Delivering objective and effective performance evaluations reducing the negative impact of the automatic workings of the mind
The issue is that unconscious bias and automatic associations often affect significantly corporate performance evaluations. For instance, the definition of evaluation criteria can be ambiguous. If everyone agrees that a manager has to be a good leader, do a Chinese or an American executive have the same vision of leadership? Our experience with our multi-national clients shows that values, skills and behaviors expected at a given position can vary significantly from one corporation to another and within the same company, from a country to another or even from a department to another in the same country.
A global industrial company had most of its growth potential in emerging countries. However, its total number of general managers was too limited to allow the opening of all the subsidiaries considered, and most of the current senior executives had limited appetite for the new bottom-of-the-pyramid local market segments.
For the similar competences and business results
Why does this matter?
What can be done?