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BARS Examples

The document provides examples of Behaviorally Anchored Rating Scales (BARS) for evaluating the performance of different roles: 1) A department store manager is evaluated on their ability to coach sales personnel effectively through training, delegation, and communication. 2) An automotive salesperson is evaluated on their salesmanship skills in overcoming buyer objections and customizing their pitch to each buyer's needs. 3) A college professor is evaluated on their organizational skills in logically structuring course material, tying each lecture to the next, and following the outlined syllabus.

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Kim Juan
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286 views

BARS Examples

The document provides examples of Behaviorally Anchored Rating Scales (BARS) for evaluating the performance of different roles: 1) A department store manager is evaluated on their ability to coach sales personnel effectively through training, delegation, and communication. 2) An automotive salesperson is evaluated on their salesmanship skills in overcoming buyer objections and customizing their pitch to each buyer's needs. 3) A college professor is evaluated on their organizational skills in logically structuring course material, tying each lecture to the next, and following the outlined syllabus.

Uploaded by

Kim Juan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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BARS Samples |1

EXAMPLE OF A BEHAVIORALLY ANCHORED RATING


SCALE FOR A DEPARTMENT STORE MANAGER

DIMENSION: Coaching Sales Personnel

Description of the Dimension: Gives sales personnel a clear idea of their job duties and
responsibilities; exercises tact and consideration in working with subordinates; handles
work scheduling efficiently and equitably; supplements formal training with his or her own
“coaching”; keeps informed of what the salespeople are doing on the job; and follows
company policy in agreements with subordinates.

Effective 9 Could be expected to conduct full day’s sales clinic with two
new sales personnel and thereby develop them into top
salespeople in the department
8 Could be expected to give his or her sales personnel confidence
and strong sense of responsibility by delegating many
important tasks
7 Could be expected to never fail to conduct week training
meetings with his or her people at a scheduled hour and to
convey to them exactly what is expected.
6 Could be expected to exhibit courtesy and respect toward his or
her sales personnel.
5 Could be expected to remind sales personnel to wait on
customers instead of conversing with one another
4 Could be expected to be rather critical of store standards in
front of his or her own people, thereby risking the development
of poor attitudes.
3 Could be expected to tell an individual to come in anyway even
though he or she called in to say he or she was ill.
2 Could be expected to go back on a promise to an individual who
he or she had told could transfer back into previous department
if he or she did not like the new one.
Ineffective 1 Could be expected to make promises to an individual about his
or her salary being based on department sales even when he or
she knew such a practice was against company policy.
BARS Samples |2

EXAMPLE OF A BEHAVIORALLY ANCHORED RATING


SCALE FOR AN AUTOMOTIVE SALESMAN

DIMENSION: Salesmanship Skills

Description of the Dimension: Persuade prospective buyers to buy one of our


vehicles; use our vehicles benefits to encourage people to buy; use salesmanship
skills to overcome buyers stated reasons not to buy; adjust sales pitch to buyer’s
needs.

A prospect said she would only buy one of our luxury convertibles or
would buy a competitor s car. When the finance firm rejected her 10
application, the salesperson compared our lower-priced car to the
competitor’s and convinced her to buy our lower-priced model.
9

Salesperson asks prospective buyer what he or she is looking for in a 8


vehicle and why, listens carefully to the buyer, and then explains how
our vehicle fulfills those needs and why. 7

The prospect said he was looking for a car that he could use to haul 6
his boat and for off-road purposes, and the salesperson emphasized
our vehicle’s low price and quality in the sales pitch. 5

The prospective buyer said she really wanted to special-order a car


4
with an unusual color and amenities, and the salesperson said she’d
be better off not waiting 2 months and should settle for a standard
3
model.

2
The prospect said he didn’t like the looks of our vehicle, and the
salesperson told him the style is the style and that he’d probably be 1
happier with a competitor’s vehicle.
BARS Samples |3

EXAMPLE OF A BEHAVIORALLY ANCHORED RATING


SCALE FOR A COLLEGE PROFESSOR

DIMENSION: Organizational Skills

Description of the Dimension: A good constructional order of material slides


smoothly from one topic to another; design of course optimizes interest; students
can easily follow organizational strategy; course outline followed.

10
Follows a course syllabus; presents This instructor could be expected to
lectures in a logical order; ties each assimilate the previous lecture into
9
lecture into the previous one. the present one before beginning the
lecture
8

7 This instructor could be expected to


announce at the end of each lecture
the material that will be covered
6
Prepares a course syllabus but only during the next class period.

follows it occasionally; presents


5
lectures in no particular order,
although does tie them together.
4 This instructor could be expected to
be sidetracked at least once a week in
3 lecture and not cover the intended
material.
Makes no use of a course syllabus;
2 This instructor could be expected to
lectures on topics randomly with no
lecture a good deal of the time about
logical order. subjects other than the subject s/he is
1
supposed to lecture on

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