Editing Performance appraisal (section)

===Improvements===

Although performance appraisals can be biased, there are certain steps that can be taken to improve the evaluations and reduce the margin of errors through the following:

:* ''Training'' – Bringing awareness to the potential for bias by training the Evaluators to be aware of the difference of skills and abilities between employees and how to subjectively consider these traits.
:* ''Providing feedback to raters'' – Trained raters provide managers who evaluated their subordinates with feedback, including information on ratings from other managers. This has the potential to reduce leniency errors.
:* ''Subordinate participation'' – By allowing employee participation in the evaluation process, there is employee-supervisor reciprocity in the discussion for any discrepancies between self ratings and supervisor ratings, thus, increasing job satisfaction and motivation.{{sfn|Schultz|Schultz|2010|p=153}}
:* Use multiple raters to avoid the likely bias with using only one rater.
:* Conduct post appraisal interviews. interview employees after appraisal to get their comments, views and opinions on the whole exercise and general performance.
:* Use selective rating. Use people as raters on areas where they have job knowledge since no single person is knowledgeable in all areas.
:* Reward accurate appraisers. It is good practice to reward performance and hence it means those who appraise accurately have performed and should be rewarded.<ref>{{Cite web |title=Improving Performance Evaluations {{!}} Office of Financial Management |url=https://ofm.wa.gov/state-human-resources/workforce-data-planning/research-resources/best-practices-and-benchmarks/improving-performance-evaluations |access-date=2022-10-05 |website=ofm.wa.gov}}</ref>