What Is a Behaviorally Anchored Rating Scale (BARS)? Definition, Examples & Guide

A Behaviorally Anchored Rating Scale (BARS) is a performance evaluation method that ties numerical ratings to concrete behavioral examples. Instead of vague labels like “excellent” or “poor,” BARS defines what each rating means through specific, observable behaviors.

In Short

BARS links scores to specific actions—like “resolves customer issues on first contact” for a top score—making performance reviews more objective than generic ratings. Each behaviorally anchored rating scale includes performance dimensions (like communication), rating levels (usually 5–7 points), and behavioral anchors describing what each rating looks like in practice. Development takes weeks to months but produces more consistent evaluations across managers.

What Is BARS?

A Behaviorally Anchored Rating Scale is a performance evaluation method that ties numerical ratings to concrete behavioral examples. Instead of saying someone scores “3 out of 5” on teamwork without context, BARS defines what a “3” means—like “participates in team meetings, shares ideas occasionally, supports colleagues when asked.”

This approach blends qualitative descriptions with quantitative scoring, which can help make performance reviews more consistent across evaluators. According to the Society for Human Resource Management (SHRM), BARS provides clearer guidance for both managers and team members during performance conversations.

How Does BARS Work in Practice?

Each BARS scale has three components: performance dimensions (like communication or customer service), rating levels (usually 5–9 points), and behavioral anchors that describe what each rating looks like in action.

Here’s what a customer service behaviorally anchored rating scale might look like:

5 – Outstanding: Consistently resolves customer issues on first contact. Receives frequent positive feedback. Proactively anticipates customer needs.

4 – Above Average: Resolves most issues efficiently. Occasionally receives positive feedback. Responds promptly and follows up.

3 – Satisfactory: Handles routine interactions adequately. Follows standard procedures. Occasionally needs guidance on complex issues.

2 – Below Average: Struggles to resolve issues without assistance. Receives some complaints. Often fails to follow up or meet response standards.

1 – Unsatisfactory: Frequently mishandles interactions. Receives regular complaints. Does not follow procedures or make effort to improve.

When evaluators use this scale, they match observed behaviors to the descriptions rather than relying on gut feelings or vague impressions.

Wide shot of a warehouse floor during mid-morning operations showing three team members demonstrating effective collaboration behaviors.

What Are the Benefits of Using BARS?

More objective ratings. When evaluators have specific behavioral descriptions, they’re less likely to rely on vague impressions. A “4” means the same thing across different managers.

Clearer expectations. Team members know exactly what behaviors lead to higher ratings—like “responds to messages within two hours” versus a generic “good communication.”

Better development conversations. Instead of saying “improve your teamwork,” managers using BARS can point to specific behaviors: “Try sharing ideas more proactively in meetings, like the examples in the ‘above average’ tier.”

Reduced bias potential. Concrete behavioral anchors can help limit the influence of unconscious bias, though they don’t eliminate it entirely. Performance evaluations that use clear behavioral standards help ensure fairness and reduce the risk of demotions based on subjective impressions.

Easier performance tracking. When you document which behaviors someone demonstrates, you create clearer records for career progression conversations and development planning. This becomes particularly valuable when evaluating employees for specialized roles or apprenticeship agreements where skill progression must be clearly documented.

What Are the Drawbacks?

Development takes time. Building BARS from scratch requires collecting behavioral examples, validating them with stakeholders, and refining the scales. Expect weeks or months for the initial setup.

Role-specific customization. A customer service behaviorally anchored rating scale won’t work for a warehouse role. You’ll need different scales for different positions, which multiplies the effort.

Ongoing maintenance. When job responsibilities shift—like adding new technology or changing processes—you’ll need to update the behavioral anchors to keep them relevant.

Potential rigidity. Pre-defined behaviors can miss unique contributions or context-specific wins that don’t fit neatly into your scale.

Training overhead. Managers need training to apply BARS consistently. Without it, you risk the same subjectivity problems you’re trying to solve.

How Do You Build a BARS System?

Step	Action Required
1. Define Competencies	Identify 5–8 critical performance dimensions for the role
2. Collect Examples	Gather specific behavioral examples from managers and high performers
3. Create Rating Levels	Sort behaviors into 5–9 point scale with clear distinctions
4. Validate	Share draft with stakeholders and refine based on feedback
5. Pilot Test	Try with small group, watch for confusion or missing behaviors
6. Train Evaluators	Walk managers through matching behaviors to ratings
7. Review Regularly	Update scales when responsibilities or processes change

Start with Key Competencies

Identify 5–8 critical performance dimensions for the role—communication, problem-solving, customer service, technical skills, or similar areas. Look at job descriptions and talk to high performers to confirm what actually matters.

