Performance Review Systems and Effective Evaluation Strategies
Overview
The performance review or evaluation is a formal process undertaken by employers to assess employee performance, skills, and accomplishments in their job and to offer feedback in order to improve future performance. More companies are moving toward a frequent feedback performance management system in which managers conduct quarterly, monthly, and weekly reviews. Incorporating regular check-ins, setting meaningful goals, and utilizing performance review tools are key strategies for success in today's workplace. Performance reviews can provide timely, valuable feedback for employees about their work and help them understand how well they are doing and what areas need improvement.
The purpose of reviews is two-fold: an accurate and actionable evaluation of performance, and then development of that person’s skills in line with job tasks. For recipients, feedback has intrinsic and extrinsic value. Across fields, research shows that people become high performers by identifying specific areas where they need to improve and then practicing those skills with performance feedback. Multiple career studies indicate the importance of on-the-job versus other types of experience. For the giver of feedback, the process is key to getting people to practice the right things, prioritize opportunities, and clarify accountabilities owned by the individual versus the manager or the company. It’s also key to effective leadership. The higher you rise in any organization, the more dependent you are on subordinates’ performance. This reality has implications for what managers must do before, during, and after a review.
(Harvard Business Review: “How to Conduct a Great Performance Review”
by Frank V. Cespedes, Senior Lecturer Harvard Business School, July 8, 2022
The strategic use of performance review software can streamline the review process, making it more consistent, efficient, and impactful. Such tools offer features like goal setting and tracking, feedback collection, and performance analytics, facilitating a more data-driven and transparent review process. With the help of technology, managers can ensure that they are conducting effective reviews that benefit both the employee and the company. By leveraging data-driven systems, organizations can ensure consistency and fairness in performance evaluations, track employee progress over time, and provide personalized feedback and development opportunities. This ultimately leads to more accurate performance assessments and better supports employee growth and success.
Note that performance reviews can't be effective as standalone performance management tools. They must be integrated into a broader performance management framework that includes goal-setting, feedback, and regular 1-on-1 conversations. The use of more holistic and forward-thinking performance reviews can foster a culture of continuous improvement and learning in the organization. This approach not only enhances employee engagement and productivity but also helps identify and nurture talent for future leadership roles.
Teamflect: Performance Review: 20 Performance Review Best Practices For 2024
As organizations look forward, adopting a flexible, personalized approach that aligns performance reviews with their strategic goals and culture will be key to unlocking the full potential of their workforce without creating too much work for managers. The future of performance reviews is expected to see changes and advancements driven by technology and evolving workplace dynamics. Technology is expected to further transform the performance review process, contributing to a more efficient and effective approach. These trends may include more frequent feedback; real-time performance tracking; data-driven performance insights; focus on future performance; digital platforms; artificial intelligence; and mobile accessibility. By embracing these trends, organizations can create a performance review process that is agile, data-driven, and focused on continuous improvement and employee development.
Quantum Workplace: “Boosting Employee Success with Effective Performance Reviews:
Managers who conduct regular, more frequent performance reviews can recognize high-performing employees, address issues before they escalate into problems—and better engage their team as a result. Embracing change and implementing these practices can lead to a more positive and impactful performance review process and can enhance employee motivation and productivity. Each organization in the private sector and in law firms has its own, unique way of conducting performance evaluations. However, considering and implementing the following universal performance appraisal best practices can help to boost productivity within a working environment.
Guidance for Performance Evaluation Systems in Law Firms
An article appearing in Law Practice Today, the ABA Law Practice Division Magazine, provides helpful advice on “Making the Review Process Better”; A summary of the article follows.
All law firms need to evaluate lawyer performance periodically to support compensation, promotion and retention decisions, as well as to assess how their lawyers are performing regarding the goals and needs of the organization. Most performance management systems rely on written reviews of other lawyers in the firm which are consolidated and form the basis for a review conversation with the attorney at which feedback is delivered and, in most firms where future development goals will be outlined. In many cases this traditional review process focused on deficit-oriented performance reviews that emphasize what an employee is not doing well. This approach has been shown to fail to improve performance and to be counterproductive, generating employee dissatisfaction and lower organizational performance. Workplaces that honor and respect individuals’ contributions, nurture and support their intellectual, professional and relational growth, and provide constructive feedback and fair compensation optimize the opportunity for lawyer engagement, commitment, performance, productivity, profitability, teamwork, and ability to attract and retain talent.
