hello all...... i would like to know if there are any performance appraisal systems or methods in place which are "bias free" ....... this questian is especially for the seniors who have presided over tons of PA's?
From India
From India
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
7-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
Hi,
I have not come across any Performance appraisal system which is totally 'bias free'. It is a subjective assessment and cannot be without bias. We have to ensure that by adopting different stratgies we reduce the element of bias, but cannot eliminate it.
Cyril
From India, Nagpur
I have not come across any Performance appraisal system which is totally 'bias free'. It is a subjective assessment and cannot be without bias. We have to ensure that by adopting different stratgies we reduce the element of bias, but cannot eliminate it.
Cyril
From India, Nagpur
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
From India
Hi Amendon,
The typical biases in the performance management are
1: Recency effect : this is typically the case that some body 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 and the boss overlooks the performance for the whole 9 months but only take the positive ones.
2: Rewarding only activities but not results :
This is a typical bias where most Indian managers carry. They appreciate people for putting lot of HARD Work(Staying late nights in office/working on Holidays) etc. They actually begin sympathising with their team member instead of assessing his efficiency in getting the work done within the available resources. In this case the boss will not even bother whether he accomplished the results.
3: Generous versus strict managers.
In an organisation, there will be very strict managers or generous managers. Both are wrong. The PA system should ensure that the ratings are normalised across groups/divisions so that a given rating , say oustanding is understood and measured same way across the organisation lest the employees should not unduly suffer or unduly benefit. This is a big task for HR to accomplish. THis needs to be done where the employees are more than 100.
4: Bias against Gender/Race/Religion:
These biases sets in very easily. Hence the PA system should be designed in a way that only Results are measured and not any other subjective aspect is brought in. The more discretion that we allow the managers, the more bias we allow into the system. This is especially true in multinational companies where the boss is a foreigner and carry certain biases.
5: Safe Play :
Most managers do not want to carry out the so called dirty work. If a person is not upto to the mark they tend to give safe/average ratings which does not carry any risk from the employee nor the management, which is wrong. They need to objectively assess and communicate the accurate feedback to the concerned employee, else they are unprofessional. Managers professionalism is put to test only in such difficult situations.
6: Prejudices about the performance of the employee.
Managers would have already made up their mind before even reading the filled in Performance appraisal form(Self appraisal). They are quite impatient in FINISHING OFF this work, without objectively assessing all the areas. There is a heavy bias already set in.
Regards
Srivathsa
From India, Bangalore
The typical biases in the performance management are
1: Recency effect : this is typically the case that some body 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 and the boss overlooks the performance for the whole 9 months but only take the positive ones.
2: Rewarding only activities but not results :
This is a typical bias where most Indian managers carry. They appreciate people for putting lot of HARD Work(Staying late nights in office/working on Holidays) etc. They actually begin sympathising with their team member instead of assessing his efficiency in getting the work done within the available resources. In this case the boss will not even bother whether he accomplished the results.
3: Generous versus strict managers.
In an organisation, there will be very strict managers or generous managers. Both are wrong. The PA system should ensure that the ratings are normalised across groups/divisions so that a given rating , say oustanding is understood and measured same way across the organisation lest the employees should not unduly suffer or unduly benefit. This is a big task for HR to accomplish. THis needs to be done where the employees are more than 100.
4: Bias against Gender/Race/Religion:
These biases sets in very easily. Hence the PA system should be designed in a way that only Results are measured and not any other subjective aspect is brought in. The more discretion that we allow the managers, the more bias we allow into the system. This is especially true in multinational companies where the boss is a foreigner and carry certain biases.
5: Safe Play :
Most managers do not want to carry out the so called dirty work. If a person is not upto to the mark they tend to give safe/average ratings which does not carry any risk from the employee nor the management, which is wrong. They need to objectively assess and communicate the accurate feedback to the concerned employee, else they are unprofessional. Managers professionalism is put to test only in such difficult situations.
6: Prejudices about the performance of the employee.
Managers would have already made up their mind before even reading the filled in Performance appraisal form(Self appraisal). They are quite impatient in FINISHING OFF this work, without objectively assessing all the areas. There is a heavy bias already set in.
Regards
Srivathsa
From India, Bangalore
Hi,
In my experience of working in both private and public secor companies I found that the ratings given were not totally objective in 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 rating as a reward for personal favours/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 will be kept confidential. This was also one factor which was responsible for giving high ratings to persons.
4. The ratings were given in a hurry without 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
In my experience of working in both private and public secor companies I found that the ratings given were not totally objective in 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 rating as a reward for personal favours/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 will be kept confidential. This was also one factor which was responsible for giving high ratings to persons.
4. The ratings were given in a hurry without 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
thanx for the response guys......
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 organisation. the organisation is still in its growth stage and the earlier policy maunal isnt 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?
couls someone specify the dept to which a process should be discussed in the policy manual...
amendon
From India
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 organisation. the organisation is still in its growth stage and the earlier policy maunal isnt 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?
couls someone specify the dept to which a process should be discussed in the policy manual...
amendon
From India
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Performance Appraisal Form for Staff.doc