Streamlining Performance Review Processes

Last week, a mentee came to me after her annual review. Her feedback was good — specific enough to sting a little. She walked out with every intention of acting on it. I asked her one question: "What's different on your calendar this week?" She paused. Nothing was different. That's where feedback dies — not in the reading of it, but in the week after, when life resumes and the document closes. Understanding feedback and acting on it are two completely different skills. Most people only practice one. Here's what I told her to do instead: 𝟭/ 𝗧𝗿𝗮𝗻𝘀𝗹𝗮𝘁𝗲 𝗲𝘃𝗲𝗿𝘆 𝗶𝗻𝘀𝗶𝗴𝗵𝘁 𝗶𝗻𝘁𝗼 𝗮 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝗿 "Be more strategic" tells you nothing. This does: take the project you're leading and present how it accelerates a priority your organization cares about — before your next leadership meeting. Specific. Timely. Actionable. For every piece of feedback, ask: what does this look like in practice? 𝟮/ 𝗔𝗱𝗷𝘂𝘀𝘁 𝘆𝗼𝘂𝗿 𝗴𝗼𝗮𝗹𝘀 If it doesn't make it into your goals, it's not going to happen. Don't create a separate "development item" that lives outside your work — embed it into the goal itself or into how you'll achieve it. If the feedback is "delegate more and develop your team," don't just note it. Update your existing goal to: 𝘥𝘦𝘭𝘪𝘷𝘦𝘳 𝘗𝘳𝘰𝘫𝘦𝘤𝘵 𝘟 𝘣𝘺 𝘘3, 𝘸𝘪𝘵𝘩 𝘵𝘸𝘰 𝘵𝘦𝘢𝘮 𝘮𝘦𝘮𝘣𝘦𝘳𝘴 𝘪𝘯𝘥𝘦𝘱𝘦𝘯𝘥𝘦𝘯𝘵𝘭𝘺 𝘭𝘦𝘢𝘥𝘪𝘯𝘨 𝘬𝘦𝘺 𝘸𝘰𝘳𝘬𝘴𝘵𝘳𝘦𝘢𝘮𝘴. Same goal. The feedback is now inside it. 𝟯/ 𝗖𝗵𝗮𝗻𝗴𝗲 𝘄𝗵𝗮𝘁'𝘀 𝗼𝗻 𝘆𝗼𝘂𝗿 𝗰𝗮𝗹𝗲𝗻𝗱𝗮𝗿 Your calendar is your priorities made visible. If the change you need to make doesn't appear there, it won't happen. If the feedback is "scale your impact by partnering across the organization," don't wait for opportunities to show up. Schedule 1:1s this week with leaders in adjacent teams to learn their priorities. What's on your calendar next Monday tells you more about your intentions than anything you wrote in your development plan. 𝟰/ 𝗧𝗲𝗹𝗹 𝘀𝗼𝗺𝗲𝗼𝗻𝗲 Share what you're working on with a peer, a mentor, or your manager. Not for accountability theater — because saying it out loud makes it real. And it invites the micro-feedback you'll need along the way. 𝟱/ 𝗦𝗲𝘁 𝗮 𝟵𝟬-𝗱𝗮𝘆 𝗰𝗵𝗲𝗰𝗸-𝗶𝗻 𝘄𝗶𝘁𝗵 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳 Not "am I trying harder?" — what's actually different in what you do? If the answer is nothing, the feedback is already expiring. The annual review is a gift. Most people open it, admire it, and put it back in the box. If nothing changes in what you do, the outcome is likely to be the same. What’s one change you’ve actually put on your calendar this year? PS: If you know someone in the middle of their review cycle — send this their way. --- Follow me, tap the (🔔) Omar Halabieh for weekly Leadership and Career posts

