PERFORMANCE APPRAISAL SKILLS INVENTORY

2nd Edition, by Kenneth Phillips

Help managers turn performance appraisals into productive and even enjoyable experiences. The Performance Appraisal Skills Inventory (PASI) first identifies strengths and weaknesses in six skill areas via an 18-item assessment. Participants then learn a simple 6-step process for conducting effective performance appraisal meetings. 

Learning Outcomes

  • Identify strengths and weaknesses in specific skills needed to conduct effective performance appraisal meetings
  • Compare strengths and weaknesses in these skills with a norm group of managers and supervisors who previously completed the PASI
  • Learn a model for conducting effective performance appraisal meetings

The premise of the PASI is that managers and supervisors could gain the ability to be effective at conducting performance appraisal meetings if they had a good model. The steps and skills of the 6-Step Performance Appraisal Meeting Model show below are all grounded in behavioral science research. 

An effective performance appraisal meeting can be viewed as a process consisting of 6 steps:

  1. Building a Relationship of Mutual Trust
  2. Opening the Meeting
  3. Identifying and Exploring Accomplishments and Concerns
  4. Developing an Improvement Plan
  5. Overcoming Defensiveness
  6. Evaluating and Rating Employee Performance

    Using a pressure-sensitive form, participants respond to 18 situations and corresponding action options in connection with performance appraisal meetings. After scoring is complete, participants create a profile by plotting their scores for each of the six skill sets on a chart. To monitor improvement, the facilitator can later distribute a reproducible post-session inventory (included in the Facilitator Guide). By combining the results of the initial and post assessments, participants create an Overall Effectiveness Profile. 

    The Facilitator Guide includes optional activities and the reproducible article, โ€œHow to Get Extraordinary Performance from Ordinary Peopleโ€ โ€” an excellent takeaway to introduce or reinforce the learning. In addition, each Participant Guide provides interpretive information and an action-planning section. 

    Uses for the PASI 

    The PASI works well as a stand-alone instrument, or as a component of a larger training initiative. It is appropriate for use with individual managers or supervisors in a department or work unit, or all the managers in an entire organization. The PASI can also be used with prospective managers to help them prepare for their performance appraisal responsibilities. 

    More specific uses include:

    • As part of a training program to introduce a new performance appraisal system
    • As part of a management training program to improve performance appraisal skills
    • As a development tool used by higher-level managers to coach lower-level managers in conducting performance appraisals
    • As a comparison tool to examine the effect of training by using pre- and post-training scores
    • As a follow-up activity
    • As an individual assessment tool

    Target Audience 
    Managers, and anyone who conducts performance evaluations. 

    Product Type 
    Self-assessment and workshop 

    Measures 
    Proficiency with each of the 6 steps in the Performance Appraisal Meeting Model 

    Dimensions 
    Building a Relationship of Mutual Trust 
    Opening the Meeting 
    Identifying and Exploring Accomplishments and Concerns 
    Developing an Improvement Plan 
    Overcoming Defensiveness 
    Evaluating and Rating Employee Performance