The traditional performance review is a confidential, closed-door meeting between no more than two people. Research suggests it is also totally misguided.
Though we may think we’re making accurate, objective assessments during a performance review, the social and brain sciences have shown that bias is still baked into the brain.
Studies, for instance, have indicated that as much as 62% of a rater’s judgment of an employee is a reflection of the rater, not the person getting reviewed. Despite this, survey data from a recent summit we hosted on performance management indicated that 57% of companies weren’t doing anything to remove bias from their performance reviews.
In this product demo of DIFFERENTIATE: The Neuroscience of Effective Evaluation, NLI's Rob Ollander-Krane and Andrea Derler will walk you through the leadership habits required to reduce bias in this vital aspect of performance management.