During performance reviews, three kinds of biases exist which often hinder the right process being followed. These biases are based on expedience, distance and similarity. Expedience is one that takes into account only certain quantifiable figures which seem most obvious and politically advantageous. Here, data is tracked to gauge business intelligence about page views and numbers. To solve this, team leaders need to adopt qualitative measures in addition to the numbers to track the real performance. Distance bias is advantageous to those physically near the team leader and one with whom there is greater interaction. Those proficient at talent management instead maintain a journal to record the significant contribution of others, so that mere physical access does not unduly benefit anyone. Similarity bias, as the name suggests attaches premium value on those who are personality-wise similar to the team manager. Instead of rewarding those with similar tastes, one must instead proactively seek common ground by establishing similar interests with all.

Uploaded Date:27 June 2018

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