Collect Real Behavioral Examples

Ask managers and experienced team members for specific examples of effective, average, and poor performance in each dimension. “Responds to customer emails within four hours” is more useful than “communicates well.”

Organize into Rating Levels

Sort your examples into a 5–9 point scale based on effectiveness. Group similar behaviors together and make sure each level is clearly distinct from the others. Research in organizational psychology suggests 5–7 levels work best for most applications.

Validate with Stakeholders

Share your draft with managers, team members, and HR. Ask: Do these behaviors accurately represent the role? Are the distinctions between levels clear? Revise based on feedback.

Run a Pilot Test

Try the behaviorally anchored rating scale with a small group first. Watch for confusion, missing behaviors, or levels that evaluators interpret differently. This step reveals real-world problems before full rollout.

Train Everyone Who’ll Use It

Walk managers through how to match behaviors to ratings and give feedback using BARS language. Clear training prevents the system from becoming just another checkbox exercise.

Review and Refine Regularly

After your first review cycle, collect feedback. Update anchors when responsibilities change, new tools get introduced, or you spot gaps in the original scales.

How Does BARS Compare to Other Methods?

Graphic rating scales use vague labels like “excellent” or “poor” without defining what those mean. BARS adds the behavioral descriptions that make ratings more consistent.

Critical incident technique documents specific performance events as they happen. BARS builds on this idea by organizing those incidents into structured rating scales.

360-degree feedback gathers input from multiple people—peers, managers, direct reports. You can combine BARS with 360 reviews to make multi-source feedback more standardized.

Management by Objectives (MBO) evaluates what someone accomplished—hitting sales targets, for example. BARS focuses on how they did the work—the behaviors and approaches they used.

What Makes BARS Work Well?

Write observable, concrete behaviors. “Identifies process improvements and proposes solutions to management” is clearer than “shows initiative.” Anyone watching should be able to confirm whether the behavior happened.

Include both strong and weak examples. Show what great performance looks like and what needs improvement. This contrast helps evaluators place someone accurately on the scale.

Update your scales regularly. Review behaviorally anchored rating scales at least annually. When you adopt new tools or change processes, make sure the behavioral anchors still reflect current expectations.

Combine with other approaches. BARS works well alongside goal-setting conversations, self-assessments, or development plans.

Use it for growth, not just evaluation. The best BARS implementations help people develop. Point to the next tier’s behaviors during coaching: “To move from a 3 to a 4, try these specific actions.”

Eye-level shot of an HVAC technician demonstrating problem-solving behaviors at a residential service call.

Where Does BARS Work Best?

BARS tends to be most effective in roles where behaviors are observable and fairly consistent:

Customer-facing positions like retail, hospitality, call centers, or healthcare have clear interaction patterns that make behavioral anchors easier to define and observe. Many of these roles involve part-time or seasonal employment, making consistent evaluation methods especially valuable.

Safety-critical environments in aviation, manufacturing, or construction benefit from precise behavioral standards that support compliance and reduce risk. These roles often require structured on-the-job training where BARS can help measure progress.

Team-based operations where collaboration matters—including shift work settings—can use BARS to clarify what effective teamwork actually looks like in practice. Shift supervisors often use BARS to evaluate team members consistently across different shifts and working conditions.

BARS can be harder to apply in highly creative, rapidly changing, or autonomous roles where success depends more on innovation or judgment than repeatable behaviors. In those cases, you might combine behaviorally anchored rating scales with other evaluation approaches.

Frequently Asked Questions

How long does it take to create a BARS system? Initial development typically takes several weeks to a few months, depending on the number of roles and how many behavioral examples you need to collect and validate. Pilot testing and refinement add more time before full rollout.

What’s the ideal number of rating levels? Most organizations use 5–7 levels. Fewer than five makes it hard to distinguish performance differences; more than nine can make the distinctions too subtle for consistent application.

Should team members see the BARS before evaluations? Generally, yes. Sharing the behavioral anchors ahead of time helps people understand expectations and prepare meaningful examples for performance conversations. Transparency tends to improve buy-in.

How often should you update BARS? Review your scales at least annually. Update sooner when job responsibilities change significantly—like new technology adoption, process changes, or shifting business priorities.

Close-up shot of two healthcare workers at a nurses' station during shift change, demonstrating clear communication behaviors.

Sources

Build Better Performance Evaluation Processes

BARS can make performance reviews more consistent by tying ratings to concrete, observable behaviors. When you invest in thoughtful development, clear training, and regular updates, behaviorally anchored rating scales help strengthen performance conversations and support team member growth.

If you’re managing shift-based teams, ShiftFlow helps you track performance patterns, document feedback, and build transparent processes. Start your free trial to see how better workforce tools support better performance management.