The article notes that successful performance review dialogue should require:
- preparing and training at all levels of the firm, including those who deliver and receive feedback;
- reviewing of the current performance review process with an eye to what is and is not working;
- introducing stakeholders to a strengths-based process and its relationship to engagement and productivity;
- developing specific training modules for both reviewers and reviewees on framing, delivering and receiving feedback;
- creating individual development plans that are actionable and include periodic check-in and feedback to provide encouragement, assess progress and course adjustment as needed;
- designing metrics to assess retention, recruitment, absenteeism, completion of assignments, etc.; and
- having all attorneys complete evaluations of the impact of the process.
The article concludes that the legal profession can benefit greatly from rethinking performance management as a tool for developing and retaining talent. However, merely providing information does not necessarily help an individual develop missing skills. In an increasingly complex, high-stakes business environment, it is critical to ensure that the information provided in a review process is retained and available for use on a day-to-day basis. Post-review coaching may provide a valuable complement to the review process. Combining a positive, prospective performance management system with supportive coaching and training can yield great benefits and facilitate individual and organizational flourishing.
(ABA Law Practice Division, Law Practice Today: “Making the Review Process Better” by Diane Rosen & Laurie Lyte.
The National Law Review provides a comprehensive checklist for mastering associate performance
Creating a thriving environment for associate attorneys is a multifaceted endeavor, blending the art of constructive feedback with the science of performance metrics. At its core, it's about nurturing a culture that values growth, fosters excellence, and aligns individual ambitions with the firm's broader vision. The journey from evaluating performance to providing developmental opportunities paves the way for associates to not only meet but exceed expectations, thus propelling the firm towards a trajectory of success and distinction. A checklist for mastering associate performance includes:
- Making Evaluating Associate Performance a Priority
- Defining Key Performance Indicators (KPIs)
- Setting Clear Performance Expectations
- Implementing Regular Feedback and Coaching Sessions
- Providing Professional Growth and Training Opportunities
General Guidance for Performance Evaluations in the Private Sector and Law Firms
Rethinking the Performance Review Process
Details for the following tips can be found at
Quantum Workplace, Rethinking the Performance Review: Tips for HR Leaders
Success-driven organizations know that the performance review must be part of a continuous performance management strategy. HR leaders must lead their organizations through rethinking performance reviews, asking questions such as:
- How do performance reviews fit within our organization's broader employee success strategy?
- How do they impact employee engagement and performance?
- What do our performance reviews say about our culture?
- Are they helping us retain our high performers or are they turning them away?
- How can the review process be more efficient, effective, and engaging for everyone involved?
Elements of and Effective, Efficient and Engaging Performance Review Process
- Performance reviews should happen frequently, allowing managers and employees to stay on the same page about goals, progress and performance.
- Performance reviews should be two-way conversations. Managers and employees should equally contribute to the conversation, and employees should be just as invested in the preparation as managers.
- Performance reviews should be future-focused. Employees can’t change the past, it’s good to reflect on the past, but managers and employees should also spend time looking forward to the next year.
- Performance reviews should be transparent. Managers should work with each employee to create a clear, shared, and collaborative agenda with main points of discussion.
Both parties should know exactly what to expect—there shouldn’t be any surprises!
- Performance reviews should be objective. Today we have access to volumes of relevant data. Every statement made should be fueled by data—not by the manager’s opinion.
- Performance reviews should be enabled by technology. Performance review software helps simplify the process and enhance effectiveness across the board. A digital platform helps to share agendas, record notes, and document performance all year long. It should help empower managers with diverse data sources that help them to be better coaches, have better reviews, and minimize subjectivity in performance evaluations.
- Different types of performance reviews should be utilized based on the organization’s needs and goals helping, including annual performance review, midyear performance appraisal, quarterly performance conversation, monthly 1-on-1 meetings, weekly check-ins, and 360 and self-performance reviews.
Note: Additional review methods include Management by Objectives, Objective and Key Results, 180-Degree Feedback, 360-Degreee Feedback, 720-Degree Feedback, Critical Incident Method, Checklist Method, Psychological Appraisal, Assessment Center Method, Behaviorally Anchored Rating Scale, Self-Assessment, and Peer Review.
