Peer to peer feedback has huge recency bias during performance evaluation
Peer-to-Peer Feedback: Navigating Recency Bias in Performance Evaluations
As a new manager, one of the challenges that often arises during performance evaluations is the influence of recency bias on peer feedback. Recency bias occurs when recent events or interactions overshadow the entire performance period, leading to an unbalanced evaluation. In my experience, I’ve noticed this pattern frequently, particularly in team dynamics.
The Challenge of Recency Bias
In our organization, we conduct performance evaluations and salary rounds biannually. Despite my efforts to encourage ongoing feedback throughout the review period, only 30% of my team consistently engages in this process. Many wait until the last minute, submitting their feedback right before the evaluation round. This behavior can be attributed to several factors, including discomfort with providing feedback and the natural tendency to remember recent interactions more vividly than earlier ones.
Advice from the Field
In discussing this issue with peers, I’ve found that several strategies can help mitigate recency bias and foster a culture of continuous feedback. Here are some proven methodologies:
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Implement Brag Documents: At a previous company, we encouraged team members to maintain “brag documents.” These documents, where individuals would jot down their accomplishments and contributions throughout the review period, served as a valuable resource during evaluations. When it came time for feedback, both managers and peers could reference these documents to jog their memory and provide a more well-rounded view of an individual’s performance. If you haven’t introduced this practice yet, consider making it a staple in your new team.
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Ask Specific Questions: Feedback is often vague and overly positive. To encourage more useful and constructive feedback, it’s essential to ask specific questions. Instead of open-ended inquiries, frame your questions to focus on particular skills or competencies relevant to the role. For instance, ask about how a colleague managed a meeting, wrote documentation, or supported a customer. This specificity makes it easier for team members to provide actionable insights rather than generic compliments.
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Create a Habit of Feedback: Establishing a routine for feedback can help normalize the practice. Consider scheduling brief recurring tasks or prompts that remind team members to provide feedback regularly. This could be a short weekly check-in where team members share one piece of feedback about a peer. Over time, this can help cultivate a feedback-rich environment where sharing insights becomes second nature.
Overcoming Discomfort
It’s important to recognize that giving feedback can be uncomfortable for many team members, especially in tech environments where individuals might not be accustomed to providing critique. To alleviate this discomfort, consider offering training sessions focused on how to give and receive feedback effectively. Encouraging an open dialogue about feedback’s importance and framing it as a tool for growth can help shift perspectives.
Conclusion
Establishing a feedback culture takes time and persistence, but the rewards are well worth the effort. By implementing strategies such as brag documents, specific questioning, and regular feedback routines, managers can help their teams overcome recency bias and foster a more comprehensive evaluation process.
Have you experienced similar challenges in your team? What strategies have you found effective in encouraging ongoing feedback? Let’s continue the conversation in the comments below!