Performance reviews may not be the most enjoyable aspect of the job, but they are unavoidable as the year comes to a close. Experts provided advice for managers who will be conducting the reviews, as well as suggestions for how organisations can better prepare managers for that task.
Avoid Proximity Bias
Managers should be aware of the tendency to favour people with whom they work closely or in person, also known as proximity bias, according to Laurie Chamberlin, Adecco Group’s head of LHH Recruitment Solutions, North America, based in Washington, D.C.
“Even though everyone went fully remote during the peak of COVID and, more recently, with many hybrid workplaces as the new normal,” she said, “numerous studies have shown the dangers of proximity bias.”
In a survey of 10,000 white-collar workers conducted by Future Forum, a research consortium created by Slack, more than 4 out of 10 executives ranked the potential inequities between remote and in-office employees as their No. 1 concern, SHRM Online reported in March.
And a 2021 study in the U.K., Chamberlin said, “found remote workers felt more pressure, worked longer hours but were less than half as likely to get promoted, and only 38 percent received a bonus.
“That said, building stronger relationships between employees and managers—regardless of where they are situated—is key in breaking proximity bias and ensuring work is evaluated equally.”
According to SHRM Online, in a survey of 10,000 white-collar workers conducted by Future Forum, a research consortium created by Slack, more than four out of ten executives ranked potential inequities between remote and in-office employees as their top concern.
According to Chamberlin, a 2021 study in the United Kingdom “found remote workers felt more pressure, worked longer hours, but were less than half as likely to be promoted, and only 38 percent received a bonus.”
“However, building stronger relationships between employees and managers—regardless of location—is critical in breaking down proximity bias and ensuring work is evaluated equally.”
Leaders and managers must be clear about what they need to say, advised Carolyn Stern, author of The Emotionally Strong Leader (Figure 1 Publishing, 2022).
“They should determine the ‘what, why and how someone can improve,’ ” she said. “It is not necessary to wait until an employee’s next performance review to schedule a meeting. If a manager has feedback that will help an employee, share it.”
Look at the Whole Person
“The best organizations look at employees for current performance, potential performance and cultural fit,” Chamberlin said. “While younger workers may not be churning out results yet early in their career, employers should be wary of labeling them quiet quitters.”
There are other ways to measure engagement and potential. Ask yourself: Is the employee curious and an active learner in the work environment? Does the employee maintain an appropriate workload, ask for guidance of what good performance looks like and strive to reach it?
“Similarly, for those returning to the workforce after a gap, the fast pace of change in today’s world of work may present cultural and digital skills-based barriers that require support and institutional buy-in to mitigate,” Chamberlin said.
“Leaders who recognize those who want to do the work if given the proper tools will find a loyal, productive and committed workforce.”
[SHRM members-only resource: Performance Appraisal Timeline]
Make Sure You Have a Dialogue
“Every review should include a two-way dialogue about what is positive and areas for improvement,” Chamberlin said. “Even the best employees like to know that their leader sees further potential in them.
“For those where the review is not as positive, be direct and constructive,” she added.
“Does the employee agree? What is the best path forward? As organizations address talent shortages, employers are able to provide the support necessary to nurture valuable talent, including potentially reskilling or upskilling them into roles within the firm now or in the future.”
Stern advises managers to be specific and provide examples.
“One of the most fruitless things managers can do is be unclear,” she said. “They should not provide vague feedback such as ‘You could do better’ or ‘Good job.’ ” Without guidance, the employee will wonder how to improve.
Additionally, provide constructive feedback by focusing on action-oriented language, Stern recommended.
“Managers should use language such as ‘Next time, you could try …’ or ‘Taking this approach will … .’ “
Workers crave conversations about career progression, the Adecco Group noted in its Global Workforce of the Future Report released in September, but nearly a quarter of the 34,000 workers it surveyed across 25 countries are not having those talks.
“Taking an interest in the employee’s progression,” Chamberlin advised, “and sharing an honest assessment of skills needed to get there is the most critical thing an organization can do to retain talent.”
Equip and Train Managers
“Manager training is vital,” Yang said. This especially true for new managers “so that they learn to communicate more effectively, improve employee performance in real time, coach employees to achieve their objectives and key results, and conduct fair reviews based on actual objective performance data.”