PeopleBox: “What are the Different Methods of Performance Management?” (This article describes these methods, how to set them up and when to use them depending on the type of business.)
Preparing for the Performance Review
Quantum Workplace, “Rethinking the Performance Review: Tips for HR Leaders”
Managers should approach any performance conversation with thoughtful preparation, lots of data and examples., and do the following:
- Sync performance review criteria, employee goals, and goal progress.
- Gather employee data and examples.
- Prepare notes and agenda.
- Align expectations with employees.
Conducting Performance Reviews
Quantum Workplace, “Rethinking the Performance Review: Tips for HR Leaders”
Conducting performance reviews is a crucial aspect of talent management within any organization. The responsibility primarily falls on the shoulders of HR and managers. Together, they should work towards creating a more efficient, effective, and engaging review process.
When it comes to how to conduct a performance review effectively, managers need to understand:
- Why it’s important to review past performance and focus on future success
- How to ask the right questions
- How to choose the right phrases
- The importance of being a good listener
- Ending the conversation with agreed upon next steps
What to Assess in a Performance Review
Source: Teamflect:” How to Write a Performance Review That Drives Results: Best Performance Review Guide for 2024”
Performance review expectations can be more specifically determined by considering your industry. However, common performance review that can be used in any industry include skills, level of expertise, quality of work, quantity of work, collaboration and teamwork, punctuality and attendance, initiative, customer service, flexibility, time management, leadership, and organizations skills.
What Are Performance Expectations
Performance Expectations: Example Expectations + Helpful Performance Feedback Samples – 2024
Performance expectations are important because they help us understand our path to success and our responsibilities. Without performance expectations, employees might lose direction because achieving success at work requires clear goals and the right mindset. Also, from leadership and initiative to facilitating collaboration and communication, performance expectations play an important role. Performance expectations also serve as the foundation for performance evaluations. Because employees are assessed based on how successful they were by referring to these expectations.
How to Write a Performance Review
(Source: Teamflect:” How to Write a Performance Review That Drives Results: Best Performance Review Guide for 2024”
Gallup found that only 14% of employees think performance reviews are motivating. This indicates that managers should incorporate new strategies into employee reviews. The steps below answer the question “How to write a performance review” in a way that is practical and useful.
- Collect Important Information
While writing employee reviews you should try to be as comprehensive as possible and include more than past performance. To write the best work performance evaluation, first collect important information such as self-reviews, useful data, and goals. You can do this by including your one-on-one meeting notes, recognition examples, projects and products where the employee contributed and feedback from stakeholders.
- Stay Objective and Avoid Biases
Managers try to be as objective as possible. Managers can read about common biases at work and see if they exhibit any of them. Here are the three common performance review biases:
- The halo effect: Perceiving your employee as flawless.
- The horn effect: Everything an employee does is construed as negative and useless.
- The-just-like-me bias: When you share similarities with an employee and rate them more positively.
- Start with the Positive
To reinforce future performance, you need to start with the positive. This will set the tone for the rest of the performance review. Knowing they are appreciated by you, your employees will be comfortable when you discuss the weaker areas of their work.
- Include Constructive Criticism
You need to address your employees’ weaknesses because if they are clueless about the weaknesses they can’t improve and grow. Be constructive with criticism and careful with your wording. Here are three examples of constructive criticism that are paired with a strength of the employee:
- “You work effectively individually, but there’s potential to enhance your collaboration within the team. You may consider taking the initiative to share your expertise and ideas more proactively.”
- “While your content is solid, your presentation skills could be improved. You can work on your delivery, body language, and engagement with the audience.”
- “You handle conflicts professionally, but there have been occasions when the resolution process could have been more efficient. Try addressing issues early and seeking mediation if necessary.”
- Incorporate 360-Degree Feedback
You’ve read about biases and you’re aware of the possible negative impacts of biases on employee reviews. Another way of avoiding bias is incorporating 360-degree feedback.
To incorporate 360-degree feedback, you need to add examples from self-reviews, as well as peer and manager reviews. This will allow you to see employee performance from every angle and provide more detailed feedback.