Fascinating research the uncovered men were more highly rewarded for performing the same behavior as that of their female peers. I had never heard about “valuing biases” before reading this article.    In newly published research at the VMware Women’s Leadership Innovation Lab at Stanford University, they assess a professional services firm in their reviews and rewards.   Training was provided to managers to eliminate what they call “viewing bias” which is how managers might describe seeing both a man and a woman display the same behavior but it is interpreted much differently in the written review. Over a 2 year period, with specific training, they were able to successfully eliminate the bias in the way the behaviors were described but interestingly enough, it did not eliminate the bias in the way those behaviors were rewarded.   Most organizations have not made the investment that PS1 has made in training their managers and then reviewing all of the rewards to identify these gaps. But I am sure that PS1 is not alone in the results.    I like the recommendation of remedy that the authors Alison Wynn Emily Carian Sofia Kennedy and JoAnne Wehner, PhD share. To truly eliminate bias in the process, the expected behaviors should be identified and categorized with objective outcomes tied to each behavior. There should then be a value placed on each of those behaviors that would determine the reward granted. For instance, client collaboration would be a highly valued behavior. Two possible objective outcomes to measure might be client satisfaction and client spend. If the behavior is observed and the outcome delivered, then there should be the same reward tied to any employee delivering on that.    It is a lot of work to build equity into the system. I think the outcomes would be well worth it though. When employees are clear on the expected behaviors of success and the measurable outcomes, they can more effectively deliver to the high standards of the business.   I have overseen thousands of reviews over the course of my career, and challenged many managers in my teams on their assessment of behaviors and recommendations on rewards. The system itself, is fraught with subjectivity which lends itself to a high degree of infiltration of bias.     Are you a manager? How do you personally check your own bias’during performance review writing and rewards assessments? https://lnkd.in/gYgMaXE2 #leadership #dei #equity #rewardsandrecognition #biasawareness

We all want to reward employees fairly, yet decades of research--and for many people, their lived experience--show that bias persists. In other words, for the same performance, people earn less or more due to managerial error. New research from researchers at our Stanford VMware Women's Leadership Innovation Lab shows that many interventions are only targeting half the problem. Bias shows up both in how managers describe (view) performance as well as how they reward (value) behaviors. Viewing biases often show up in how performance is described differently based on who is performing it. Men’s approach may be called “too soft,” thus “subtly faulting them for falling short of assertive masculine ideals.” Valuing biases can show up as the same behavior being rewarded when men perform it but not when women do. Examples from the research show that men benefitted when their project specifics were described, whereas women were not. So the same description and behaviors showed up in reviews, but they were only rewarded on men’s. What can be done to curb biases? ✅ Standardize specific guidelines for how managers should view employee behaviors and assign corresponding rewards when giving employees feedback and making decisions about their careers. ✅ Help managers catch bias in both viewing and valuing. ✅ Monitor these impacts from entry level to executive leadership. It turns out that as the criteria shift, so can the way these biases work. A key lesson from our research shows that the work takes discipline, consistency and accountability. These steps may seem like a lot of “extra” work, but at the end of the day, managers also benefit when they weed out biases and fairly promote the most talented employees. Article by Alison Wynn, Emily Carian, Sofia Kennedy and JoAnne Wehner, PhD published in Harvard Business Review. #diversityequityinclusion #performanceevaluation #managerialskills

Are appraisals about the past or the future? If we only reward/review what’s already been done, we’re missing the bigger picture. The real drivers of success aren’t just those who meet their KPIs; they’re the ones who solve unseen problems, take initiative, and push boundaries. Yet, most appraisal conversations follow a predictable pattern: * What did you achieve? * Here’s your rating. * This is your increment. End of discussion. Imagine the potential of an employee walking out thinking "This is what I can become. This is my path to success" rather than just leaving with satisfaction (or dissatisfaction) around the past. What should appraisals actually do? 1. Recognize contribution beyond the obvious – Not all impact fits neatly into a KPI. Some of the most valuable contributions don’t show up on spreadsheets. 2. Fuel ambition, not just determine compensation – A great appraisal conversation should leave employees inspired, not just informed. 3. Set a challenge for the future – If appraisals only reflect on the past, we’re not leading, we’re just keeping scores. For those walking into their appraisal discussions: • Don’t just list achievements, own your journey. Share both wins and failures. Acknowledging mistakes (along with what you learned) shows maturity, self-awareness, and a growth mindset. • If you’re aiming for a promotion, make a case for it. What skills, contributions, and initiatives make you ready for the next role? Saying "I deserve it" isn’t enough, demonstrate why. • Come with a plan, not just expectations. What challenges do you want to take on next? How do you want to grow? Leaders notice those who take charge of their own development. As leaders, we need to think whether we are merely evaluating performance or are we unlocking potential? As employees - are we waiting for recognition or driving our own growth? Appraisals should be more than a retrospective, they should be a launchpad. Would love to hear your thoughts on the same. #AppraisalSeason #Leadership #GrowthMindset

