Dear Friends,
I am associated with service industry and keenly interested to steer the entire HR asset of the organisation into one of the best in the industry.
We have just concluded the appraisal process and pondering over the score earned by an individual. In my view the score is more or less realistic.
Here I would like to share my experience that some of the appraiser has rated his subordinate too high. Where as some of the result oriented, non flatterer has scored relatively less than the flatterer. Can we minimise this ? If yes how? What should we keep in mind before interpreting the score of an individual?
Looking for your valuable suggestions.
H.R.Singh
From India, Ghaziabad
I am associated with service industry and keenly interested to steer the entire HR asset of the organisation into one of the best in the industry.
We have just concluded the appraisal process and pondering over the score earned by an individual. In my view the score is more or less realistic.
Here I would like to share my experience that some of the appraiser has rated his subordinate too high. Where as some of the result oriented, non flatterer has scored relatively less than the flatterer. Can we minimise this ? If yes how? What should we keep in mind before interpreting the score of an individual?
Looking for your valuable suggestions.
H.R.Singh
From India, Ghaziabad
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
6Secondly, 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
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