4 Ways to Take the Bias Out of Performance Reviews

Researchers at Stanford University have recently found that despite a lack of gender differences in objective performance metrics (e.g., grades, fitness scores, or class standing) and decades of equal opportunity efforts, the language used to describe women hurts their advancement opportunities.

It’s not just that women are more often ascribed negative attributes—it’s the words themselves that are also unsettling. The most occurring positive characteristic applied to women is “compassionate.” But it’s followed by a long list of negatives: “inept,” “selfish,” “frivolous,” “passive,” “gossipy,” “vain,” and “temperamental,” to name a few.

The most common attribute for men—“analytical”—reflects a sharp mind and the potential to intelligently lead an organization in the most effective direction. There were only two negatives most commonly attributed to men: “arrogant” and “irresponsible.” The researchers concluded that when people are asked to envision leaders, they still picture men.

Language Is Not Neutral

The words in performance reviews hold power in concrete results, influencing both promotions and layoffs when performance numbers are comparable. Even an “arrogant” leader can still be effective, but an “inept” person is unlikely to be promoted.

Assertiveness is an especially tricky area for women to navigate. The same behaviors tend to be perceived differently depending on whom they come from. Research from Stanford University revealed that aggressive communication styles led to more than twice the amount of negative feedback for women than men. Women were told, “your speaking style is off-putting,” while men received compliments like “tackle” or “drive.” What is positively seen as “assertive” or “confident” in men is perceived as “abrasive” or “aggressive” in women.

Women are often described as “supportive” and “collaborative,” but these gendered skills are less valued in a leader. A collaborative success, even a major one, can still make a woman seem incompetent and can undermine her chances of promotion. While women are also known to show biases in performance evaluation language, the shortage of women in executive positions certainly doesn’t help. Consider that men with the name John alone outnumber all women in the top levels of Fortune 500 companies.

How to Reduce Bias in Your Company

To expand their views of leadership, men and women both need more personal experiences with women as peers and bosses. Begin with these four action steps to reduce gender bias in your company:

1. Train and educate HR.

According to McKinsey & Co.’s 2015 Women in the Workplace study, 70% of men view gender diversity as important, but only 12% believe women have fewer opportunities for advancement. And 13% believe their own chances are hindered when these programs are in place.

It takes more than a PowerPoint^® presentation to unpack these biases because managers will assume that they aren’t guilty of them. They have to consciously learn how to correct these unconscious biases. Ongoing training ensures that new hires don’t fall through the gaps and that established employees continue to build understanding.

Pay close attention to what training strategies are most effective with your teams, and make adjustments depending on your people’s awareness and willingness to change viewpoints. Even when biases are deliberate, training can still work to adjust behavior, which can lead to changing attitudes.

2. Use concrete, consistent performance metrics.

Review your performance evaluation metrics to make sure they exclude personality judgments that don’t directly correlate with a job. Someone’s “approachability” or “humor” is difficult to tie to job performance. Focus on verbs instead of adjectives. If you can’t provide concrete examples of how a trait affected someone’s work, it doesn’t belong on a performance review.

Shifting away from subjective review methods to fact-based feedback can reduce opportunities for negative perceptions. If someone in HR conducts the review, make sure he or she understands which skills are most important for the job and that all criteria are tied to concrete performance metrics.

3. Adopt 360-degree reviews.

Even in a perfect world, a single manager can’t be expected to provide a complete picture of an employee’s performance. Getting feedback from more than one source helps identify biases by including more objective data in the review process. A diversity of opinions minimizes the power of an individual’s comments and elicits the most relevant information.

These 360-degree reviews may also give women the opportunity to get feedback from other women, which can be vital to their ability to thrive in a given role and improve their skills and work habits in order to move up in a company.

These reviews should include chances for anonymous feedback. With the opportunity to submit feedback anonymously, women—and other protected groups—can point out inequalities so managers can identify them (if they are unintentional) and correct them. Keeping feedback anonymous makes sure every voice is equally heard without the fear of repercussions.

4. Track and share feedback or data.

Employees should be able to access their performance data. When workers know how they’re perceived, they can identify and report their concerns to management. Transparency combined with data builds trust that managers will be held accountable for feedback—and that any who block women (or any other demographic) from advancing will be identified so the behavior can be stopped.

The catch-22 that women experience is troublesome not only for them but also for companies; holding women back in their careers holds companies back, too, because they miss out on half the population’s potential. Correcting this bias requires awareness and action at all levels.

Chris Carosella is the CEO at Beta Gamma Sigma. Beta Gamma Sigma is the premier international business honor society recognizing the academic achievements of the top 10% of students at the top 5% of business schools around the world (AACSB-accredited). With experience across multiple industries as a corporate senior executive, entrepreneur, and nonprofit CEO, Carosella has benefited a variety of businesses and organizations throughout every stage of growth.

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