How to be Fairer in Performance Reviews
If you've been following our series on fairer performance reviews, then you’re likely meeting regularly with your people about their performance, have a clear framework to measure them and have solicited a range of diverse feedback. Now it’s time to turn your attention inward – to what you can do to ensure that your performance assessment is fair and objective.
Because, let’s face it, none of us are immune to bias. Countless studies have shown that we are inclined to prefer those who are similar, familiar or proximal. So, while their achievements are the same, we’re more likely to pay attention to and reward those remind us of ourselves, of successful others in our company, or those whom most closely mirror our image of what makes someone talented.
This halo effect extends to the story we tell ourselves about why they’re so successful – when they’re similar and familiar, we see their wins as signs of internal characteristics – like intelligence or grit. When they are different and unfamiliar, we are more likely to attribute their achievements to external sources, like the situation or people around them. For those in the latter, more proof and time is often required before we’re willing to ‘take a risk’ to give top ratings, promote, reward or give stretch opportunities – because we have less evidence of other people like them having access to and thriving as a result of such opportunities.
So, knowing that you are wired this way, here is what you can do to ensure that your evaluations of people’s performance are fairer and more objective:
Have a snack – Yes, you read that correctly. Research has shown that you are more likely to judge others harshly when you are hungry – for example, by handing down stiffer penalties for crimes. Before you make a decision about someone’s performance ask yourself: Am I hungry? Tired? Rushed? If you answer yes to any of the above, then take the time to rest, slow down and recharge before making any further judgments.
Focus on what matters - Do you have a clear rubric for evaluating performance? If not, create one by checking out our previous post. Without it, you will unconsciously focus on what is: 1) most recent in your memory and 2) what doesn’t matter. Take for example the case of orchestras. After questioning why so many more male musicians were hired than females following auditions, screens were erected to prevent the decision makers from seeing the gender of the person auditioning. By obscuring this one piece of irrelevant information, hiring of women increased by 30%. Your rubric can also act as a screen – helping you to focus on the skills, achievements and capabilities required for success in a role – and reducing the likelihood that you’ll unconsciously focus on other factors that aren’t.
Flip it to test it – In her TEDx Talk, Are you biased? I am, Global Head of HR, Kristen Pressner gives us a simple action we can take to test whether our judgments are biased. Simply take what you have just said or thought about your team member and ask yourself whether it would apply if the person changed. Would you call Adam ‘aggressive’ if he were acting the same way as Karen? Or would you see him as ‘assertive?’ If Robert was Salim’s age, would you consider him for this opportunity? Or would you still question his agility? By flipping it to test it, you will know whether your judgment is influenced by your perception of a person’s trait (e.g. their age, gender, race, religion) rather than their actual competence, qualifications or objective behaviour.
Seek to prove yourself wrong – Perceive that your colleague lacks skill in a particular area? Or has been ineffective in delivering one of their objectives? Challenge yourself to find evidence that counters your belief. Ask others to share wins that you’re unaware of or a different take on the person’s performance. Look for examples where the skill may have been demonstrated across other projects, or with other stakeholders or in different settings. Acknowledge the belief but don’t believe it to be true simply because you’ve thought it – take the time to disconfirm and you’ll inevitably have a more balanced and objective view.
Be consistent – How many people are you soliciting feedback from? What questions are you asking of them? What time of day are you conducting performance appraisals? What form or template are you using to do so? Be sure to use consistent tools, methods and even schedule yourself at consistent times of the day to ensure that extraneous factors do not shape your ratings.
Have a second reviewer – Ask a peer or trusted colleague who has had exposure to your team member to review the performance appraisal. Where do they disagree? Where might they have had a different experience with the individual? Where is additional information, feedback or testing needed before landing on a conclusion? And, importantly, what might you be missing or unaware of that would create an even more balanced/objective review?