Behaviors are learned and reinforced. To make performance evaluations more inclusive, you need to proactively craft new practices. 🧠 Unbiasing nudges, intentional and subtle adjustments I craft with my clients, can play a pivotal role in achieving an objective and inclusive performance assessment. 👇 Here is what to consider: 🔎 Key Decision Points Analyze your evaluation process to identify key decision points. In my practice, focusing on assessment, performance goal setting, and feedback processes has proven crucial. Introduce inclusive prompts at each stage to guide unbiased decision-making. 🔎 Common Biases Examine previous reviews to unearth prevailing biases. Halo/horn effects, recency bias, and affinity bias often surface. Counteract these biases by crafting nudges tailored to your organization, integrating them seamlessly into your review spreadsheets. 🔎 Behavioral Prompts I usually develop concise pre-decision checklists tailored to each organization. The goal is to support raters' metacognition and introduce timed prompts during the evaluation process. 🔎 Feedback Loops Begin with small-scale implementation and collect feedback. Compare perceptions of both raters and ratees to gauge effectiveness. 🔎 Ongoing Training Avoid off-the-shelf solutions; instead, tailor training to your organization's unique context and patterns. Your trainer should understand your specific needs and design a continuous training program that reinforces these unbiasing nudges, providing managers with the necessary competencies. 🔎 Pilot and Evaluation Define metrics to measure progress and impact. Pilot your unbiasing nudges and regularly evaluate their effectiveness. Adjust based on feedback and insights gained during the pilot phase. 👉 Crafting inclusive performance evaluations is an ongoing journey. Yet, I believe, it's one of the most important ones. Each evaluation matters as it defines a person's career and sometimes even the future. ________________________________________ Are you looking for more DEI x Performance-related recommendations like this?  📨 Join my free DEI Newsletter:

Personality Traits Don’t Belong in Performance Reviews Performance reviews should focus on skills, outcomes, and behaviors—not personality traits. An article by Suzanne Lucas for Inc. Magazine highlights a troubling finding from Textio: ✅ 88% of high-performing women receive feedback on their personality compared to only 12% of men. When men do get personality-related feedback, the descriptions differ significantly: Women: "Collaborative," "nice," or "abrasive" Men: "Confident," "ambitious" This disconnect reflects stereotypes that don’t help anyone grow. What NOT to do in performance reviews: ❌ Describe someone as "introverted" (personality-based language). ❌ Focus on general traits like "nice" or "helpful" without linking them to outcomes. What TO do instead: ✅ Address observable behaviors and impact: Instead of: "You're too quiet." Say: "I noticed you didn’t contribute in meetings; your ideas could add value if shared." ✅ Focus on outcomes: Highlight measurable results, goals, and areas for development tied to skills. ✅ Offer actionable feedback: Provide steps to improve performance, like asking someone to prepare discussion points to engage more actively. By focusing on behaviors, outcomes, and skills, reviews can help employees grow without reinforcing unhelpful biases. 🔗 https://lnkd.in/gWTeTw5a What do you think? How does this impact women of color? How can we improve feedback processes to create fairer, more -actionable- reviews? #LeadershipDevelopment #PerformanceManagement #InclusiveLeadership

