Dear Friends,
I am associated with the service industry and am keenly interested in steering the entire HR asset of the organization into one of the best in the industry. We have just concluded the appraisal process and are pondering over the scores earned by individuals. In my view, the scores are more or less realistic.
I would like to share my experience that some appraisers have rated their subordinates too high, whereas some result-oriented, non-flatterers have scored relatively lower than the flatterers. Can we minimize this? If yes, how? What should we keep in mind before interpreting the score of an individual?
Looking forward to your valuable suggestions.
H.R. Singh
From India, Ghaziabad
Acknowledge(0)
Amend(0)
I am associated with the service industry and am keenly interested in steering the entire HR asset of the organization into one of the best in the industry. We have just concluded the appraisal process and are pondering over the scores earned by individuals. In my view, the scores are more or less realistic.
I would like to share my experience that some appraisers have rated their subordinates too high, whereas some result-oriented, non-flatterers have scored relatively lower than the flatterers. Can we minimize this? If yes, how? What should we keep in mind before interpreting the score of an individual?
Looking forward to your valuable suggestions.
H.R. Singh
From India, Ghaziabad
Acknowledge(0)Amend(0)
I’m interested to hear whether this is a sizable problem in your organization or just relates to one appraiser/appraisee. There a number of things you can do to minimize this halo bias. Firstly, ensure that there are outcome scores that are based on measurable outputs/performance data. For example, number of widgets produced, number of reports submitted on time, etc. These are usually less controversial as you will ask appraisees to collect objective data.
Secondly, for behavioral scores/feedback, make sure there is a two-way dialog between appraiser and appraisee in which the reason for the feedback is given and scores can be challenged.
Thirdly, for behavioral scores/feedback introduce a 360-degree appraisal system. Getting feedback from a number of sources (manager, direct reports, peers, customers) is designed to eliminate manager only bias.
Fourthly, ramp up training of appraisers so that it includes a full discussion on sources of bias, how to minimize them and the negative impact of bias (whether intended or unintended) on staff morale and productivity.
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
Acknowledge(0)Amend(0)
10Secondly, for behavioral scores/feedback, make sure there is a two-way dialog between appraiser and appraisee in which the reason for the feedback is given and scores can be challenged.
Thirdly, for behavioral scores/feedback introduce a 360-degree appraisal system. Getting feedback from a number of sources (manager, direct reports, peers, customers) is designed to eliminate manager only bias.
Fourthly, ramp up training of appraisers so that it includes a full discussion on sources of bias, how to minimize them and the negative impact of bias (whether intended or unintended) on staff morale and productivity.
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
Acknowledge(0)Amend(0)Gathering data for an AI comment.... Sending emails to relevant members...
Join Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.
Performance appraisal systems.doc
Performance appraisal systems.pdf