- Act Like a Mentor
Employee mentors assist their mentees in developing professionally. They resemble a teacher who is supportive of their students and who provides them with honest feedback. This relationship based on encouragement makes mentees feel supported and comfortable. Thus, by using a mentoring approach during employee reviews, you will also give your employees a sense of security and support.
Conducting Remote Performance Reviews
Teamflect: How to Write a Performance Review That Drives Results: Best Performance Review Guide for 2024
- Create a Visual Resource
To make sure you and your employees are on the same page, you can prepare slides or visual resources. They will allow you to make sure nothing important is forgotten and they serve as a baseline for future employee reviews.
- Ask for a Self-Review
Self-reviews are important because they help you understand how employees perceive themselves. After reading the self-review, you may realize that your performance review criteria don’t include the critical points that your employees talked about in their self-assessment. By using self-reviews both you and your employees can gain insight. Additionally, self-reviews are great opportunities to see how employees want to grow professionally.
- Use Performance Review Software
You can’t manage a remote team without software. And if you’re ambitious with your goals, you need a solution that ticks all the boxes. Make sure the software is efficient, user-friendly, cost-effective, reliable, and customizable.
- Recognize Your Employees’ Contributions
Solely focusing on mistakes and weaknesses will not be effective in motivating your employees. People need to feel appreciated to be more ambitious. If all you talk about is weaknesses, then your employees might feel like there is no need to try because their efforts and contributions are invisible.
- Try to be Empathetic
Employee reviews can be intimidating for employees, especially if they are being conducted remotely. Therefore, you need to provide suggestions and advice while giving constructive criticism. While doing so you should be empathetic by making actionable suggestions so that your employees can understand they can improve their weaknesses.
Writing a Performance Review for Remote Teams: 7 Useful Tips
The performance review process can seem very different in remote work since it’s hard to see if someone is in the office or not. However, it’s still important to keep the process in place and observe the same protocol as you would if employees were in the office every day. When conducting a remote evaluation:
- Establish a baseline
- Focus on individual goals
- Create an engaging conversation
- Use specific examples
- Spend more time with people who need it most
- Ask for input regularly
- Schedule regular check-ins
Performance Review Biases and Bias Interrupters
Types of Performance Review Bias
(Teamflect: Performance Review Bias: How to Use 360-Degree Feedback to Eliminate it!
Since we are all incredibly complex individuals, with countless different factors forming our respective identities, it is perfectly normal that our biases are equally complex. They are separated into multiple different subcategories. Research reveals that the five types of biases listed below are the greatest offenders when it comes to sabotaging the results of performance reviews:
- Recency Bias: Recency bias is favoring recent events over older ones.
- Halo / Horns Bias: Halo / Horns bias is a cognitive bias that causes one to focus on one good or bad trait, instead of the whole.
- The Law of Small Numbers Bias: The law of small numbers bias is the unfair assumption that a small sample is representative of the majority population.
- Idiosyncratic Rater Bias: Idiosyncratic rater bias is the type of bias that happens when the rater uses their own skillset as a judging criterion.
- Leniency Bias: Leniency bias is giving positive notes, even though there is a glaring room to improve for the person reviewed.
The Challenge
Equality Action Center; UC College of the Law, San Francisco: “Bias Interrupters, Performance Evaluations”
A study of performance evaluations in tech found that 66% of women’s performance reviews contained at least one negative personality criticism (“You come off as abrasive”) whereas only 1% of men’s reviews did. In a performance evaluation audit at a law firm, people of color and white women were far more likely to have their personality mentioned in their evaluations (including negative personality traits). What’s optional for white men (getting along with others), appears to be necessary for white women and people of color. Case in point: 83% of Black men were praised for having a “good attitude” vs. 46% of white men, and 27% of white women were praised for being “friendly and warm” vs. 10% of white men.
Research also shows that white men tend to be judged on their potential while “prove-it-again groups” (women, people of color, individuals with disabilities, members of the LGBTQIA+ community, older employees, and first-generation professionals) are judged (or scrutinized) on their performance. Small biases can have large effects: According to one study, women received significantly lower “potential” ratings despite higher job performance ratings, and this accounted for 30-50% of the gender promotion gap.
The Solution
Equality Action Center; UC College of the Law, San Francisco “Bias Interrupters, Performance Evaluations”
- Use metrics.
Data and metrics help you spot problems—and assess the effectiveness of the measures you’ve taken. Businesses use metrics to help them achieve any strategic goal.
