What do you do if your performance evaluations are biased and unfair?

As a HR professional I have seen many cases where evaluations are all positive, all negative or one employee is rated as extremely poor consistently. In these situations I ask that all managers meet and explain their ratings of all their staff. This then gets line managers being more even handed and not being over positive, negative nor targeting an individual. No Manager wants to be seen as over generous nor over negative to their Peers.

If your performance is good and you are taking initiative to do more things, your performance appraisal cannot be biased or unfair. No one can unnotice a bright light amongst other lights. Evaluate your performance and discuss with your line manager. If you feel it is still unfair than, then take a review from the line manager of your direct line manager. Look for external options and take 3rd party feedback. At the workplace make a difference. Don't say that I am doing this as others are also doing this. What is your USP? What makes you unique? How are you "out-competing" your other colleagues?

Be aware that you might be influenced to think a certain way. Analyze the situation from all perspectives to verify its accuracy, and then share it appropriately. Ensure that clear proposals and solutions are provided while escalating the matter to the appropriate level. The more traceability you have, the better. Consider whether calibration procedures are applied, how the whole process is executed, and the information systems used. You will get great clues as to what is going on.

If you think your performance reviews are unfair, gather evidence of bias. Record instances where bias affected evaluations. Talk to a trusted colleague or HR about your concerns. If needed, use formal channels like filing a complaint. Acting fast is key to fairness and professionalism.

This is a challenge for the HR department to make sure that company permfromance management system should not totally based on the perception of reporting manager and comprehensive and pragmatic KRA should be placed to evaluate the performance of individual. Preparation of effective KRAs aligned with orgnisation objective is the key to avoid biased and perception based assessment.

Logic shows us that by collecting evidence, you can actually effectively demonstrate the bias and unfairness in your performance evaluations. For example, if your evaluations consistently contain subjective comments without specific examples or if there is a pattern of disproportionately negative feedback compared to your actual performance, gathering this evidence can strengthen your case when addressing the issue with your line or HR. It provides concrete examples to support your claims and increases the likelihood of a successful resolution to the problem.

Before you go to your manager or HR to dispute the review you receive, concrete examples are critical. Going into a meeting with only subjective points such as “I don’t agree” or “I don’t think so” will not be enough. Evidence you bring to the meeting should directly address the points you disagree with, i.e. when discussing technical skills do not address your great attendance record. Next use all forms of evidence including, past reviews/promotions, emails, & dates of accomplishments which will explain why you believe there is a discrepancy. Again, connect these to points in the evaluation to directly address them. If possible, have fellow employees provide a recommendation to detail how your work has benefited them.

Un buen sistema de calibración, que incluya un comité revisión de evaluaciones para así mantener una distribución normal de la cantidad de trabajadores en cada cuadrante de desempe?o es fundamental. También debe incluir una revisión del mismo sistema y metodología de como se evalua el desempe?o de manera periódica