How do you balance individual and team performance in performance appraisal?

I balance individual and team performance in appraisals by evaluating personal contributions while recognizing how each member supports overall team goals, ensuring both aspects are fairly acknowledged and rewarded.

Balancing individual and team performance during appraisals starts with understanding the bigger “why.” What are we trying to accomplish as an organization, and how do individual contributions feed the collective mission? I usually break down goals into two sets: one for personal achievements and one for team-based wins. This way, each person’s unique skill set is recognized, while also rewarding collaborative effort. I make sure the metrics are crystal clear—so everyone knows how their performance is measured both on their own and within the group. Celebrate the shared milestones, but still give a nod to those individual sparks that light up the team. “When the team thrives, everyone shines.”

The success factors of a performance evaluation lie in its ability to provide objective feedback, align with organizational goals, and facilitate constructive dialogue between managers and employees. It emphasizes past achievements, adherence to key performance indicators, and areas needing improvement. In contrast, assessing an employee's potential for development involves evaluating their capacity to grow, acquire new skills, and assume greater responsibilities in the future. Performance evaluation should interfere with the talent potential assessment. This assessment focuses on future-oriented competencies, leadership potential, and readiness for advancement within the organization.

A manager should first set up the objectives of any feedback discussion-inclusindg the performance appraisal discussion-before proceeding to any action. The objectives will guide the content of the discussion and the formation of the thereafter action plan.

I think the terms performance management and perfomance appraisal are being used interchangeably and they should not. Managing performance is not just about the appraisal, that should be less important then the other parts. This is the case if done well, the appraisal is a summary of what transpired throught the year. Managing performance starts by discussing goals and aligning them to the team and organization. This should include defining what success looks like. If done well, they motivate through understanding the bigger picture and by having Development and "stretch" built in. The process should never be used to penalize and the goal should not be to simply evaluate.

A preparação envolve coletar dados de desempenho, feedback de múltiplas fontes e exemplos específicos de comportamentos e resultados. Comunicar esses critérios de avaliação com antecedência promove transparência e permite que os funcionários entendam como seu desempenho será medido. Nas equipes que gerenciei, esse processo preparatório ajudou a reduzir ansiedades e estabeleceu uma base sólida para discussões produtivas durante as avaliações.

For performance appraisal, good preparation for both the supervisor and the employee is a must. The supervisor should have specific feedback with examples, this is why keeping track every week always helps. Please do not just have a couple of examples during the last month before the performance appraisal time! The employee should also keep track all the time and make their own self-evaluation.

Balancing individual and team performance in appraisals starts with clarity. Before the review process kicks in, I make sure everyone knows exactly how both personal achievements and team contributions will be evaluated. That means sending out simple, transparent guidelines—no surprises, no guesswork. I might allocate, say, 60% weight to individual results, and 40% to teamwork metrics, so they know collaboration counts. Then I schedule open conversations where people can highlight their personal impact while acknowledging how the team’s synergy boosted results. In the end, “A rising tide lifts all ships—and recognizes the best captains along the way.”

One thing I have found helpful and I have done with team members, is meet with them to review their self assessment, accomplishments, and how they are modeling the desired behaviors. I suggested additions as my intent was to make their self assessment stronger. I want to hear from the employee as to how they think they performed before I add my comments and assessment. Employees want to feel heard, respected, and have a say in their overall evaluation.

By identifying how to improve the quality of the individual's work, it is possible to increase their professional performance and identify the aspects to be further developed. Performed at least once or twice a year, performance evaluations offer the employer the opportunity to spend quality time away from the frenzy and confusion of the office, listening to the opinions of their resources. In reality, this listening should occur regularly but a formal procedure helps to encourage this practice on an ongoing basis. If conducted with integrity, performance evaluation can help establish a relationship of mutual trust, which in turn represents the "glue" within a team.