- Key Metrics:
- Do your performance evaluations show consistently higher ratings for majority men than for women, people of color, or other relevant groups?
- Do your performance evaluations show consistently higher ratings for in-person workers than remote and hybrid workers?
- Do women’s ratings fall after they have children? Do employees’ ratings fall after they take parental leave or adopt flexible work arrangements?
- Do the same performance ratings result in different promotion or compensation rates for different groups?
Keep metrics by: individual supervisor; department; and the organization as a whole.
- Collecting Data:
- Demographic data of employees:
Race/Ethnicity: This is likely collected from employees when they first apply to work at your organization.
Gender identity: Again, this is likely collected from employees when they first apply to work at your organization.
- Performance evaluations data:
Quantitative ratings: All quantitative ratings that are tracked.
Narrative answers: Answers to all open-ended questions.
- Interpreting Data:
Examining the demographic breakdown of quantitative ratings will help you determine whether there is a pattern of group differences in your performance evaluations. Looking at the indicators of bias will help you understand precisely how bias is playing out at your organization and provide a path forward
- Quantitative ratings:
In an organization where bias is not playing out in performance evaluations, expect the average ratings for each demographic group to be roughly equal. If the ratings at your company differ across groups, that could be evidence of bias.
- Narrative data:
What managers write in evaluations is also important. For example, in a company with prove-it-again bias, we would expect to see white men being described as valuable assets to the company even when they had lower ratings than women or people of color. A company with tightrope bias would see more personality comments for women and people of color, while white men would be more likely to receive praise for leadership skills.
Note: As you interpret your qualitative data, it is important to keep in mind that the objective is not to call out specific managers or even to spot bias in individual evaluations. Instead, we look for patterns that typically only become evident when we read a group of evaluations together.
- Acting on Data:
Depending on the pattern(s) you see in the pre-intervention data, there are two key areas of focus for your structural intervention:
- Revising the written materials connected to performance evaluation
- Providing training to help people combat bias
- Interpreting Post-Intervention Data:
After implementing your chosen interventions, you will want to examine the impact of the changes you have made. There are a few key indicators you should be looking for:
- Ratings:
Compare your pre-intervention ratings to the post-intervention ratings.
- Are you closer to equal ratings for groups? That is a good indicator that your intervention was impactful.
- Are you seeing the same issues as before? That is a good indicator that you need to add more bias interrupters.
- Are you seeing more, or different issues than before? Interrupting bias is an iterative process – you may need to make several rounds of changes.
- More level playing field across groups:
Compare your pre-intervention narrative results to the post-intervention narrative results.
- Are you closer to equal numbers for groups? That is a good indicator that your intervention was impactful.
- Are you seeing the same issues as before? That is a good indicator that you need to add more bias interrupters.
- Are you seeing more, or different issues than before? Interrupting bias is an iterative process – you may need to make several rounds of changes.
- Implement bias interrupters.
- Designing the Performance Evaluation Form: Add an expected character or word count to text boxes. This helps managers understand how much they should be writing for each employee and makes sure everyone gets around the same amount of feedback. Without it, managers have to guess how much they should be writing, leading them to write more for some rather than others.
- Begin with clear and specific performance criteria directly related to job requirements.
- Require evidence from the evaluation period that justifies the rating.
- Consider performance and potential separately for each candidate.
- Separate personality issues from skill sets for each candidate.
Controlling for Bias in the Process of Filling out Forms
The Center for WorkLife Law conducted an experiment with Dr. Monica Biernat at the University of Kansas examining the effects of reading our Identifying Bias in Performance Evaluations Guide. Participants completed reviews for hypothetical employees. Half of the participants were randomly assigned to a group that read the Bias Guide and listened to a brief audio recording summarizing the main messages; the other half received no further instructions.
Our findings indicate that reading the toolkit leads participants to give higher ratings, monetary bonuses, and promotion recommendations for both women and Black workers.
Before the next round of performance evaluations, have everyone on your team watch this short 2 minute video and read the Identifying Bias in Performance Evaluations Guide.
- Don’t eliminate your performance appraisal system.
Eliminating formal performance evaluation systems and replacing them with feedback-on-the-fly creates conditions for bias to flourish.
- Don’t accept global ratings without back-up.
