One goal of effective performance management (PM) is to provide objective and fair performance feedback. And while organizations seek to achieve this goal, PM is imperfect and subject to bias. This article offers ideas for mitigating performance management bias. It starts with the premise that while organizations often rely on bias training to help managers reduce PM bias, this tactic rarelytranslates into long-term change, despite good intentions. An alternative tactic for minimizing bias at each stage of the PM cycle is using a superior process design. Well-designed processes can help weed out PM bias since firms have more control over the process than they do over the individual behaviors of every single manager. For example, by default, a process leads to “more, diverse eyes looking at something” — meaning the more people who see it, the more input you get, the more likely you can identify outliers and potential biases (e.g., performance calibration sessions). The article outlines process tactics for reducing bias in goal setting (e.g., see whether goals within a function or group are set at a relatively consistent level of challenge) and performance reviews (e.g., eliminating mandatory self-reviews), to name a few. In case you missed it, here is also a one-hour webinarby Angela Lane and Marc Effron where they offer various tactics for reducing PM bias.