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Hi Elisabet, Well done 👏🏻 👏🏻 👏🏻 and well presented! Good with practical guidance and examples in the book.

The 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗰𝗮𝗹𝗶𝗯𝗿𝗮𝘁𝗶𝗼𝗻 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 is a great and formative experience! During the performance calibration meetings, managers typically fall into one of several categories based on their views on employee performance: 1. 𝗚𝗮𝘂𝘀𝘀𝗶𝗮𝗻 𝗦𝘁𝗿𝘂𝗴𝗴𝗹𝗲𝗿𝘀: These managers find it challenging to fit their team’s performance into the expected Gaussian distribution—where few are top performers, a majority are average, and a few are low performers. They may face an atypical distribution, such as too many high or low performers. 2. 𝗧𝗮𝗹𝗲𝗻𝘁 𝗖𝗵𝗮𝗺𝗽𝗶𝗼𝗻𝘀: Managers in this category believe that all of their team members are exceptionally talented. They tend to rate most or all their employees as high performers, which can skew the overall performance metrics and expectations. 3. 𝗥𝗲𝗱𝗲𝗲𝗺𝗲𝗿𝘀: These managers advocate for giving low performers a second chance. They focus on potential and improvement rather than past performance, supporting interventions like training or mentorship to help underperformers improve. 4. 𝗨𝗻𝘆𝗶𝗲𝗹𝗱𝗶𝗻𝗴 𝗘𝘃𝗮𝗹𝘂𝗮𝘁𝗼𝗿𝘀: They strictly adhere to performance metrics and do not easily deviate from the established criteria. Their assessments are often rigid and may not account for context or individual circumstances. 5. 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁𝗮𝗹 𝗖𝗼𝗮𝗰𝗵𝗲𝘀: This group seeks to identify areas of growth for all team members, regardless of their current performance level. They prioritize personal development plans and tailor their coaching to help each individual progress. 6. 𝗘𝗾𝘂𝗮𝗹𝗶𝘁𝘆 𝗔𝗱𝘃𝗼𝗰𝗮𝘁𝗲𝘀: These managers struggle with differentiating between team members' performance levels. Especially in smaller teams, they might rate most employees as successful to maintain team harmony. When pushed, they may select a high performer, but they do so reluctantly, often because of external pressures to adhere to performance differentiation standards. 7. 𝗗𝗲𝗳𝗲𝗻𝘀𝗶𝘃𝗲 𝗖𝗮𝗽𝘁𝗮𝗶𝗻𝘀:Managers in this group are keen on presenting the strengths and achievements of their own team. However, they become defensive when facing differing opinions or critiques from colleagues. They often have difficulty accepting feedback that does not align with their own assessment of their team's performance. …and many other dynamics and people profiles! What is your view?

This is me when I come bearing news that your performance dimensions are not strategically aligned and need re-alignment. 😂 Dear manager, It is that time of the year again! As we prepare to assess our direct reports, become conscious of a few biases that can make your assessment ineffective: 1. Contrast bias- where you compare employee performance to another employee's instead of the performance standards established for the role. It is very tempting I know but flee! 😄 2. Halo effect- rating an employee higher across all areas because of one thing they did well. Stay objective to the performance dimensions and remain fair for the sake of their professional development 3. Leniency effect- intentionally rating all your direct reports the same because you do not want 'trouble' or you are 'busy'. Again you rob them of valuable feedback needed for growth and productivity when you do not give accurate feedback. Remember that performance appraisal is a powerful feedback tool for professional development within the context of organizational needs. Do not weaponize it and take it seriously if you want your team to be productive and engaged. Happy 'feedbacking'!

Countdown🫢

When circumstances become hectic or critical, recruiters look for applicants and managers look for employees who can function and maintain professionalism and composure. These are the people who will consistently deliver and break ground despite unfavourable stimulants or conditions. #strategicthinkers #professionalism

Absolutely! 🌟 Managers often champion their teams as all-stars, much like claiming everyone is Cristiano Ronaldo at Manchester United. 🚀⚽ But let's dive deeper in our HR discussions. While we celebrate individual growth and impact, it's crucial to recognize that experience naturally positions some team members at higher levels. True top performers go above and beyond, making a significant impact and inspiring others. Let's redefine excellence and push for greatness together! 💼💪 What are your thoughts on this perspective? #HRInsights #PerformanceExcellence #TeamDevelopment

Should be taken into account when designing the scene ;)

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