Hello all,
I would like to know if there are any performance appraisal systems or methods in place that are "bias-free." This question is especially for the seniors who have presided over tons of PAs.
From India
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I would like to know if there are any performance appraisal systems or methods in place that are "bias-free." This question is especially for the seniors who have presided over tons of PAs.
From India
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Amendon, it depends on what you mean by “bias free”. There are a number of techniques for minimizing bias, but not for eliminating it completely. Methods for minimizing bias include:
-normalization of the results
-documenting performance over the entire period
-two-way dialogue with employee
-multi-rater feedback
-setting objectively measurable goals
I'm sure others can think of other methods as well.
Les Allan
Author: From Training to Enhanced Workplace Performance
http://www.businessperform.com
From Australia, Glen Waverley
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10-normalization of the results
-documenting performance over the entire period
-two-way dialogue with employee
-multi-rater feedback
-setting objectively measurable goals
I'm sure others can think of other methods as well.
Les Allan
Author: From Training to Enhanced Workplace Performance
http://www.businessperform.com
From Australia, Glen Waverley
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Hi,
I have not come across any performance appraisal system that is totally 'bias-free'. It is a subjective assessment and cannot be without bias. We have to ensure that by adopting different strategies we reduce the element of bias, but cannot eliminate it.
Cyril
From India, Nagpur
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I have not come across any performance appraisal system that is totally 'bias-free'. It is a subjective assessment and cannot be without bias. We have to ensure that by adopting different strategies we reduce the element of bias, but cannot eliminate it.
Cyril
From India, Nagpur
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thanx les2alen ..... could some of the seniors tell us of thier experiences regarding the "bias" issue that might crepp into the performance appraisal process. amendon
From India
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From India
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Hi Amendon,
The typical biases in performance management are:
1. Recency effect: This is typically the case where somebody might have performed very poorly for the last 9 months, but as the appraisal nears, he/she will do something dramatic to impress the boss. The boss overlooks the performance for the whole 9 months but only takes the positive ones.
2. Rewarding only activities but not results:
This is a typical bias that many Indian managers carry. They appreciate people for putting in a lot of hard work (staying late nights in the office/working on holidays) etc. They begin sympathizing with their team members instead of assessing their efficiency in getting the work done within the available resources. In this case, the boss will not even bother to check whether the results were accomplished.
3. Generous versus strict managers:
In an organization, there will be very strict or generous managers. Both are wrong. The performance appraisal (PA) system should ensure that the ratings are normalized across groups/divisions so that a given rating, such as outstanding, is understood and measured the same way across the organization. This is especially crucial when the number of employees is more than 100.
4. Bias against Gender/Race/Religion:
These biases easily set in. Hence, the PA system should be designed in a way that only results are measured, and no other subjective aspects are considered. The more discretion we allow the managers, the more bias we introduce into the system. This is particularly true in multinational companies where the boss may have certain biases.
5. Safe Play:
Most managers do not want to deal with what they consider "dirty work." If a person is not up to the mark, they tend to give safe/average ratings that carry no risk for either the employee or the management. This approach is incorrect. Managers need to objectively assess and communicate accurate feedback to the concerned employee; otherwise, they are unprofessional. A manager's professionalism is truly tested only in such difficult situations.
6. Prejudices about the employee's performance:
Managers may have already formed opinions before even reading the filled-in performance appraisal form (self-appraisal). They are often impatient to finish this task, without objectively assessing all areas. Heavy biases are already ingrained in their evaluations.
Regards,
Srivathsa
From India, Bangalore
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The typical biases in performance management are:
1. Recency effect: This is typically the case where somebody might have performed very poorly for the last 9 months, but as the appraisal nears, he/she will do something dramatic to impress the boss. The boss overlooks the performance for the whole 9 months but only takes the positive ones.
