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Does it have specific performance criteria directly related to job performance.As you’re crafting this rubric, ask yourself: This kind of tool is useful for getting HR, employees, and managers on the same page about what’s expected. To avoid this fate, it’s important to have a rubric with clear standards of performance before assessing any employee at any level.Ī useful rubric provides a clear snapshot of job expectations and explains how managers will assess them. Offering feedback without structure is the perfect condition for bias to thrive. An easy way to stay accountable and keep this information at the top of your mind is to anchor a checklist on your dashboard or keep a handy print-out by your desk. Recognizing when these and other types of workplace biases are likely to creep into your review process can help you course-correct and give fairer feedback. For example, parents may look down on other parents for taking too much or too little time off for their family. “Tug of war” bias: Bias creates conflict for people in the same underrepresented group.Favoring a father for a promotion or a raise because of his presumed family role or passing over a mother because of assumptions about her commitment to the job are examples of this bias. These groups can affect parents as well as employees without children. “Parental wall” bias: Employees who have children face workplace pressures and expectations based on their role as a mother or father.For example, biased managers may expect women to behave modestly, while modesty is only optional for men. These groups may include women, people of color, or introverted individuals. “Tightrope” bias: Certain people are confined to acceptable ranges of workplace behavior.Attributing female success to luck and male success to skill is an example of this bias. These groups may include women, people of color, older employees, or individuals with disabilities. “Prove-it-again” bias: People stereotyped as less competent have to prove themselves repeatedly.

According to Bias Interrupters, there are four patterns of bias to watch out for: That’s why it’s important to build your awareness of the different types of bias and identify any that may cloud your view of your employees. Unconscious bias can creep up in even the most well-intentioned HR managers.

Let’s explore three simple steps you can take to reduce bias and make a better, fairer performance review process. Preventing pesky biases from influencing your reviews can help you maintain trust, uphold company culture, and build mutual respect with your employees in the long run. In fact, a SHRM study found that 66 percent of respondents said biased treatment had an impact on their morale, motivation, commitment, and a desire to advance in the organization. Subjective feedback can impact company culture and affect employee retention. But no matter how fair-minded you imagine yourself to be, cruising along without thinking critically is bound to result in biased or unfair feedback.Įmployees pick up on these mixed messages, too. With a process this ill-defined and ambiguous, it can be tempting to rely on intuition instead of applying consistent expectations to all employees. There are plenty of review methods to choose from, but they all offer differing levels of criteria and terms with broad interpretations. But unfortunately, there is no single universal standard or guideline about what makes for a fair performance review.

Ideally, these conversations should be objective and fair. Performance reviews can be a time for of delicate conversations, honest feedback, and thoughtful goals that help employees improve their skills and put them on the right career path.

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