Attentional biases
Biases that cause decisions to be influenced by less relevant information.
Recency Bias: Over-weighting the most recent information (e.g., projects at the end of the quarters)
- Consider concrete data points from throughout the review period.
Halos & Horns: Over-weighting a general impression (e.g., overall positive/negative feelings)
- Consider concrete, behavioral examples over review period
Recall Bias: Over-weighting information that comes to mind easily (e.g., big, flashy projects)
- Review archives (bugs, project plans) for more examples over review period
Fundamental Attribution Error: Over-weighting personal explanations for performance; under-weighting situation-based explanations for performance (e.g., poor ability vs. lacked resources)
- Consider context or situational factors that affected performance
Stereotypes: Applying positive/negative stereotypes to employees’ social groups (e.g., gender, race, age)
- Focus on concrete accomplishments & behavioral examples
Anchoring: Over-weighting the first thought/rating
- Consider significantly different perspectives from first thought/rating
Motivational biases
Biases that cause decisions to be influenced by desires and goals.
Central Tendency: Choosing a middle rating in order to play it safe and avoid risk
- Provide justification, especially when scores hover around the middle
Agreement Bias/Spiral of Silence: Agreeing with others to avoid conflict
- In calibration meetings, others may avoid conflict about a person’s rating via fight or flight. Take time to have the conversation and listen to their feedback.
Leniency Error: Rating an employee highly to avoid confrontation / make the employee feel good
Self-serving Bias: Inflating ratings of employee to make self look good
Similar-to-me Error: Rating employee highly based on similarities to you in order to self-enhance