Although many organizations continue to invest in programs that reduce different forms of bias, recent research suggests that, when it comes to performance feedback, women may not receive the same quality of feedback as men. Researchers from Cornell University discovered that underperforming women are given less truthful but kinder performance feedback than equally underperforming men. This more …
During the past several weeks, I have made multiple posts about performance management (PM) to help organizations determine if and how they should adjust their PM process as a result of COVID-19. And with many organizations in the process of having mid-year PM check-ins designed to help employees and managers reflect on progress made towards yearly objectives …
Last week I made a post on performance management bias (PMB) and how it is a topic of interest to many organizations that seek to achieve more fair and objective performance management (PM). Although PMB was an issue before the COVID-19 pandemic, the crisis is likely to exacerbate PMB due to shifts in ways of working, changes …
Prior to COVID-19, performance management bias (PMB) was a topic of interest to many organizations that seek to achieve more fair and objective performance management (PM). However, the pandemic has radically disrupted how organizations are operating, which in turn can exacerbate PMB–ranging from inconsistencies in goal difficulty and evaluation, coaching and feedback, development opportunities, and …
Organizations continue to make decisions on how they will handle performance management (PM) in 2020. Examples of questions that organizations are grappling with include: How much should you consider the impact of COVID-19 on your assessment? How can an organization be equitable—and continue to show empathy— when managing performance? Since the COVID-19 pandemic has impacted organizations in …
COVID-19 has forced many organizations to rethink how they will handle performance management (PM) in 2020. In this HBR article, a few strategies are offered to answer questions such as: How do you begin to evaluate your employees’ performance at such a challenging time? How much should you consider the impact of Covid-19 on your assessment? …
As organizations continue to determine 1) how and if they should adjust performance goals and, 2) how and if they should adjust how they evaluate and reward employees, in response to the coronavirus pandemic, this article by Marc Effron provides guidance. And while there are several insights in the article, a central premise is that organizations will …
With remote work becoming more of a norm for many organizations due to the coronavirus, there have been a few articles discussing the potential implications of remote work on performance management (PM). Part of the discussion focuses on a segment of managers, who are not accustomed to managing workers remotely, that express concern that remote …
The impact of the coronavirus continues to force organizations to rethink and reimagine their workforce practices. One such practice is performance management (PM). With dispersed, distributed, and remote workforces–PM needs to take into account the realities of digital workflows and interactions. In many cases, productivity now demands more aggressive and actionable measures, which in turn …
Teamwork and collaboration (T&C) are hallmarks of many high-performing cultures. Although continually crucial to organizational effectiveness and performance, T&C is even more vital in today’s workplace, given the prevalence of matrixed structures and cross-functional teams that operate as part of larger networks that work on shared goals to achieve shared results. One potential enabler of …
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