Root Out Bias from Your Performance Reviews
Sarah Auer, MPH, CHES® (she/her/hers)
Program Analyst II
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Council of State and Territorial Epidemiologists
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From: Jessica Arrazola <jarrazola@cste.org>
Sent: Tuesday, August 16, 2022 4:45 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Tuesday, August 16, 2022 4:44:41 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
Root Out Bias from Your Performance Reviews. Even if you have the best intentions, implicit bias can still sneak into the performance reviews you prepare for your team. How can you de-bias your review process and become a fairer manager? Reflect on the following questions for each employee:
* How and when do they contribute? Are their contributions valuable?
* What was their output compared with what they were asked to deliver?
* What specific data and observations justify your assessment?
* Would you have given the same feedback if the employee had been a person of a different race and/or a different gender?
Then, prevent yourself from unconsciously favoring employees who are similar to you in one way or another. To remove this kind of similarity bias from your performance reviews, work to find common ground with all your direct reports before assessing their work. For example, talk to them about work events you both participated in or good news about the company that affects everyone. These may seem like small steps, but they can lead to important changes. Instead of focusing — consciously or unconsciously — on in-group affiliation, you can focus more fairly on your employees' ideas and achievements.
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=hb22caf92,15e25b25,15e25b27&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=OD9K4PcyR9Oci5BlZ7XrIK1Zxqcp6A7gGgQrfKtrsOg>
Today’s Tip
Root Out Bias from Your Performance Reviews
Even if you have the best intentions, implicit bias can still sneak into the performance reviews you prepare for your team. How can you de-bias your review process and become a fairer manager? Reflect on the following questions for each employee:
* How and when do they contribute? Are their contributions valuable?
* What was their output compared with what they were asked to deliver?
* What specific data and observations justify your assessment?
* Would you have given the same feedback if the employee had been a person of a different race and/or a different gender?
Then, prevent yourself from unconsciously favoring employees who are similar to you in one way or another. To remove this kind of similarity bias from your performance reviews, work to find common ground with all your direct reports before assessing their work. For example, talk to them about work events you both participated in or good news about the company that affects everyone. These may seem like small steps, but they can lead to important changes. Instead of focusing — consciously or unconsciously — on in-group affiliation, you can focus more fairly on your employees' ideas and achievements.
This tip is adapted from “6 Ways to Make Performance Reviews More Fair<https://hbr.org/2022/07/6-ways-to-make-performance-reviews-more-fair?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Paola Cecchi-Dimeglio
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by Deborah Rowland, Nicole Brauckmann, and Michael Thorley
Four strategies for leaders.
Read more <https://hbr.org/2022/08/how-to-get-your-team-on-board-with-a-major-change?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
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[signature_931968460]<http://www.cste.org/>
Council of State and Territorial Epidemiologists
“Using the power of epidemiology to improve the public’s health”
Become a Member<https://www.cste.org/general/custom.asp?page=WhyJoin> • Facebook<https://www.facebook.com/CSTE.org> • Twitter<https://twitter.com/CSTEnews> • Instagram<https://www.instagram.com/cstenews/>
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From: Jessica Arrazola <jarrazola@cste.org>
Sent: Tuesday, August 16, 2022 4:45 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Tuesday, August 16, 2022 4:44:41 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
Root Out Bias from Your Performance Reviews. Even if you have the best intentions, implicit bias can still sneak into the performance reviews you prepare for your team. How can you de-bias your review process and become a fairer manager? Reflect on the following questions for each employee:
* How and when do they contribute? Are their contributions valuable?
* What was their output compared with what they were asked to deliver?
* What specific data and observations justify your assessment?
* Would you have given the same feedback if the employee had been a person of a different race and/or a different gender?
Then, prevent yourself from unconsciously favoring employees who are similar to you in one way or another. To remove this kind of similarity bias from your performance reviews, work to find common ground with all your direct reports before assessing their work. For example, talk to them about work events you both participated in or good news about the company that affects everyone. These may seem like small steps, but they can lead to important changes. Instead of focusing — consciously or unconsciously — on in-group affiliation, you can focus more fairly on your employees' ideas and achievements.
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=hb22caf92,15e25b25,15e25b27&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=OD9K4PcyR9Oci5BlZ7XrIK1Zxqcp6A7gGgQrfKtrsOg>
Today’s Tip
Root Out Bias from Your Performance Reviews
Even if you have the best intentions, implicit bias can still sneak into the performance reviews you prepare for your team. How can you de-bias your review process and become a fairer manager? Reflect on the following questions for each employee:
* How and when do they contribute? Are their contributions valuable?
* What was their output compared with what they were asked to deliver?
* What specific data and observations justify your assessment?
* Would you have given the same feedback if the employee had been a person of a different race and/or a different gender?
Then, prevent yourself from unconsciously favoring employees who are similar to you in one way or another. To remove this kind of similarity bias from your performance reviews, work to find common ground with all your direct reports before assessing their work. For example, talk to them about work events you both participated in or good news about the company that affects everyone. These may seem like small steps, but they can lead to important changes. Instead of focusing — consciously or unconsciously — on in-group affiliation, you can focus more fairly on your employees' ideas and achievements.
This tip is adapted from “6 Ways to Make Performance Reviews More Fair<https://hbr.org/2022/07/6-ways-to-make-performance-reviews-more-fair?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Paola Cecchi-Dimeglio
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Analyze your work style. <https://hbr.org/search?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&search_type=search-all&term=assessment&utm_content=signinnudge>
Get a pulse check on where you stand on topics like personal productivity, negotiation, and more with HBR Assessments.
Take an Assessment <https://hbr.org/search?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&search_type=search-all&term=assessment&utm_content=signinnudge>
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Article
How to Get Your Team on Board with a Major Change <https://hbr.org/2022/08/how-to-get-your-team-on-board-with-a-major-change?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
by Deborah Rowland, Nicole Brauckmann, and Michael Thorley
Four strategies for leaders.
Read more <https://hbr.org/2022/08/how-to-get-your-team-on-board-with-a-major-change?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
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