1. Behaviorally Anchored Rating Scales (BARS)
Seminar Presentation
Behaviorally Anchored Rating Scales (BARS)
Presented by: Abinash, Astha, Monika, Roshani

2. Behaviorally Anchored Rating Scale (BARS)
Developed by Smith and Kendall
An appraisal method,
Compares an individual’s performance
Normally presented vertically with scale points ranging from 5 to 9
Combines the benefits of narratives, critical incidents and quantified ratings by anchoring a quantified scale

3. Why BARS?
Designed to bring the benefits of both quantitative and qualitative data,
Developed in response to dissatisfaction,
They are more accurate than other systems,
Far less chance for BARS to be affected by leniency, discrimination or unreliability,
Evaluations on specific behaviors required for each individual position in an individual company,

4. Contd.
Anchor points are often collected using Critical Incident Techniques (CIT),
Differs from “standard” rating scale,
So, rather than having a rating item that says: Answers phone promptly and courteously, a BARS approach may break down that task into behaviors: For example:
Answers phone within five rings.
Greets caller with "Hello, This is KUSOM, how may I help you?"

5. Steps to Develop BARS Collect critical incidents
Identify performance dimensions
Reclassification of the incidents
Assign scale values to the incidents
Develop a final instrument

6. Example: Customer Service Representative
Performance
Points
Behavior
Outstanding 5
Used positive phrases to explain product
Excellent 4
Offered additional information when asked by customer
Satisfactory 3
Referred customer to another product when requested item was not available
Marginal 2
Discouraged customer from waiting for an out-of-stock item
Unsatisfactory 1
Argued with customer about suitability of requested product

7. Example: Human Resource Officer
Performance
Points
Behavior
Outstanding 5
Accurately completes and submits all status change notices within an hour of request.
Excellent 4
Verifies all status change notice information with requesting manager before submitting
Satisfactory 3
Completes status change notice forms by the end of the workday
Marginal 2
Argues when asked to complete a status change notice
Unsatisfactory 1
Says status change notice forms have been submitted when they haven’t
For example, in a hypothetical position of HR coordinator, one of the job holder’s responsibilities is to complete status change notices, which update the personnel system regarding changes in employee pay, position, title, supervisor, and personal data. The BARS method for this specific task in this specific job could read as follows:

8. Behaviorally based Easy to use Equitable Individualized
Advantages of Bars
Behaviorally based
Easy to use
Equitable
Individualized
Action-oriented
It’s behaviorally based. The BARS system is totally focused on employee performance. Ideally, it removes all uncertainty regarding the meaning of each numerical rating. The critical incidents clearly list the behaviors upon which an employee is appraised.
It’s easy to use. The clear behavioral indicators make the process easier for the manager to carry out and the employee to accept.
It’s equitable. With its heavy emphasis on behavior, the evaluation process comes across as fair.
It’s fully individualized. From the standpoint of consistency within a company, BARS is designed and applied individually and uniquely for every position.
It’s action-oriented. With an understanding of the specific performance expectations and standards of excellence, employees can much more easily take steps to improve their performance, and they’re more likely to do so as a result.
Accuracy. The incidents are described by jobholders and supervisors, who know and do the job. This leads to accuracy in the appraisal method. Thereby increasing the reliability.

9. Exclusion of certain actions
Disadvantage of BARS
Time consuming
Expensive
Exclusion of certain actions
High Maintenance
Demanding of managers
The process of creating and implementing BARS is time-consuming, difficult, and expensive,
Sometimes the listed behaviors still don’t include certain actions required of the employee, so managers can have difficulty as signing a rating,
It’s high maintenance. Jobs change over time, which means that BARS requires a high degree of monitoring and maintenance.
It’s demanding of managers. In order to successfully conduct BARS evaluations, managers need detailed information regarding the actions of their employees. Gathering such data can be quite time-consuming, and many managers end up letting this slide.

10. References
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