Philippines Call Center, inbound, outbound, virtual assistant service

Performance evaluations are usually overwhelming for everyone. While supervisors and managers exert an effort to be as fair and unbiased as feasible, there are always apprehensions about certain performance evaluations and their preciseness. If you are going to appraise your employees, it is prudent for you to be sensitive of factors that may influence your evaluations.  This article will help check your own evaluation processes to guarantee that evaluation processes are fair and balanced as possible.

Central Tendency. This is the habit of evaluating almost every worker as “average”.  An individual using this bias will be inclined not to evaluate anyone as “very high” or “very low”.

Halo Effect. The halo effect is the predisposition to evaluate someone high or low in all evaluation categories because the employee is high or low in one or two areas. Evaluation results like these do not aid employees develop because assessments are too imprecise or general as to specifics. Assessing someone lower is often called the “devil effect”.

Principles of Evaluation. If you are utilizing categories such as excellent, good, fair, etc. be wary that the definition of these words is subject to differ from one person to another. The use of these words to evaluate someone is discouraged because they do not offer enough information to help employees grow.

Leniency Partiality. This is the inclination to assess higher than is necessary. Generally, this is accompanied by some validation as to why this is proper.

Recency Prejudice. This is the tendency to evaluate people on most current behavior and discounting behavior that is “older”.

Opportunity Bias. Paying no attention to the idea that opportunity (issues outside the control of the employee) may either limit or ease performance, and conveying credit to blame the employee when in fact the real cause of the performance was opportunity.

False Attribution Errors.  We have an inclination to accredit failure or success to individual skills and effort. So when someone performs well, we give them credit, and when a worker performs less than expected, we imply that somehow it’s the worker’s fault. Although there is some truth in this, the truth is that performance is a function of both worker and the environment that he is in. Sometimes, we misattribute failure and success. We presume that failure and success are under the total power of the employee.

Important Post

Helping your employees cope up with stress
Common mistake in handling irate customer
Benefits of Team Building to company
Motivate your employee in the right way