Comment pouvez-vous vous assurer que les évaluations de performance sont objectives ?

Oh goodness. If you limit employee performance to what is objectively measurable, you are toast. You’ve just put blinders and handcuffs on everyone — all they can see is the tiny set of goals you told them about. Maybe don’t worry so much about objectivity, which is impossible anyway, and instead concentrate on vision, impact, equity (vs equality) and transparency.

I think the metrics should be something that can be measurable. I would prefer someone say I will deliver 20 complex objects rather than I will deliver complex objects. Knowledge gathering and sharing is very important and should be considered high priority.

There's and nor will be any one objective matrix to ever do so , in my limited expeirance, you'll have to measure both an employees technical proness , along with their proactiveness and attitude to face challenges , and what kind of relationship the person builds with their colleagues and customers. Give them a clear goal and objective for each quarter. Give honest [positive and negetive] feedback every quarter. Listen [and I mean really listen] to an employee willing to improve and what can the organnization do to help them.

Ensure that multiple points of measurement are used when possible. A single metric from a single source can be very biased. But the more sources you have, the less likely that they will all be biased in the same way.

Setting clear and measurable goals using SMART framework is key in ensuring in performance evaluations Pros: 1. Clarity and Focus: provide a roadmap for employees, helping them focus on what's important. 2. Data-Driven: Measurable goals allows more data-driven performance evaluations. 3. Alignment with Business Objectives: Aligning with the business vision ensures that efforts contribute to business outcomes. Cons: 1. Too much weight on Quants Measures: Relying heavily on measurable goals can overlook qualitative aspects of performance, like creativity and teamwork. 2. Stress: Too many challenging goals might lead to increased pressure. 3. Rigidity: In a rapidly changing world, too rigid goals might not allow for necessary adaptations.

Throughout my career in regulatory career and as a consultant, I've always championed the importance of comprehensive 360 feedback. This practice, in my experience, should extend beyond the traditional scope of peers, subordinates, and superiors, to encompass stakeholders or clients when relevant. In my consulting role, this meant seeking feedback not only from client team members we interact with daily but also from their superiors and the colleagues who were either consulted or informed, effectively covering the 'C' and 'I' in the RACI model. This broadened feedback provides the most holistic balanced view of performance, revealing insights that might otherwise remain obscured.

Incorporate feedback from multiple sources, including peers, subordinates, and other relevant stakeholders. This provides a more comprehensive view of an employee's performance.

In my experience, the best evaluation is 360º, that is, one that includes subordinates, bosses, peers, clients, suppliers, etc., who can provide a global vision of performance in each of the areas in which we operate. . With this, we can detect our strengths and weaknesses to enhance/improve, for the development of our activities in the company, allowing our professional and even personal development.

Be transparent with the candidate, and take constructive Feedback that is always a win-win situation to the growth of both the candidate & customer. Avoid biased & self designed appraisal, that is not accurate and only based on assumptions.

Ideally, you want to get feedback from people who have some expertise or experience in your topic or field, who understands your goals and criteria, who can offer constructive and honest opinions. You may also want to diversify your sources to get different perspectives and insights.

Providing ongoing feedback is crucial to the team member and leadership. I particularly love using the Gallup Strengthsfinder Assessment to support this. It can help one to focus on their strengths in an objective way. The tendency otherwise with some leaders is to project their own strengths onto a team member, instead of seeing the challenges and opportunities through the lens of what highest and best strengths the team member brings to the organization.

What I have found is a mid-year check in for goals that were outlined earlier really helps. The reason being sometimes we have shifts in focus and it is important to go back to these goals and have a check in on status on their progress towards it

Sin duda el acompañamiento frecuente, mediante evaluaciones parciales, permite al trabajador no perder el enfoque y encaminar sus acciones al logro del objetivo. Permite resolver cualquier problema en su camino hacia el objetivo. La retroalimentación constante apoya de manera importante el detectar desviaciones y reencauzar las actividades. Para ello, el líder debe generar un alto nivel de confianza y de comunicación que a su vez genere un alto sentido de pertenencia y compromiso del colaborador. La retroalimentación solo funciona si el colaborador tiene disponibilidad de escucha con base a la confianza en su líder, y ella se genera a través de procesos conversacionales constantes que son una retroalimentación a su vez, constante.