Require evidence from the evaluation period that justifies the rating. Try: “In March, she gave X presentation in front of Y client on Z project, answered his questions effectively, and was successful in making the sale,” instead of: “She’s quick on her feet.”
In the performance evaluation experiment at a law firm (described above), we redesigned the form to focus on specific competencies that mattered to the organization and required that evaluators list 3 pieces of evidence to accompany every numerical rating. Doing so minimized the “halo-horns effect:” where white men are artificially advantaged by global ratings because they get halos (one strength is generalized into an overall high rating) whereas other groups get horns (one mistake is generalized into an overall low rating).
- Combat in-person favoritism.
With more companies transitioning to hybrid models of work, it is important to ensure that “face-time” in the office doesn’t translate to higher ratings on performance evaluations, quicker promotions, and increased compensation. Instead, when assessing employee performance, be sure to use output-based evaluation.
- Evaluations for remote/hybrid workers should be done through video conference or in-person. To prevent any potential misunderstandings, it is important to have context such as facial expressions.
- Equip yourself and others involved in the evaluation process by keeping a copy of our Performance Evaluation Checklist nearby when writing and reviewing performance evaluations.
- Provide a bounceback.
Managers whose performance evaluations show persistent bias should receive a bounceback (i.e. someone should talk through the evidence with them). What’s a bounceback? An example: in one organization, when a supervisor’s ratings of an underrepresented group deviate dramatically from the mean, the evaluations are returned to the supervisor with the message: either you have an undiagnosed performance problem that requires a Performance Improvement Plan (PIP), or you need to take another look at your evaluations as a group. The organization found that a few people were put on PIPs– but that over time supervisors’ ratings of underrepresented groups converged with those of majority men. The organization that used this found that all groups found performance evaluations equally fair.
- Calibration meetings.
In many organizations, managers introduce a target distribution of ratings or cross-calibrate rankings.
Have managers read the Identifying Bias in Performance Evaluations Guide before they meet and do the following:
- Pre-commit. Require all managers to fill out and submit their evaluations before they walk into the room. Registering responses in this way ensures that all managers feel empowered to speak up, and opinions won’t be swayed based on the evaluation of whoever speaks first.
- Use a consistent rubric. Establishing key competency criteria will ensure that you evaluate each employee on the same job-relevant dimensions.
- Stick to it. If the conversation strays away from the established competency criteria, steer everyone back to what is relevant. For example, if an employee’s personality is brought up, you can say “is this relevant to the rubric?”
- Have Bias Interrupters play an active role. Have a trained Bias Interrupter in the room who can take responsibility for ensuring that the conversation sticks to the established criteria.
- Writing an effective self-evaluation. Some people feel more comfortable with self-promotion than others. This partly depends on how you were raised: some people were taught to be forthcoming about their accomplishments. Others grew up with the “modesty mandate”—to be self-effacing and underplay their accomplishments.
- Individuals can Self-promote effectively by using the Writing an Effective Self Evaluation Guide, and handing it out to your reports (if you have them).
- Managers and organizations can level the playing field with respect to self-promotion by ensuring everyone knows they’re expected to do so and that they know how
- Offer alternatives to self-promotion. Encourage or require managers to set up more formal systems for sharing successes, such as a monthly email that lists employees’ accomplishments.
Identifying Bias in Performance Evaluations Guide
Bias Interrupters Tool Kit
The five patterns below describe tendencies not absolutes. Here’s what to watch out for:
- Prove-It-Again! (“PIA”) — Groups stereotyped as less competent often have to prove themselves over and over. “PIA groups” include women, people of color, individuals with disabilities, older employees, members of the LGBTQIA+ community, and first-generation professionals.
- “He’ll crush it”; “They’re not ready.” PIA groups are judged on performance, others on potential.
- “He’s skilled; she’s lucky.” PIA groups’ successes attributed to luck; majority men’s successes attributed to skill.
- “It could happen to anyone”; “She blew it.” PIA groups’ mistakes tend to be noticed more and remembered longer, whereas majority men’s mistakes tend to be written off.
- PIA groups get horns; others a halo. Horns=one weakness generalized into an overall negative rating. Halo=one strength generalized into a global positive rating. In addition, mistakes by one PIA group member may reinforce negative group stereotypes.
