Performance appraisal form template and guide

A performance appraisal form gives the review a structure: what the employee was asked to do, how well they did it, and what happens next. This template is deliberately short. Long forms get filled in at the last minute and read by nobody. Download the Word version below and adapt the competencies to your organisation.

A year of performance management

1Set objectives2Check in each quarter3Self-assessment4Review meeting5Calibrate and record

Step 1 of 5

Set objectives

Three to five measurable objectives at the start of the year

The rating scale

Most disagreements about appraisals come from ratings that mean different things to different managers. Define every point on the scale in words and put the definitions on the form.

Rating	Label	What it means
5	Outstanding	Consistently exceeded every objective; a model for others
4	Exceeds expectations	Met every objective and exceeded several
3	Meets expectations	Met the objectives and standards of the role
2	Partly meets expectations	Met some objectives; clear improvement needed
1	Does not meet expectations	Did not meet most objectives; a formal improvement plan is needed

A healthy distribution usually has most people at 3, fewer at 4 and 2, and very few at 5 and 1. If every rating is a 4 or 5, the scale has stopped telling you anything.

The appraisal form

Writing objectives that can be rated

Objectives should be specific enough that the employee and the manager would give the same rating. Compare:

Vague objectives compared with ratable ones

VagueRatable

Payroll officerImprove payroll accuracyFewer than two corrected payslips a month from April, measured from the payroll log

Sales executiveGrow sales₦[amount] in new contracts by 31 December, with at least [number] new clients

Customer serviceServe customers betterAnswer 90% of emails within one working day, from the helpdesk report

HR officerSupport onboardingEvery new hire has a signed contract, TIN and RSA PIN on file within their first week

Three to five objectives is enough. More than that and the review turns into a list.

Running the review meeting

1. Prepare. The employee completes a self-assessment a week before. The manager gathers evidence: results, feedback, attendance records.
2. Start with the employee’s view. Ask them to talk through their self-assessment before you give yours.
3. Discuss each objective with evidence. Agree where you can; record where you disagree.
4. Agree the development plan. Two goals that the employee owns, with support you will actually provide.
5. Close clearly. Summarise the overall rating and what happens next, and give the employee time to add comments before signing.

Making ratings fair

• Use the whole period. Keep short notes after each quarterly check-in, so the review is not based on the last month.
• Calibrate. Before ratings are final, managers in the same department compare their ratings with HR to make sure a 3 means the same thing everywhere.
• Separate pay. If pay rises depend on ratings, hold the pay conversation separately. When money is in the room, people stop listening to feedback.
• Watch attendance carefully. Do not mark down someone for approved leave, sick leave or maternity leave. Our guides to sick leave and maternity leave explain the entitlements.

When performance is poor

A rating of 1 or 2 should lead to a written improvement plan with specific targets, support and a review date, usually 30 to 90 days. Document each review meeting. If performance does not improve and you consider ending employment, follow your contract and disciplinary procedure and read our termination guide first. The appraisal record is often the main evidence that the employee knew what was expected.

Probation reviews

Use a shorter version of the form at the end of probation: two or three objectives, the competencies, and a clear recommendation to confirm, extend or end the appointment. Confirm the outcome in writing; our employment letter templates include a confirmation of appointment.

Appraisal readiness checklist

0 of 0 done

Before the review

• Objectives were agreed in writing at the start of the period
• The employee has completed a self-assessment
• Evidence for each objective is collected

In the meeting

• The employee spoke first
• Each rating has a reason and an example
• Two development goals are agreed

After the review

• Ratings are calibrated with HR
• The signed form is on the employee’s file
• Development goals are in the manager’s diary

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Download the Word form, adapt the competencies to your organisation, and use the same version for everyone in the review period.