AFSA Tips on Performance Appraisals
April 2005 

Now that your taxes are done, it is time to focus on your performance appraisal. Keep in mind that your evaluation statement is YOUR report, so be sure that it is the best you can make it. If it's badly written, take control of the process and help the rater make it better with simple declarative sentences, action verbs and a clear explanation of why your work mattered. You should expect your supervisor to be receptive to your input and to give you a reasonable amount of time to review the supervisory appraisal so that you can address any concerns in your accomplishment statement or supplemental statement (and yes, there is a reason they call it the suicide box.)

Before writing your accomplishment statement, take a minute to review the promotion precepts, which can be found in Article 25 of our collective bargaining agreement. Among other things, the precepts define the basis for promotion and the factors to be considered by the selection boards. It is also a good idea to review your personnel file prior to the convening of the selection boards.

When drafting your narrative statement, consider using the C-CAR Model:.

Context: Describe the climate or environment surrounding a situation, problem or goal, e.g. shrinking budget, loss of key personnel, Congressional scrutiny, public outcry, etc. Write about individuals and groups you worked with and/or the environment in which you worked. Tell the reader how you dealt with a particular challenge (e.g., unhappy clients, difficult co-workers, Congressional pressures, shrinking budgets, and low morale). The context aids the reader in understanding the significance, scope, and complexity of the situation described.

Challenge: Describe a specific problem or goal.

Actions: Describe the specific actions you took to address a challenge. Write about the individuals and groups you worked with and/or the environment in which you worked; focus on leadership and managerial accomplishments, i.e. getting things done through other people.

Results: Give specific examples of the results of your actions. Ensure that accomplishments demonstrate the quality and effectiveness of your leadership skills as well as the scope of your responsibility and the impact on the organization. Provide results in outcome terms with numerical data if possible.

The following guidelines may also be helpful when drafting your accomplishment statement:

•  Use clear, concise statements written in first person, active voice. Put the "action" verb and the "doer" of the action at the beginning of the sentence.

•  Avoid using "was," "were," "has been," and other such passive verb forms often found at the end of long sentences.

•  Never use such words as we - they - them - plan - agencies -organizations - or other such "generic words" without first specifying who or what you are writing about. Also, avoid bureaucratic buzzwords.

•  Spell out acronyms the first time they are used on a page, but avoid using them excessively.

•  Avoid statements that describe your personal beliefs or philosophies; focus on specific challenges and results achieved through your leadership.

•  Avoid writing a "laundry list" of responsibilities, duties, and activities.

•  Avoid vague statements and assertions not supported by examples or evidence.

•  If possible, quantify your accomplishments.

•  Describe recent education and training that enhanced your skills.

•  Avoid using the same example over and over.

•  Include special assignments (e.g., details, task forces, committees).

Some may find it helpful to refer to the SES leadership competencies when drafting their performance evaluations.

Good luck and remember, when all else fails, we're here to help you fight an unfair evaluation.