- “We applied the rule—until we didn’t.” Objective requirements applied rigorously to PIA groups—but applied leniently or waived for majority men.
- Little white lies. Women, people of color and people with disabilities tend to receive less specific and less honest feedback — meaning they aren’t given the opportunity to improve.
- Do only the superstars survive? Superstars may escape PIA problems that affect others.
- Tightrope — A narrower range of workplace behavior often is accepted from women, people of color, and members of the LGBTQIA+ community (“TR groups”). First-generation professionals and modest or introverted men can also face Tightrope problems.
- Leader or worker bee? TR groups face pressure to be “worker bees” who work hard and are undemanding…but if they comply, they lack “leadership potential.
- Modest, helpful, nice; dutiful daughter, office mom? Prescriptive stereotypes create pressures on women to be modest, mild-mannered team players—so “ambitious” is not a compliment for women and niceness may be optional for men but required of women.
- Direct and assertive—or angry and abrasive? Direct, competitive, and assertive in majority men may be seen as inappropriate in TR groups — “tactless,” “selfish,” “difficult,” “abrasive”. Anger that’s accepted from majority men may be seen as inappropriate or even threatening in TR groups.
- Office housework vs. glamour work. TR groups report less access to career-enhancing opportunities and more “office housework”—planning parties & cleaning up; taking notes & arranging meeting times; mentoring & being the peacemaker.
- “She’s a prima donna”; “He knows his own worth.” The kind of self-promotion that works for majority men may be seen as off-putting in TR groups. Modest men may encounter bias about how “real men” should behave. Strong modesty norms can make first-generation professionals, people of Asian descent, and women uncomfortable with self-promotion.
- LGBTQIA+ employees may be stereotyped as “too feminine,” “too masculine,” or just “too gay.” These kinds of judgement signal illegal discrimination under federal and state law.
- The Parental Wall can affect parents of all genders — as well as employees without children.
- “He has a family to support.” Fathers face expectations that they will not—or should not—take time off for caregiving. They may be seen as deserving more pay or promotion because of their family role.
- “Her priorities lie elsewhere.” Mothers are stereotyped as less competent and committed, are held to higher performance and punctuality standards—and are half as likely to be promoted as identical candidates without children.
- “I worry about her children.” Mothers who work long hours tend to be disliked and held to higher performance standards.
- “It’s not a good time for her.” Opportunities or promotions may be withheld on the assumption that mothers will not—or should not—want them.
- “No life.” Employees without children may face the assumption that they can always pick up the slack because they have “no life.”
- Tug of War — Sometimes bias creates conflict within historically excluded groups.
- Tokenism. If there is only one “token” woman or person of color on a team, they might be treated like they are only in the room to provide diversity, not expertise. Then, when it comes times for performance evaluations, they will get dinged for not having completed as many impressive assignments.
Strategic distancing and the loyalty tax. People from historically excluded groups may feel they need to distance themselves from others of their group, or align with the majority against their own group, in order to get ahead. In performance evaluations, this might mean giving a lower rating to your own group members to avoid being accused of favoritis
- Passthroughs. PIA: People from historically excluded groups may hold members of their own group to higher standards because “That’s what it takes to succeed here.” Tightrope: Women or LGBTQIA+ employees may fault each other for being too masculine—or too feminine. People of color may fault each other for being “too white”—or not “white” enough. Parental wall: Parents may fault each other for handling parenthood the wrong way—for taking too much time off or too little.
- Racial Stereotypes.
People of Asian descent are often stereotyped as passive and lacking in social skills; Black people as angry or too aggressive; Latino/a people as hotheaded or emotional.
Seven Powerful Bias Interrupters
- Give 3 pieces of evidence (from the evaluation period) to explain and back up your rating.
- Make sure to give everyone—or no one—the benefit of the doubt.
- If you waive objective rules, do so consistently.
- Don’t insist on likeability, modesty, or deference from some but not others.
- Don’t make assumptions about what mothers—or other caregivers—want or are able to do.
- If you comment on “culture fit,” “executive presence,” or other vague concepts, start with a clear definition and keep track to ensure such concepts are applied consistently.
- Give honest feedback to everyone who is evaluated—otherwise some groups won’t get notice of problems in time to correct them.
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For more information on the subject, see Performance Management and Employee Evaluation.