Measuring Success: How Competency-Based Assessments Can Accelerate Your Leadership If it’s you who feels stuck in your career despite putting in the effort. To help you gain measurable progress, one can use competency-based assessments to track skills development over time. 💢Why Competency-Based Assessments Matter: They provide measurable insights into where you stand, which areas you need improvement, and how to create a focused growth plan. This clarity can break through #career stagnation and ensure continuous development. 💡 Key Action Points: ⚜️Take Competency-Based Assessments: Track your skills and performance against defined standards. ⚜️Review Metrics Regularly: Ensure you’re making continuous progress in key areas. ⚜️Act on Feedback: Focus on areas that need development and take actionable steps for growth. 💢Recommended Assessments for Leadership Growth: For leaders looking to transition from Team Leader (TL) to Assistant Manager (AM) roles, here are some assessments that can help: 💥Hogan Leadership Assessment – Measures leadership potential, strengths, and areas for development. 💥Emotional Intelligence (EQ-i 2.0) – Evaluates emotional intelligence, crucial for leadership and collaboration. 💥DISC Personality Assessment – Focuses on behavior and communication styles, helping leaders understand team dynamics and improve collaboration. 💥Gallup CliftonStrengths – Identifies your top strengths and how to leverage them for leadership growth. 💥360-Degree Feedback Assessment – A holistic approach that gathers feedback from peers, managers, and subordinates to give you a well-rounded view of your leadership abilities. By using these tools, leaders can see where they excel and where they need development, providing a clear path toward promotion and career growth. Start tracking your progress with these competency-based assessments and unlock your full potential. #CompetencyAssessment #LeadershipGrowth #CareerDevelopment #LeadershipSkills

So many of us have sat in performance reviews feeling unsure of what to say, how to advocate for ourselves, or how to make sure our work is seen. I’ve been there too; on both sides of the conversation. What I’ve learned over the years is this: Reviews don’t create clarity. People do. And clarity grows from trust. When trust isn’t present, employees walk away questioning themselves, replaying the conversation, or feeling like essential pieces of their contribution were missed. But with the right tools, review conversations can become moments of truth, growth, and affirmation, not cringe, anxiety, and stress. That’s why I created a companion guide to the manager resource I posted yesterday: Navigate Your Review With Confidence. It's a concise, five-page guide designed to help employees: • Prepare for review conversations with clarity • Ask for the specifics they need • Advocate for recognition without feeling uncomfortable • Stay grounded when emotions or surprises arise • Turn feedback into meaningful next steps This guide is rooted in my Seven Trust Languages framework and designed to support anyone entering a review, whether you’re early in your career, transitioning roles, or stepping into leadership. If you know someone who is gearing up for their review, feel free to share it with them. Here’s to review conversations that center trust, confidence, and honest reflection. #Career #PerformanceReviews #SevenTrustLanguages #Trust #professionalDevelopment #Annualreview

Fairness shouldn’t depend on the shape of a rating scale. But sometimes, it does. We like to think evaluations reflect merit. That if someone gets a lower score, it’s because they didn’t perform as well. As it turns out, the way we ask for ratings distorts the answers—and quietly reinforces inequity. A recent Nature paper highlights this subtle, powerful reality. The study looked at a gig platform where homeowners hire workers for small home repairs. At first, the platform used a five-star rating system. Later, it switched to a simple thumbs up/thumbs down format. Here are some key results: - With five-star ratings, non-White workers received slightly lower scores than White workers—just 0.07 stars less on average. - That tiny difference led to a big one: non-White workers earned only 91 cents for every dollar their White counterparts made. - When the platform adopted the simpler rating? The income gap disappeared. Why did that happen? Because five-star scales feel nuanced, but often invite bias. It’s easier to justify giving someone four stars instead of five—especially when unconscious preferences are at play. But when five stars is what gets rewarded, anything less becomes costly. The simplified system pushed evaluators to focus on what really mattered: Was the work done well or not? In this case, simplifying the system made it more just. Design choices that seem small—like how we rate performance—can quietly shape who gets ahead and who’s left behind. And those choices are always worth a second look. https://lnkd.in/ezFyJQ7M #fairness #evaluations #learning #leadership #research #performance

Mid-Year Already?!? Let’s Make the Second Half Count. Now’s the perfect time to review the status of your ISO management system. Here are a few smart moves to make mid-year: ✅ Review objectives — Are your targets still relevant and within reach? ✅ Check performance trends — What’s working? What needs adjustment? ✅ Reassess risks & opportunities — Has anything changed in your operations or market? ✅ Audit your audits — Are internal audits providing real insight or just ticking boxes? ✅ Engage leadership & teams — Is your system integrated into daily decisions? ✅ Action overdue items — Close the gaps that might trip you up later. A strong system isn’t just about maintaining certification. It’s about unlocking focus, improvement, and confidence as you head into Q3 and beyond. What are you doing mid-year to energise your management system? #compliancelab #iso9001 #iso45001 #iso14001