Published: 06 May 2024
Performance management processes are prone to biases that prevent underrepresented employees from advancing. This research helps talent management leaders shift focus from merely raising awareness about biases to actively redesigning processes, keeping equity and inclusion in the center.
Inconsistent goal-setting processes and subjective performance criteria can hinder the engagement and growth of underrepresented employees (UREs).
Feedback process is often ineffective due to lack of trust and transparency between employees and managers, making it harder to discuss important topics like career goals, performance feedback, etc.
Sole manager discretion increases subjectivity and biases during performance assessment.
Unavailability of essential data and managers’ limitation to act during situations of bias lead to noninclusive talent decisions in calibration.
Promote manager objectivity by setting equitable peer goals, comparing employee goals against those of peers in similar roles.
Strengthen manager-employee psychological safety by creating conversation
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Talent Management Research Team
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