2. Rewarding only activities but not results:
This is a typical bias that many Indian managers carry. They appreciate people for putting in a lot of hard work (staying late nights in the office/working on holidays) etc. They begin sympathizing with their team members instead of assessing their efficiency in getting the work done within the available resources. In this case, the boss will not even bother to check whether the results were accomplished.
3. Generous versus strict managers:
In an organization, there will be very strict or generous managers. Both are wrong. The performance appraisal (PA) system should ensure that the ratings are normalized across groups/divisions so that a given rating, such as outstanding, is understood and measured the same way across the organization. This is especially crucial when the number of employees is more than 100.
4. Bias against Gender/Race/Religion:
These biases easily set in. Hence, the PA system should be designed in a way that only results are measured, and no other subjective aspects are considered. The more discretion we allow the managers, the more bias we introduce into the system. This is particularly true in multinational companies where the boss may have certain biases.
5. Safe Play:
Most managers do not want to deal with what they consider "dirty work." If a person is not up to the mark, they tend to give safe/average ratings that carry no risk for either the employee or the management. This approach is incorrect. Managers need to objectively assess and communicate accurate feedback to the concerned employee; otherwise, they are unprofessional. A manager's professionalism is truly tested only in such difficult situations.
6. Prejudices about the employee's performance:
Managers may have already formed opinions before even reading the filled-in performance appraisal form (self-appraisal). They are often impatient to finish this task, without objectively assessing all areas. Heavy biases are already ingrained in their evaluations.
Regards,
Srivathsa
From India, Bangalore
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Hi,
In my experience of working in both private and public sector companies, I found that the ratings given were not totally objective in a large number of cases. This was mainly due to the following reasons:
1. Used as a tool to settle a score. Deliberately giving lower ratings due to personal rivalry or giving liberal ratings as a reward for personal favors or personal relations.
2. General tendency of giving very high ratings to persons. The percentage of EXCELLENT ratings went so high that the management considered adding one more category "EXCEPTIONAL", so that some differentiation can be made.
3. One more factor which came to light was that the executives were not sure that the ratings would be kept confidential. This was also one factor responsible for giving high ratings to persons.
4. The ratings were given in a hurry without the application of mind. We found that endorsing the rating given by the junior officer with a comment "I AGREE" was most common. This task of rating an individual was taken very casually.
Cyril
From India, Nagpur
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In my experience of working in both private and public sector companies, I found that the ratings given were not totally objective in a large number of cases. This was mainly due to the following reasons:
1. Used as a tool to settle a score. Deliberately giving lower ratings due to personal rivalry or giving liberal ratings as a reward for personal favors or personal relations.
2. General tendency of giving very high ratings to persons. The percentage of EXCELLENT ratings went so high that the management considered adding one more category "EXCEPTIONAL", so that some differentiation can be made.
3. One more factor which came to light was that the executives were not sure that the ratings would be kept confidential. This was also one factor responsible for giving high ratings to persons.
4. The ratings were given in a hurry without the application of mind. We found that endorsing the rating given by the junior officer with a comment "I AGREE" was most common. This task of rating an individual was taken very casually.
Cyril
From India, Nagpur
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Thanks for the response, everyone. Has HR found a concrete solution to these rating problems? Also, with reference to another issue:
I am currently preparing the HR policy manual for my organization. The organization is still in its growth stage, and the earlier policy manual isn't very conclusive. I am not able to decide on a proper format; my doubts would include:
- Will an HR manual contain the actual procedure an HR person would follow or just the policy guideline?
- Could someone specify the department to which a process should be discussed in the policy manual?
Amendon
From India
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I am currently preparing the HR policy manual for my organization. The organization is still in its growth stage, and the earlier policy manual isn't very conclusive. I am not able to decide on a proper format; my doubts would include:
- Will an HR manual contain the actual procedure an HR person would follow or just the policy guideline?
- Could someone specify the department to which a process should be discussed in the policy manual?
Amendon
From India
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Performance Appraisal Manual.pdf
Performance-app raisal-senthiln athan.hr@gmail. com.zip