Contrast effect
Rating a team member against other team members, rather than against the criteria of identified Key Results Areas. Ratings should be based on the expectations the evaluator communicated to the team member when reviewing Key Results Areas criteria at the beginning of the assignment.
First impression / Latest behavior effect
A tendency to make an early positive or negative judgement of the team member and then to ignore or distort additional information. Ratings must be based on performance throughout the appraisal period rather than on initial or most recent impressions.
Halo / Horn effect
Generalizing one aspect of the team member's performance to other aspects of his or her performance. This may result in an inaccurate results assessment.
Similar to self effect
Judging in favour of those team members who are seen as similar to the evaluator.
Central tendency effect
Consistently rating a team member as average rather than making the effort to give valid ratings. Such ratings fail to distinguish good and bad performance and may delay work on areas for development.
Spill-over effect
Allowing the team member's past performance ratings, whether good or bad, to unjustly influence the evaluator's current ratings of team member's performance. The Key Results Areas for the most recent period is the cornerstone.
Generalization / Third party effect
Making generalizations rather than using sentences such as: "I noticed this when you did ..."
This lets the team member know specifically what you mean when you are praising or coaching.
Splodges
Retaining a memory of a negative incident pertaining to the team member and allowing yourself to be influenced by it, even long after it has become irrelevant. It remains in the relationship and is like a “splodge” on a white shirt. The splodge will always be there and will accumulate until the shirt is black or it is washed. |
