that focuses on how employees engage in behaviours that drive performance. Instead of simply rating “communication skills”, BARS relies on behaviours related to communication, such as “explains ideas clearly and possesses a willingness to share thoughts in team meetings”.
- Self-Appraisal: Self-appraisal is one of the more unfamiliar approaches to employee evaluation, but it can be an effective way for employees to self-reflect on their strengths and challenges and identify accomplishments before their meetings.
3. Be Transparent with the Process
Employees will complain about one thing in the appraisal process: the “mystery factor”. They weren’t sure about the criteria, the weightage, or why they were rated the way they are. The secrecy causes mistrust.
This is why it is important to be transparent. You can share the evaluation strategy in advance and explain the process. For instance,
- If teamwork has a weight of 40%, let them know.
- If deadlines have a weight of 30%, let them know upfront.
Likewise, with this process of performance appraisal, employees can then make adjustments to their work instead of feeling blindsided by the evaluation criteria.
4. Prepare Managers to Lead Conversations Around Feedback
Even the best-designed performance appraisal process will fail if a manager doesn’t know how to have a feedback conversation. Many managers avoid providing difficult feedback altogether or share feedback in such a harsh way that it causes more harm than good. Once again, both of these approaches can backfire. Training managers is paramount, and they need to learn how to:
- First-date feedback: Acknowledge wins before identifying areas for improvement.
- Be specific: Rather than saying, “You need to be better at teamwork,” share a specific instance at work: “During the last project with the X team, you had opportunities that went unutilized to engage with your colleagues. Let’s provide you with some tools to practice collaboration.”
- Focus on actions, not the person: You’re critiquing the behaviour, not the person.
- EVERY critique needs to have a solution: if your manager is always giving you feedback, there should always be some constructive action plan to go along with it.
An example of a system is through Google’s manager training, wherein it teaches the “SBI model” (Situation–Behaviour–Impact)—whereby the manager maps out the situation, applies the behaviour, and states the impact. This keeps the feedback straight to the facts and lessens the emotional aspect.
When managers and leaders effectively frame feedback, their colleagues understand they are coming from a place of development and not in an attacking frame.
5. Create a Two-Way Conversation
Traditional appraisals tend to feel like a ruling: the manager is the speaker, and the employee is the listener. This model is long outdated; a good environment is all about understanding and working together while maintaining great communication. In fact, appraisals are most effective when employees feel heard, not judged.
In any organisation, someone in a higher position must be fluent enough to ask their team member:
- “What area are you stuck in?”
- “What support do you need from me?”
- “Where would you like to see yourself grow next year?”
This approach turns the process into cooperation. Employees will discuss difficulties that the manager may not see, and the manager will understand career interests. For example, one employee might say they want to move from operations to strategy. By knowing that, the manager can consider growth opportunities accordingly.
6. Focus on Future Development
Frequently, performance appraisals serve as “post-mortems” of past failures. That is very disappointing and demotivating. Instead, performance appraisals should look to the future: how can the employee develop?
As an example, instead of saying, “You missed three deadlines last quarter.” You can say: “Looks like time management might be a challenge. Let’s look into some training sessions or task management tools to help you turn around your timing.” This takes away the blame in the tone.
For example, one retail company shifted the entirety of their appraisal process to focus on skills instead of “penalties.” Within one year, productivity increased by 18% – not that employees suddenly changed their performance, but they felt cared for in their efforts to improve themselves.
7. Use Ongoing Continuous Feedback
Annual performance reviews are a shadow of the past. Think about it – 12 months before you find out you’ve been doing something wrong – no wonder people don’t like them.
Workplaces are shifting toward continuous feedback. Stepping away from the traditional annual review to provide frequent check-ins, whether that be every month, quarterly, or after a significant project – this includes providing timely and actionable feedback.
The benefits include:
- There are no surprises – at the end of the year, employees already know where they stand.
- Faster course corrections – if issues are addressed early on, they will not snowball.
- Increased employee engagement – employees feel supported, not just at the annual review.
8. Acknowledge and Celebrate Success
An issue with performance appraisals is that they tend to minimise the focus on positive recognition and put too much effort on what did not go right. It is important to know that recognition boosts motivation. So, instead of considering rewards always in monetary terms, you can follow the approach given below:
- Public recognition in team meetings.
- Written notes of appreciation from you or others (specific examples are very powerful).
- Additional learning opportunities.
- Flexible scheduling or project choice.
As an example, a two-person tech startup in the fintech sector created a “Wall of Wins” that highlighted its employees’ successes, awards, etc., before its appraisal meetings. As a result, the culture shifted, and employees began looking forward to the appraisal meetings as they felt celebrated.
9. Use Technology to Simplify the Process
Appraisals can be clumsy when performed manually with scattered forms, inconsistent ratings, and human bias. This is where performance management software comes in. There are some common tools like BambooHR, Zoho People, and Workday that simplify the process as follows:
- Allows organisations to track goals and performance digitally.
- Provides analytics to identify performance patterns.
- Standardises the evaluation criteria.
- Automates reminders to both managers and employees.
For instance, instead of manually evaluating project results, a dashboard can showcase progress toward goals in real time, reducing errors or time needed for multiple comparisons. Technology doesn’t replace humans, but it gives freedom to accurately use data to make decisions about performance.
10. Follow Up After the Appraisal
The performance appraisal meeting is not the end; it is actually the start of the next growth step. Too often, the employee walks away with promises that will never be discussed again. This breaks trust.
Follow-up is critical. Managers should do at least the following:
- Document key points that were discussed
- Agree on their SMART Goals (specific, measurable, achievable, relevant, time-bound).
- Schedule follow-up meetings to track progress.
For example, if the employee agrees with the appraisal that they want to improve their presentation skills, the follow-up could include putting them into a workshop and checking back after 2 months. Think of appraisals as planting seeds; without watering them (follow-up), they die. If you water coffee beans on a regular schedule, they will turn into coffee!
Wrapping Up
At the end of the day, performance appraisal is about partnership; employee and employer, feedback and action, recognition and development. Also, if you’re looking to boost your skills and career growth? Jaro Education offers top-notch online MBA programs that focus on specialisations like Human Resources Management or Organisational Behaviour, degree and certification programs in collaboration with India’s leading institutions and schools, designed for working professionals and freshers alike. Learn from industry experts, gain real-world insights, and stay ahead in today’s competitive job market with Jaro Education!
Frequently Asked Questions
Traditional employee appraisal methods include 360-degree feedback, management by objectives (MBO), self-appraisal, and behaviorally anchored rating scales (BARS).
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