Concentrar-se em evidências concretas e comportamentos observáveis ao invés de impressões subjetivas assegura que a avaliação seja justa e objetiva. Utilizar exemplos específicos de projetos concluídos, feedback de colegas, e outras métricas tangíveis fornece uma base sólida para a discussão. Isso também facilita a identificação de padrões de comportamento que contribuem para o sucesso ou necessitam de ajuste.

Balancing individual and team performance in appraisals starts by clarifying what success looks like on both levels. You want each person to shine in their own right while still recognizing the power of group achievements. First, define clear individual goals—facts and behaviors that are measurable and directly linked to their role. Then, fold in team metrics that capture collective wins or learning moments. During reviews, highlight contributions that helped the team thrive, and also call out personal excellence. It’s about celebrating collaboration while respecting personal accountability. Because when you strike that sweet spot, you get the best of both worlds. “Remember: strong individuals make unstoppable teams.”

Every performance has some strengths and some needs for improvements. During performance appraisal talk about both. Always discuss what the employee needs to "continue" doing(the strengths, to "stop" doing(the weaknesses) and those to "start" doing(introducing new needs).

It's important to give actionable feedback, so that the employee has an understanding of exactly what to do to address an issue. Managers should try to visualize what success looks like for a particular issue, and make sure they can describe this during the conversation. When discussing strengths, think about how the employee might be able to leverage them to make progress in other areas.

An employee and their manager sit down for a performance appraisal meeting. Instead of the manager solely dictating feedback and expectations, both parties engage in open dialogue. The employee shares their achievements, challenges, and aspirations, while the manager listens attentively and provides constructive input. Together, they identify areas for improvement, set realistic goals, and develop a tailored action plan for growth. This collaborative approach fosters mutual understanding, trust, and alignment, leading to meaningful outcomes for both the individual and the team.

A avaliação de desempenho deve ser um diálogo, não um monólogo. Negociar e concordar com objetivos futuros e planos de desenvolvimento personalizados incentiva o comprometimento e a responsabilidade. Em minha prática, envolver os funcionários na definição de seus objetivos e nas estratégias para alcançá-los resultou em maior motivação e engajamento, tanto individualmente quanto em equipe.

When it comes to performance appraisals, I like to give a nod to both individual contributions and the collective win. I start by setting clear expectations early on—what’s the personal goal, and how does it feed into the broader team objectives? During the review, I focus on measurable results as well as collaborative behaviors, tying everything back to the group’s success. If there’s a gap, I negotiate and agree on targets that blend personal ambitions with team goals. A healthy mix ensures no one feels overshadowed, and the team spirit thrives. Because at the end of the day, success is a team sport, not a solo act.

Avaliações de desempenho não são eventos isolados; elas são parte de um processo contínuo de desenvolvimento. Estabelecer check-ins regulares para acompanhar o progresso em relação aos objetivos acordados ajuda a manter o ímpeto e fornece oportunidades para ajustes conforme necessário. Na minha experiência, isso não apenas apoiou o crescimento individual, mas também promoveu a coesão da equipe e alinhou os esforços da equipe aos objetivos organizacionais. Em resumo, equilibrar o desempenho individual e da equipe em avaliações requer uma abordagem clara, comunicativa e colaborativa, apoiada por um compromisso contínuo com o desenvolvimento profissional e o sucesso da equipe.

Balancing individual and team performance in appraisals means recognizing both personal achievements and collaborative wins. I start by setting clear metrics for each person’s goals, plus shared objectives for the whole team—this way, no one’s success overshadows the group’s effort. During the review, I highlight how each individual’s work impacts the collective results, fostering a sense of accountability. Afterward, I make sure there’s an ongoing follow-up process where we monitor progress, adjust goals, and keep the conversation alive. Because when individuals grow, the whole team soars.

Performance management and performance conversations are “ongoing.” Frequent check-ins, touch base conversations, and progress updates keep communication open between leader and employee and overall improves the frequency of praise, reinforcement, and easy course correction.