The New Yorker article highlighted the impact personal bias has on performance ratings – with studies suggesting that more than half the time a given performance rating actually demonstrates more about the rater than the person being evaluated.
Regular readers of my Ezine will immediately recognise what I have been suggesting for years now, that all human beings evaluate each other based on and through our highest priority Personal Values, more than any other factor. Our Personal Values are incredibly influential in terms of informing our perspectives, and in the work place are known to influence our opinions and perceptions of;
- The best strategy to select for our business.
- The degree to which we like and respect our boss, and of course, they like and respect us.
- Our personal alignment, and that of our colleagues, to the company values.
- Our job satisfaction.
- What level of stress is acceptable to us and whether any stress is worth it.
- Our ability to achieve work / life balance.
- Whether we like our customers.
- Our loyalty to our organisations and brands.
For this reason in respect to performance appraisals, I have always suggested that you cannot benefit from another person’s appraisal of your performance without first placing that appraisal into the context of the other persons highest priority Personal Values. Those values will bias every viewpoint the individual holds on any topic including a person’s performance.
Cultural Questions For Consideration
- How effective is your Performance Review process in inspiring individuals to achieve strategic goals?
- Is your organisation factoring in personal values as a key influencer of an individual’s performance?
- How is your organisation tapping into employee’s personal values to gain focus and ownership of the right behaviours and outcomes for the business, customers and shareholders?