Behaviorally Anchored Rating Scale Examples for Various Competencies and Roles

Imagine a world where performance reviews are clear, concise, and free of ambiguity, where feedback isn't a vague notion but a concrete, actionable tool. This is the promise of behaviorally anchored rating scales (BARS).

A behaviorally anchored rating scale (BARS) is a performance evaluation method that uses specific behavioral examples, ranging from least to most effective to rate employee performance. This scale combines qualitative and quantitative measures to provide a more comprehensive and objective assessment of an employee's abilities and actions.

This article will scrutinize real-life examples of BARS from various organizations, covering competencies such as building trust, customer service, job knowledge, and continuous learning. We also added some role-based BARS for departments such as marketing, sales, and engineering, among others.

Real-life behaviorally anchored rating scale examples

Here are some more examples of BARS in action:

Decision quality BARS example by level from UPenn Human Resources

Here is a small excerpt from the elaborate BARS on decision quality from UPenn.

Individual contributor

Needs improvement: Shows flawed or inconsistent judgment on routine, day-to-day matters; leaves some matters unaddressed or handles them ineffectively.

Meets expectations: Usually makes the right decisions on routine, day-to-day matters.

Exceeds expectations: Consistently demonstrates strong judgment; may be sought out by others for expertise and guidance.

Supervisor/manager

Needs improvement: Delays making potentially contentious decisions or avoids acting on initiatives that may be unpopular among team members.

Meets expectations: Demonstrates an ability to make tough decisions and advance initiatives that may be unpopular.

Exceeds expectations: Confidently makes choices in the best interests of the organization and deals constructively with resistance or adverse reactions from others.

Director/Executive

Needs improvement: Hesitates excessively when called upon to make tough decisions or difficult trade-offs; shies away from making tough choices.

Meets expectations: Typically steps forward and makes tough decisions or difficult trade-offs.

Exceeds expectations: Quickly and confidently makes tough decisions and difficult trade-offs, skillfully balancing analysis with decisiveness.

Overall job performance BARS example from Purdue University

Here is an excerpt from the Behavior Anchor Rating Scales used by Purdue University focused on overall job performance.

The overall job performance rating defines the employee's level of execution of duties and responsibilities aligned to the job description and job family.

Does not meet expectations

• Failed to meet fundamental job responsibilities; negative impact on customers and/or unit success.

• Significant loss of confidence in the employee's performance outcomes.

Needs improvement

• Produces inconsistent performance outcomes, occasionally failing to meet some key responsibilities.

• At times, the employee did not fully execute their job independently; required elevated levels of assistance; contributions to unit goals were minimal.

Meets expectations

• Achieves all job responsibilities.

• Understands unit goals; works collaboratively with colleagues to attain unit success.

Exceeds expectations

• Drives performance outcomes, process improvement, and change initiatives beyond current job expectations; generates measurable increased performance outcomes.

• Establishes and delivers significantly higher levels of customer service beyond existing job standards.

Outstanding

• Serves as a role model, leading by example, and elevates unit performance levels in a manner that measurably improves unit success.

• Takes the initiative to proactively coach others during process improvement and change management initiatives, significantly enhancing unit success.

Culture and values BARS example from Purdue University

Purdue University also uses culture and values as part of their review process. The culture and values rating defines the employee's attainment of relationship and culture expectations.

Does not meet expectations

• Treats others with hostility or indifference.

• Works well with some people but not others; is not generally regarded as a "team player."

Needs improvement

• Occasionally completes projects without effectively engaging key stakeholders.

• Occasionally demonstrates a lack of interest and respect towards others.

Meets expectations

• Consistently works with others to accomplish individual and unit goals.

• Honors commitment to others.

• Treats others with respect and courtesy.

Exceeds expectations

• Proactively works to elevate and attain unit goals.

• Outwardly demonstrates appreciation for and values the input of others; incorporates differing views to resolve a situation.

Outstanding

• Facilitates communication between people experiencing complex interpersonal conflict; brings focus and resolution to significant challenges and obstacles.

• Builds loyal relationships at all levels of the University and across stakeholder groups.

Delivering results BARS example from Valdosta State University

As part of the performance management process, all employees are
evaluated on seven core competencies:

1. Delivering results

2. Agility, collaboration

3. Communication

4. Service excellence

Let's review how they define the BARS for delivering results:

Unsuccessful

• Does not meet goals or completes tasks late or with poor quality.

• Fails to take ownership of personal or team performance; refrains from coaching team members to improve performance.

• Expects other employees to find solutions to problems they are tasked with solving

Emerging

• Occasionally does not meet goals or delivers commitments late.

• Is reluctant to take ownership of team performance; provides limited coaching to the team.

