- Relying on stereotypes rather than first-hand observations. Example: Rating men higher than women on skills based solely on gender.
- Letting personal feelings influence the assessment. Example: Rating employees poorly because they’ve previously butted heads with the manager.
- Rating everyone as average. Taking the easy way out will ultimately drive top performers away and encourage poor performers to stay at their same low performance level.
- Inflating the ratings of poor performers. Most bosses who do this want to avoid confronting slackers or don’t know how to correct performance deficiencies. Rating inflation only allows problems to grow.
- Relying only on recent performance. The review should cover the entire review period (usually 12 months) and should address the employee’s growth (or lack thereof) over that entire period.
- Comparing employees against one another instead of against performance standards. Using forced rankings or ranking on a bell curve can result in good performers being unfairly rated as poor.
- Interpreting motives behind behavior, instead of just stating the behavior. Example: “Shane isn’t committed to the job. That’s why he was late to work 21 times.” Stick with objective facts.
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