The behavioral statements were clearly relevant to the participants overall and across economic sectors. The BARS (behaviorally anchored rating scales) method of evaluating employees carries typical job appraisals one step further: Instead of relying on behaviors that can be appraised in any position in a company, the BARS method bases evaluations on specific behaviors required for each individual position in an individual company. The authors would like to thank Richard J. Tannenbaum of Educational Testing Service for his technical and logistical guidance and support, which were instrumental to the success of this project. A key element of WIOA is the requirement for strategically aligning training with the needs of a prepared workforce that fits regional employer needs. Supervisors evaluating their subordinates' performance using some type of rating scale has become the most frequently used method of appraising job performance (Borman, 1991). Rating scales came into wide use by psychologists through their application by phrenologists in the mid‐19th century (Bakan, 1966) and by Francis Galton in the late 19th century (Guilford, 1954). After further review, we consolidated leadership and management into one domain, because we found it challenging to imagine a sufficient number of realistic and distinct examples of both leadership and management behaviors for Zone Three workers. The final scales appear in Appendix B, but the behavioral statements have been pixelated, as they are proprietary. Performance appraisal – Judgmental evaluation. It is completely individualized. The managers retranslated statements back into dimensions, confirming that the statements reflected the appropriate dimensions. While this research provided evidence of the generalizability of findings across industries, we did not conduct any statistical significance testing or provide any confidence intervals to confirm that evidence. 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