• Occasionally becomes sidetracked resolving problems and obstacles

Successful

• Commits to goals and takes the initiative to achieve them.

• Works around typical problems and obstacles to get results.

• Takes responsibilities seriously and consistently meets the public's expectations for quality, service, and professionalism.

Distinguished

• Initiates action to consistently meet goals and encourages team members to become involved in achieving objectives.

• Consistently aligns individual goals with the team's objectives.

• Work results go beyond the stated needs to address anticipated needs and are consistently complete, accurate, and of good quality.

Exemplary

• Generates enthusiasm among team members for accomplishing shared goals to elevate the team's success.

• Coaches team members to better meet the needs of the team and its customers, always aligning individual goals with the team's objectives.

• Delivers work results of the highest quality that address both stated and anticipated needs as well as best practices; works with team members to help ensure that all work produced by the team meets those same standards.

Building trust BARS examples from Emory University

Emory University defines eight competencies across a 5-point rating scale—unacceptable, needs improvement, meets expectations, exceeds expectations, far exceeds expectations:

1. Building trust

2. Collaboration

3. Communication

4. Delivering results

5. Problem-solving

6. Taking initiative

7. Functional knowledge and skills

8. Service to others/Customer focus

When defining these competencies, Emore differentiates between

• Non-managers

• Supervisors and managers.

Let's review an excerpt of their BARS for the competency of "building trust" for both non-managers and managers.

Building trust: Competency definition

HONEST: Behaves and expresses oneself in an open and honest manner. Is consistent in word and actions. Tells the truth even when it is difficult. Shares information accurately, completely, and appropriately.

COMMITTED: Follows through on assignments and commitments. Supports Emory's goals and initiatives. Adheres to all policies and procedures.

Non-managers BARS

Unacceptable (1)

• Does not behave or express oneself in an open or honest manner.

• Often provides inaccurate and/or incomplete information.

Meets expectations (3)

• Behaves and expresses oneself in an open or honest manner.

• Shares accurate information.

Far exceeds expectations (5)

• Behaves and expresses oneself in an open and honest manner; is consistent in all cases with what he/she says and does. Appropriately handles difficult situations.

• Consistently, in all cases, shares information that is accurate and complete. Handles sensitive information appropriately.

Supervisor and manager BARS

Unacceptable (1)

• At times does not behave or express self in an open or honest manner. Is inconsistent in what they say and do. Struggles in difficult situations.

• On more than one occasion, has disclosed information that is inaccurate, incomplete, or inappropriate (e.g., confidential, sensitive in nature).

Meets expectations (3)

• Behaves and expresses oneself in an open and honest manner. Is consistent in all cases with what he/she says and does. Appropriately handles difficult situations.

• Consistently, in all cases, shares information that is accurate and complete. Handles sensitive information appropriately.

Far exceeds expectations (5)

• Always behaves and expresses self in an open and honest manner. Always consistent in what they say and do. Is discreet and professional. Demonstrates advanced skill and tact in handling difficult situations and sensitive matters.

• Is a role model for consistently, in all cases, sharing information that is accurate and complete. Handles sensitive information with extreme care. Encourages and inspires others to act the same.

Continuous learning BARS from the State of Michigan

The State of Michigan differentiates between job groups, each group having a specific competency model. All groups share the same framework for a behaviorally anchored rating scale with three performance levels: needs improvement, meets expectations, and high-performing.

Group two refers to Business, Human Service, Scientific, and Engineering Professional Classes (Non-Supervisory) roles. Here is a snippet of their behaviorally anchored rating scale for continuous learning:

Continuous learning: Competency definition

Actively identifying new areas for learning; regularly creating and taking advantage of learning opportunities; using newly gained knowledge and skills on the job and learning through their application.

BARS

Needs improvement

• Is unwilling to attend training classes or participate in learning opportunities.
• Is ambivalent during training; is an inactive learner in training.
• Exhibits resistance to training/learning; does not value training.

Meets expectations

• Participates in and shares learning with others in order to benefit the work area.
• Actively participates in work-sponsored training programs and activities.
• Shows interest in personal and professional development activities.

High performing

• Researches training modes for the team to keep current in techniques and information.
• Volunteers to take training classes, attends seminars and meetings to gain more knowledge for the development of the team and self.
• Introduces new techniques and processes from ideas learned.

Customer service and job knowledge BARS examples from Indiana State Personnel Department

The Indiana State Personnel Department defines 24 competencies, among which are acceptance of supervision, change management, composture/stability, customer service, directing/coaching, and job knowledge.

Customer service: Competency definition

Demonstrates knowledge of internal and external customers; is sensitive to customer needs and expectations; anticipates needs and responds promptly and willingly to provide information, services, and/or products as needed.

