Identifying and Mitigating Bias in Feedback: A Companion Guide for Managers
Introduction: Understanding Bias in Feedback
Feedback is an essential tool for employee development, but when biased, it can distort perceptions and negatively impact both performance and relationships. Biases are cognitive shortcuts our brains use to process information quickly. While they can be useful for decision-making in certain situations, they often lead to inaccurate judgments and unfair treatment, especially in workplace evaluations.
This companion guide will help managers identify and mitigate bias in feedback. Through real-world examples, self-reflection questions, and insights from research, you’ll learn how biases influence feedback and how to provide fair, objective, and constructive feedback.
Common Biases in Feedback and How They Manifest
1. Halo Effect
The Halo Effect occurs when a manager’s overall impression of an employee, often based on a single trait or action, colors their evaluation of all aspects of that employee’s performance. This can lead to overly positive or negative feedback that doesn’t accurately reflect the employee’s true performance.
Studies show that the Halo Effect is prevalent in performance reviews, with 62% of managers admitting they’ve let one positive attribute cloud their judgment of overall performance .
Example: An employee who is always punctual and organised may receive positive feedback across the board, even if their actual work quality is inconsistent. Conversely, an employee who made one mistake may be unfairly labeled as unreliable, even if their performance is generally strong.
Real-World Scenario:
- Manager’s Bias: A manager consistently gives high praise to an employee because they are exceptionally good at one specific skill—let’s say presentation skills—while ignoring their underperformance in other areas such as teamwork or attention to detail.
- Impact: This leads to the employee continuing to neglect areas that need improvement while assuming their overall performance is excellent.
Self-Reflection Questions:
- Am I focusing on one aspect of this employee’s performance and overlooking other critical areas?
- Are my positive impressions based on a well-rounded view of their work?
2. Horn Effect
The Horn Effect is the opposite of the Halo Effect. In this case, one negative trait or event colors all subsequent feedback, leading to overly harsh criticism of an employee’s overall performance.
The Horn Effect is common in managerial evaluations, leading to unjustly harsh feedback that undermines employee morale and retention.
Example: If an employee missed an important deadline in the past, the manager may continue to view the employee as unreliable, even if they’ve since improved.
Real-World Scenario:
- Manager’s Bias: A manager believes that an employee is “difficult” because they asked tough questions during a meeting. From that point on, the manager views all of the employee’s actions through a negative lens, even when the employee is performing well.
- Impact: This bias can demoralise the employee, causing them to disengage or underperform due to the persistent negative perception.
Self-Reflection Questions:
- Am I allowing a past negative experience to affect my current assessment of this employee?
- Do I view this employee’s actions in a balanced way, or do I always expect them to underperform?
3. Confirmation Bias
Confirmation Bias occurs when a manager seeks out information that confirms their existing beliefs about an employee while ignoring or downplaying evidence that contradicts those beliefs. This can skew feedback to fit the manager’s preconceived notions rather than reality.
Research shows that confirmation bias is a key driver of inaccurate feedback, especially when managers hold implicit biases against certain groups or personalities.
Example: If a manager believes an employee is not a “team player,” they may interpret even neutral or positive actions as confirmation of that belief and overlook collaborative efforts.
Real-World Scenario:
- Manager’s Bias: A manager assumes that an employee who prefers to work independently isn’t a strong communicator. They focus on small instances of solo work, disregarding the employee’s regular and successful team collaborations.
- Impact: This bias can hinder the employee’s growth and prevent the manager from recognising their true strengths, ultimately impacting team dynamics.
Self-Reflection Questions:
- Am I only noticing things that confirm my beliefs about this employee?
- Am I giving this employee a fair chance to prove me wrong?
4. Similarity/Affinity Bias
Similarity Bias, also known as Affinity Bias, happens when managers favour employees who are similar to them in terms of background, personality, or beliefs. This can lead to more favorable feedback for those employees and less objective assessments of those who are different.
