We should be aware that there is no such thing as a universally correct appraisal form that can be used for all purposes and in all situations. In some cases, a form may emphasize competencies, rather than results. This would be the case if the system adopted a behavior approach as opposed to a results approach to measure performance.

In others, the form may emphasize developmental issues and minimize, or even completely ignore, both behaviors and results. In such cases, the form would be used for developmental purposes only and not for administrative purposes. In yet other cases, there may be a very short form used for weekly check-ins and a separate and more comprehensive form used for a quarterly, semi-annual, or even annual review. One size does not fit all, and different components are appropriate, based on the purposes of the appraisal.

After performance data have been gathered for each employee, there is usually a need to compute an overall performance score. This is particularly necessary for making administrative decisions such as the allocation of rewards. Computing overall performance scores is also useful in determining whether employees, and groups of employees, are improving their performance over time.

If we want to create a culture which encourages everyone to improve performance on an ongoing basis, conversations about performance should be part of everyone’s routine.