Customer service BARS

Does not meet expectations

• Demonstrates inadequate knowledge of internal customer concept

• Views customers as an irritation and/or a problem

• Resists changes in how customers are served

• Waits to be asked before responding to customers' needs

• Responds to requests with little sense of urgency

Meets expectations

• Demonstrates understanding of internal customer concepts and treats all customers with high levels of sensitivity and respect

• Always provides satisfactory and sometimes excellent customer service

• Responds to all customer requests promptly

• Maintains personal accountability and ownership in customer service rendered

• Seeks feedback from customers and adjusts behavior accordingly

Exceeds expectations

• Provides excellent service to all customers, frequently going beyond what is strictly required

• Keeps informed about customers' needs and/or wants and, in general, anticipates customers' needs

• Responds to customer requests with a high degree of sensitivity and a sense of urgency

• Builds close, collaborative relationships with all customers

• Motivates others to provide service excellence and leads by example

• Examines and recommends changes to processes to improve customer service

Job knowledge: Competency definition

Possesses adequate knowledge, skills, and experience to perform the duties of the job; understands the purpose of the work unit and how the position contributes to the overall mission of the agency; maintains competency in essential areas.

Job knowledge BARS

Does not meet expectations

• Demonstrates insufficient or vague knowledge and skill in job-related areas

• Exhibits little interest in training to maintain current knowledge of principles, procedures, methods, or technology

• Is frequently unable to answer job-related questions

Meets expectations

• Demonstrates substantial knowledge and skill in job-related areas

• Willingly participates in training to maintain or enhance current knowledge of principles, procedures, methods, and/or technology

• Has thorough knowledge of how one's job fits into the overall agency mission

• May serve as a resource person for peers

Exceeds expectations

• Frequently serves as a resource person for peers

• May serve as a resource person for the supervisor

• Demonstrates exceptional knowledge and skills in job-related areas

• Proactively remains up to date with all principles, procedures, methods, and technology

Role-based BARS examples

To develop behaviorally anchored rating scales (BARS) for various departments, you can use specific performance statements tailored to the roles within each department. Here are the examples for different departments:

Marketing

General performance statement:

• Responds promptly to marketing inquiries and requests

• Consistently meets deadlines for campaign deliverables

Key competency: Creativity

1. Does not meet expectations: Rarely contributes new ideas during brainstorming sessions

2. Needs improvement: Occasionally suggests ideas that align with marketing goals

3. Meets expectations: Regularly proposes innovative concepts that improve campaign effectiveness

4. Exceeds expectations: Frequently leads creative sessions and introduces impactful marketing strategies

5. Outstanding: Consistently drives creative initiatives that significantly boost brand visibility

Key competency: Campaign management

1. Does not meet expectations: Fails to launch campaigns on time, resulting in missed opportunities

2. Needs improvement: Launches campaigns but often requires significant supervision

3. Meets expectations: Successfully manages and launches campaigns on schedule with minimal supervision

4. Exceeds expectations: Launches highly successful campaigns independently, achieving or exceeding set targets

5. Outstanding: Consistently innovates and improves campaign strategies, leading to significant brand growth

Key competency: Content creation

1. Does not meet expectations: Produces content with frequent errors and requires substantial revisions

2. Needs improvement: Creates content that meets basic standards but lacks engagement

3. Meets expectations: Develops engaging content with minor revisions

4. Exceeds expectations: Produces highly engaging and error-free content that drives audience interaction

5. Outstanding: Leads content strategy with innovative ideas, significantly increasing audience engagement and brand presence

Sales

General performance statement:

• Achieves or exceeds sales targets consistently

• Maintains accurate and up-to-date records of sales activities

Key competency: Customer relationship management

1. Does not meet expectations: Fails to follow up with leads and maintain customer relationships

2. Needs improvement: Occasionally follows up with customers but lacks consistency

3. Meets expectations: Regularly maintains contact with clients and effectively manages relationships

4. Exceeds expectations: Proactively seeks out new opportunities and builds strong client relationships

5. Outstanding: Establishes long-term partnerships and consistently exceeds customer expectations

Key competency: Meeting sales targets

1. Does not meet expectations: Consistently misses sales targets

2. Needs improvement: Occasionally meets sales targets but often falls short

3. Meets expectations: Consistently meets sales targets

4. Exceeds expectations: Frequently exceeds sales targets

5. Outstanding: Regularly surpasses sales targets by a significant margin, setting new benchmarks

Customer support

General performance statement:

