One aim of effective performance management (PM) is objective and fair performance feedback and evaluations. And while organizations seek to achieve this goal, PM is imperfect and subject to bias. As organizations prepare for year-end performance discussions and evaluations, here are three references for mitigating PM bias. 1) Six Potential Indicators of Proximity Bias in the …
I made a post last week on how proximity bias (PB) can unfairly influence talent decisions. PB happens when one views workers that spend more time in a company-designated office location— or are in proximity to decision-makers— more favorably than their remote counterparts. For example, in performance reviews or talent review assessments, PB can lead …
Most organizations conduct some form of a talent review process. And with many organizations faced with current talent acquisition and retention challenges, the organizational talent review can help address these concerns. As a result, talent leaders continue to identify opportunities to improve the effectiveness of their talent review practices by asking and answering questions, such …
Effective performance management (PM) aims to provide objective and fair performance feedback. And while most people try to be meritocratic when assessing the performance of others, PM is imperfect and subject to bias. This article identifies several sources of bias in the performance-review process and shares six behavioral nudges — four for managers and two for employees …
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 …
Artificial intelligence and analytics continue to permeate most areas of HR, ranging from recruiting to compensation. In fact, a few reports suggest that over 250 different commercial AI-based HR tools exist today. And while these tools are incredibly powerful and produce many benefits (e.g., reduce time in screening many applicants during the selection process), they …
Organizations are increasingly exploring opportunities to use artificial intelligence (AI) to manage talent more effectively, fairly, and efficiently. However, the use of AI in Human Resources (HR) has come under scrutiny because of multiple concerns, such as data privacy and bias. Further, since over 250 different commercial AI-based HR tools exist, this landscape can be challenging to …
Organizations continue to prioritize diversity initiatives, such as hiring more diverse candidates. But as noted in this Gartner paper, increasing the number of diversity hires in a firm requires more than sourcing from a diverse talent pool. It also demands they remove hidden barriers that restrict candidates from underrepresented talent groups from completing the hiring process. This …
As firms refine and implement their return-to-office plans, much focus has been on providing workers with guidance on splitting their time between remote work and in-person work (e.g., two days offsite, three days onsite). This article highlights another consideration related to remote work and hybrid work: proximity bias. Proximity bias (PB) is an incorrect assumption that workers in …
Firms consider various factors as they decide about hybrid and remote work. And to critically evaluate the pros and cons of these work arrangements, leaders sometimes need to challenge widely held beliefs about hybrid work. This article challenges four common beliefs about hybrid work. 1) Productivity will drop if teams are not co-located. 2) Culture will suffer without the …
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