{"id":5823,"date":"2022-11-23T23:53:04","date_gmt":"2022-11-23T22:53:04","guid":{"rendered":"https:\/\/www.tibicon.net\/en\/?p=5823"},"modified":"2022-11-24T00:33:06","modified_gmt":"2022-11-23T23:33:06","slug":"fair-appraising-performance-people","status":"publish","type":"post","link":"https:\/\/www.tibicon.net\/en\/2022\/11\/fair-appraising-performance-people\/","title":{"rendered":"The four most common mistakes in the performance appraisal"},"content":{"rendered":"

As a manager, I can’t say that I was effective in giving feedback; and I discovered I made more than one mistake when designing my training courses focused on the topic.<\/p>\n

Now I am going to tell you about some mistakes I made; I will talk about the feedback the boss gives to the staff member, but what I am going to tell you is also valid between colleagues.<\/p>\n

Hear me out.<\/p>\n

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  1. The first great enemy is the tendency to confirm our ideas<\/strong>, which occurs when the boss has made up his mind about the staff member’s performance and all he\/she seeks are behaviours that confirm it, ignoring all the rest: nice to be right, isn’t it?<\/li>\n
  2. Prejudice<\/strong> follows, which can negatively influence performance evaluation in the shape of political, religious or football faith: and if someone is on the opposite side of the fence, how can he\/she be a worthy person?<\/li>\n
  3. Then we have the emotional reaction<\/strong>, which leads the boss to reach conclusions hastily<\/strong>, with the risk of making serious mistakes accompanied by let’s say… inappropriate behaviours.<\/li>\n
  4. Finally, the most widespread and least conscious error: the mirror mistake<\/strong>.\u00a0The leader values better the performance of people he feels similar to himself, or he is bound by respect or affection; in short, he appraises himself not the staff member’s performance.<\/li>\n<\/ol>\n

    So, the next time you evaluate a person’s performance, keep in mind two things<\/strong>:<\/p>\n