• Resolves customer issues in a timely manner

• Maintains a positive attitude when dealing with difficult customers

Key competency: Problem-solving

1. Does not meet expectations: Rarely finds effective solutions to customer problems

2. Needs improvement: Occasionally provides solutions but often needs assistance

3. Meets expectations: Regularly resolves issues independently and efficiently

4. Exceeds expectations: Anticipates potential problems and proactively addresses them

5. Outstanding: Consistently delivers exceptional solutions that enhance customer satisfaction

Key competency: Response time

1. Does not meet expectations: Frequently delays in responding to customer inquiries

2. Needs improvement: Responds to customer inquiries but not within the expected time frame

3. Meets expectations: Responds to customer inquiries within the expected time frame

4. Exceeds expectations: Responds to customer inquiries promptly, often ahead of the expected time frame

5. Outstanding: Proactively addresses customer inquiries before they escalate, ensuring high customer satisfaction

Human Resources (HR)

General performance statement:

• Ensures compliance with HR policies and procedures

• Manages employee records accurately

Key competency: Conflict resolution

1. Does not meet expectations: Struggles to mediate conflicts effectively

2. Needs improvement: Occasionally resolves disputes, but with limited success

3. Meets expectations: Regularly mediates conflicts and achieves satisfactory outcomes

4. Exceeds expectations: Proactively addresses potential conflicts and fosters a harmonious work environment

5. Outstanding: Expertly resolves complex disputes and implements strategies to prevent future issues

Key competency: Employee relations

1. Does not meet expectations: Often fails to address employee concerns effectively

2. Needs improvement: Addresses employee concerns but often requires additional guidance

3. Meets expectations: Effectively addresses employee concerns and fosters a positive work environment

4. Exceeds expectations: Proactively addresses and resolves employee concerns, contributing to high morale

5. Outstanding: Develops and implements initiatives that significantly improve employee relations and workplace culture

Key competency: Recruitment and onboarding

1. Does not meet expectations: Struggles to meet recruitment targets and onboarding processes are ineffective

2. Needs improvement: Meets recruitment targets, but the onboarding process requires improvement

3. Meets expectations: Meets recruitment targets and ensures effective onboarding processes

4. Exceeds expectations: Exceeds recruitment targets and enhances onboarding processes for better integration

5. Outstanding: Innovates recruitment strategies and develops onboarding programs that significantly enhance new hire retention

Engineering

General performance statement:

• Delivers high-quality code that meets project requirements

• Collaborates effectively with cross-functional teams

Key competency: Technical expertise

1. Does not meet expectations: Lacks proficiency in essential programming languages

2. Needs improvement: Demonstrates basic understanding but requires supervision

3. Meets expectations: Competently writes and reviews code with minimal errors

4. Exceeds expectations: Proficiently mentors junior developers and leads technical projects

5. Outstanding: Innovates and drives advancements in engineering practices and technology

Key competency: Code quality

1. Does not meet expectations: Frequently writes code with numerous errors and bugs

2. Needs improvement: Writes code that often requires significant revisions and debugging

3. Meets expectations: Writes clean, efficient, and error-free code with minimal revisions needed

4. Exceeds expectations: Consistently writes high-quality code that improves system performance

5. Outstanding: Leads code quality initiatives and mentors others to improve overall team performance

Operations

General performance statement:

• Ensures operational processes are efficient and cost-effective

• Maintains high standards of quality control

Key competency: Process improvement

1. Does not meet expectations: Rarely identifies areas for process improvement

2. Needs improvement: Occasionally suggests improvements but lacks implementation skills

3. Meets expectations: Regularly proposes and implements effective process enhancements

4. Exceeds expectations: Consistently optimizes operations and achieves significant efficiency gains

5. Outstanding: Innovatively transforms operational processes to achieve exceptional performance

Key competency: Resource management

1. Does not meet expectations: Ineffectively manages resources, leading to wastage and inefficiencies

2. Needs improvement: Manages resources adequately but often exceeds budget or timelines

3. Meets expectations: Efficiently manages resources within budget and timelines

4. Exceeds expectations: Optimizes resource usage, consistently staying under budget and ahead of timelines

5. Outstanding: Innovatively manages resources, significantly reducing costs and increasing operational efficiency

Implement BARS with Engage

Creating behaviorally anchored rating scales is a great method for reducing ambiguity and ensuring fairness in performance evaluations.

The Engage software suite offers a versatile infrastructure for evaluating and improving talent performance using BARS or 360-feedback, goal-based, or competency-based systems.

The flexibility of our system gives people operations departments all the tools they need, from performance review software to training management, and career development, and much more.

Handle all your processes in one platform—from performance reviews and follow-ups, training, development plans, and career progression.

Book a demo to see how our solutions will help you build a high-performance workforce.