Studies show that similarity bias is prevalent in feedback processes and hiring, with managers often favouring those who reflect their own values or experiences.
Example: A manager who shares the same alma mater as an employee may be more likely to overlook that employee’s mistakes and offer more opportunities for advancement.
Real-World Scenario:
- Manager’s Bias: A manager connects more easily with employees who have similar interests and backgrounds, leading them to unconsciously give them better feedback than those who are different (in terms of culture, gender, or experience).
- Impact: Employees from diverse backgrounds may feel marginalised or unfairly evaluated, which can lead to feelings of exclusion and reduced engagement.
Self-Reflection Questions:
- Do I feel more connected to certain employees? If so, is that connection influencing my feedback?
- Am I giving employees who are different from me the same level of feedback and opportunity?
5. Recency Bias
Recency Bias occurs when feedback is disproportionately influenced by the most recent events, rather than reflecting the employee’s overall performance over time. A study in Harvard Business Review showed that managers who use recency bias often give unbalanced feedback that doesn’t accurately reflect the employee’s overall contribution .
Example: An employee who has recently completed a high-profile project may receive glowing feedback, even if their performance over the past year was inconsistent.
Real-World Scenario:
- Manager’s Bias: A manager provides an outstanding review for an employee based primarily on a successful project delivered in the past month, neglecting issues earlier in the year related to missed deadlines or lower productivity.
- Impact: The employee may not receive the constructive feedback needed to address long-term issues, which can lead to future performance problems.
Self-Reflection Questions:
- Am I focusing too much on recent events in this feedback session?
- Have I considered the employee’s performance over a longer period of time?
6. Gender and Racial Bias
Gender Bias and Racial Bias occur when managers, often unconsciously, provide feedback that is influenced by stereotypes or preconceived notions about a person’s gender or race. This can result in skewed feedback, with women or employees of color often receiving less constructive criticism or harsher evaluations based on societal biases. A McKinsey study found that women and minorities receive less actionable feedback, which limits their ability to grow and advance within organisations.
Example: Women may receive feedback that focuses more on their communication style or interpersonal skills, while men are more likely to receive feedback about their technical abilities or leadership potential.
Real-World Scenario:
- Manager’s Bias: A manager consistently praises a male employee for his assertiveness and ambition, while criticising a female employee for similar behaviour, labelling her as “aggressive.”
- Impact: Gendered feedback can stifle career growth for women and perpetuate a culture where male employees are seen as more “leader-like.”
Self-Reflection Questions:
- Am I holding employees of different genders or races to the same standard?
- Have I reflected on my own potential biases regarding gender or race?
Strategies to Mitigate Bias in Feedback
Use Objective Criteria: Focus on specific, measurable behaviours rather than subjective traits. Define clear performance expectations and assess employees based on those criteria.
Seek Multiple Perspectives: Obtain feedback from peers or other managers to ensure your assessment isn’t solely based on your own viewpoint.
Engage in Self-Reflection: Regularly question your own judgments. Are you influenced by a particular bias? How can you ensure fairness?
Track Performance Over Time: Take notes on employee performance throughout the year, not just during recent events or high-profile projects.
Training on Unconscious Bias: Participate in unconscious bias training to better understand how your biases may manifest and how to counteract them.
Diverse Teams for Evaluations: Create diverse teams to review performance, providing a range of perspectives and reducing individual bias.
Other resources:
Use our Bias Feedback Checklist to prepare and review your next feedback, click here to open
Learn more about unconscious biases in our article Unpacking Unconscious Bias to make better decisions
Conclusion: Creating Fair and Constructive Feedback Environments
Bias is a natural part of human cognition, but its impact on feedback and employee development can be detrimental. By recognising and addressing biases, managers can provide fairer, more balanced feedback, ultimately fostering a more inclusive and effective workplace.
By reflecting on real-world scenarios, using objective criteria, and remaining self-aware, you can ensure your feedback promotes growth, development, and fairness for all employees.