In a remote AI software company, fostering open dialogue and continuous feedback is crucial due to rapid adaptations. It helps clarify requirements, resolves misunderstandings common in remote communication (Slack, Zoom), and builds trust, enhancing performance evaluations.

Encourage ongoing feedback throughout the year, not just during formal evaluations. This helps in addressing issues in real-time and prevents surprises during the official review.

To ensure fair performance evaluations, be aware of biases: the halo effect (judging based on one good trait), horns effect (focusing on a negative trait), recency effect (latest performance sways judgment), leniency or severity (being too easy or harsh), central tendency (rating everyone as average), similarity (favoring those like you), and contrast (comparing with others). Avoid these by objectively reviewing, seeking other opinions, and using multiple criteria and sources for evaluations. This ensures a balanced and fair assessment process.

To reduce as much subjectivity as possible from performance evaluations, employees need to know what concrete actions and behaviors are expected of them at work. Without goals, objectives or some sort of clearly articulated set of criteria, workers feel as if they are moving but without direction or purpose. This coupled with managers/leaders who have been trained on giving feedback and being coaches to their employees are all tablestakes to helping mitigate the affect of subjectivity on evaluations. However, it is important to note that unless the goals, objectives and KPIs are tangible and concrete, there is no way to remove subjectivity completely.

With hybrid work being the flavor of the day for many companies, proximity bias is a new problem that has crept into the performance review space. It can be as blatant as rewarding people who come to the office more. Or it can be as subtle as simply being out of sight and out of mind. Managers need to be intentional to ensure a common level of purposeful interaction regardless of where people are.

Raise awareness about common biases and ensure that evaluators are conscious of potential biases. Implement strategies to minimize the impact of bias on evaluations.

Working together, great managers can help their employees build individual plans for development that encompass the skills, actions, and resources needed to continue to progress. Together, action can be planned and followed up on in regular one on ones.

Determine acceptable performance. Create measurable objectives. Define what support the employee will receive. Draw up a schedule for check-ins. State the consequences of a lack of improvement.

Ensure objective performance evaluations by setting clear criteria and expectations. Communicate standards transparently, focusing on specific achievements and improvement areas. Use a standardized rating system and document examples with tangible evidence. Encourage open communication, incorporating self-assessments. Address biases, maintain consistency, and avoid comparisons. Update evaluation methods regularly, provide constructive feedback, and align goals collaboratively. This approach fosters fairness, individual growth, and organizational success.

Approach performance evaluations with the objective in mind. Ensure alignment of goals to organization's vision, mission and values and the assessee's competence, experience and career aspiration. Gain agreement with who you would evaluate. Agree to meet periodically (predefine them), or on exceptions. Conduct the planned intermittent discussions to applaud or to coach and agree to seize the next opportunity to do better. Agree and write down the outcomes. It will keep both accountable in the journey. Own your 'reportee's' performance gaps and keep the motto as 'together we win'. Reinforce through your behaviour and sincerity that performance appraisal is an honest effort to accomplish collective goals. Then, it will be objective.

All the above steps help but are no guarantee of 100% accuracy. Goals such as sales targets, revenue, reduced # of operational errors, etc are measurable, yes. However, qualitative goals (behaviour) are equally important but more difficult to measure. And now I read that some companies will penalise employees for not working in the office x times per week. What if they over-delivered on measurable goals and did it by being in the office less than the requisite (x times per week)?

An employee's self-evaluation is an excellent tool for doing their evaluation. It can provide a good starting point for the performance evaluation. Also, your feedback should be: -Clear; -Specific; -Actionable; and -Free of bias.

A clear and well crafted talent process will ensure managers provide objective reviews. It is also important to support managers with software tools that make it easy to reflect on check-ins, feedback, and interactions throughout the year in one consolidated dashboard. Senior management should have calibration meetings to ensure ratings are objective and aligned to company policy. Managers need coaching just like employees to ensure a consistent approach aligned to the overall corporate strategy. Transparency and consistency from ratings to merit/bonus payouts are very important to ensure employees see the process is objective without bias. Too many companies avoid transforming their talent strategy to meet the latest human capital trends.