In addition to the care provided, the choice of a method appropriate to the internal characteristics is also decisive for a successful assessment. The options vary in relation to the way of analyzing and the participants. Know the main ones, below.


Knowing yourself is one of the main factors to achieve career success. Understanding your own limitations and skills is essential to becoming a better and more capable employee.

In fact, one of the obstacles to professional development is the lack of vision about the possibilities. If someone fails to recognize flaws or opportunities for improvement, they will hardly be able to evolve.

Through self-assessment, employees have the possibility to analyze their own performance. By making this reflection, he can seek ways that lead to improvement.

The process begins with the definition of which elements will be evaluated, such as the reaction to guidelines or the ability to adapt. Then, the employee checks his performance, which must be done honestly and fairly. In the end, he and the manager can debate the results, in order to align the final analysis.

To work, the approach needs to be carried out by mature professionals who know each other well. In addition, the company must offer adequate parameters so that the result is not overly generic.

The most common is to use structured questionnaires, in which the professional ranks his performance in each of the questions presented. For example, if you are given a task, you can seek self-criticism regarding teamwork, asking for a rating from zero to five.


When the assessment is made by the direct superior, it is called 90 degrees (or direct). The HR helps mount the process and then the manager analyzes the indicators and factors specific to each approach.

To improve performance, it is possible that the results are discussed between the employee and the manager after the evaluation. This conversation is important to exchange orientations and ensure total alignment.

The main advantage is that the leader is the most capable person to evaluate the team, since he has more knowledge about him. However, such an approach can lead to distortions, since it is based on just one view.

In horizontal companies – which do not have an established hierarchy – implementation is not recommended, as it may not correspond to reality. Another benefit of the 90-degree evaluation is the contact of the evaluator with the context in which the activities are carried out.

Whoever is in charge of the team knows what challenges were faced and can consider the scenario in their appreciation. In addition, feedbacks gain strength in this model. After all, unlike self-assessment, the return will be granted by an external observer, responsible for seeking results within the company’s expectations.

Regarding the method, it is also possible to use questionnaires with pre-established parameters, even to facilitate the preparation of statistics. But here, the leader’s observations and notes gain importance, which requires space for more open responses.

Finally, it is always interesting to subject the 90-degree assessment to performance calibration. The supervision of a committee will combat the risk that the leader will be much more rigorous or mild than the others, as well as biased results.


Also called a joint assessment, the 180-degree version is carried out simultaneously by the employee and the manager. It differs from the 90-degree assessment because the results are discussed as the process is carried out – and not just after the end of the step.

Among the performance evaluation methods, it is the most used in companies – in particular, in the largest ones or in those that have a less flexible structure. The great benefit of this approach is that it allows an exchange that favors action in several ways.

However, it is essential to have a well-designed communication channel in advance – or the desired effects will not be achieved. Care must also be taken, as the results reflect the opinion of only one person.

Thus, everything must be well structured so that the analysis is done objectively and as close to reality as possible. In general, good 90-degree assessment practices can also be used for 180-degree assessment.

The big difference is the likelihood of internal conflicts . Extra care must be taken so that the friction between leader and employee does not harm the report.


In order to have a global and clear view of the employee, the 360-degree assessment is based on the perspective of multiple people. In this method, all individuals who interact with the employee, in some way, give their opinion. That is, the employee is evaluated by his hierarchical leader, his co-workers and even his subordinates.

In some cases, other customers, such as consumers and suppliers, are also consulted. A person in charge of the purchasing sector, for example, can be analyzed by the main suppliers.

The biggest benefit is that it is closer to reality. As it does not depend on the vision of just one person, it is possible to find new opportunities for performance. However, it is a method that requires a lot of preparation to be performed correctly.

Initially, the person in charge must identify criteria that comprise the analysis from different perspectives and select the evaluating parts. The main care is to ensure the participant’s participation. The employee may be in an uncomfortable situation, being bombarded with negative feedbacks on all sides.


Measurements can also take place collectively. This assessment is usually the responsibility of the leader, the group itself or, if applicable, the person responsible for managing all teams. Everything will depend on the purpose of the report.

As a good practice, support for performance indicators will be crucial for an accurate measurement. This is because it can be difficult to classify competences or describe behaviors of a group without the aid of the results achieved collectively.

In addition feedback must also be worked with care, because when talking about an unsatisfactory group result, the tendency is to look for culprits, instead of improving collective performance.


Every position requires specific qualities of employees. Even if the professional already has the skills, the search for improvement guarantees the optimization of work and performance levels.

Therefore, one of the opportunities is to carry out the competency assessment. In it, the employee is analyzed according to his behavioral and technical skills.

The intention is to verify how the individual has been using the set of skills required for his function. From this, he and the manager can identify which points need to be worked on and which skills still need improvement. To improve the effects, the technique can be combined with other performance evaluation models.