Judging people, assessing them, weighing in on their capabilities, measuring their worth, gauging their prowess in a particular field, appraising & rating their performance. What are these based on? How do we conclude our final thoughts on them? What tools do we utilize? What yardsticks do we measure them by? 

Performance assessment and management has been around for a long time. Its iterations and approaches may have changed, but in essence, it’s the same end result that it seeks.

Several aspects that we sometimes overlook, or get wrong are:

Assessing capability over ability:

We often look at people and assume aspects of their lives, their character or even their ability to perform. We are all capable of a lot of things. Given the right environment, a lot could be achieved. But, ability is not about that. Its not about what could be achieved, if. If given the right training, the right support, the right environment etc. its about the ability to do something, now. Today. Ability Is current whereas capability is potential, the future.  

Unconscious bias:   

There are two types of egoists in this world. Ones who admit it, and the rest of us. Similarly, unconscious bias is not a choice. We all have it, in some form or the other. It plays havoc inside organizations, sometimes without anyone knowing it is at fault. Awareness of our unconscious biases is not that simple, but, luckily, not impossible either. There are ways one can raise the bar so to speak, unearth them. One must try, for their own sake, if not for the sake of the organization and the people they end up affecting.    

Mistaking enthusiasm for ability:

A new joiner will always be energetic and enthusiastic. But that does not mean they are able to do what you may want them to do. One must extricate real ability from the over eager. If one called up their retail business and asked an old employee how did the day go, they would say good or bad based on their experience and what they could compare other days to. If one was to call a newbie, they might say amazing day (enthusiasm) and nothing to compare the day with.  

Mistaking seniority for capability:

It is always the task at hand, and how ready the person is to deliver that task as per requirements. I may have delivered training sessions across 15 countries, over the last 2 decades, on varied topics, but ask me today to conduct FNFM (Finance for non-financial managers) and it would be a stretch. One cannot then say, well with your experience I assumed you would be able to easily do this. Specific task, matching that to the persons ability to do that task, effectively. 

The Bell curve:

The dreaded bell curve is still out there. Yes it aggregates the entire lot, then subdivides them into three lots. One ends up falling within those 3 slots. No options. Basing everything on averages and performance amongst the entire group of people. Extracting from a generic grouping the HIPO’s, the potential HIPO’s etc. is a job in itself. Remember, the P in HIPO stands for Potential, not performers.  

Number crunching:

Basing assessment on results (Tangible / quantifiable numbers) whereas there was a huge amount of effort that was visible, innovative approaches utilized, support provided for team mates, in-roads made where they didn’t exist, inescapable arguments made that they were pulled into projects that were not part of their objectives and so on. Over & above the numbers, there is more potential seething underneath. Are we willing to overlook that?

If we are to develop our people, and ensure engagement, not just compliance, more is needed than just numbers.

Internal politics / Toxicity / Favouritism: 

These are undeniable elements that could ostensibly prevent someone reaching their potential. Arguably, everyone experiences these at some point of their career and in varying degrees. But that cannot be provided as an escape goat for overlooking what may exist. If someone or a group is being targeted, this has to be taken into account, if not for the greater good, at least for the people affected.

Markets they operate in:

Many times I have come across inequalities in the way people are being assessed. As an example, one person is placed in a boutique branch in a far-flung area where not much happens. Yet, they have made it happen and are pushing their limits and making it work. The numbers though, may not be the same as for the second person we now look at. The other person is placed in the busiest branch in the network where no one has to do anything as business walks in the door. This is the place where everything happens. He/she never has to push themselves but achieves the numbers they do. Is there a way we factor this into the equation when only looking at numbers? 

Suffice it to say, an open mind is needed to ensure we are keeping it real when playing with peoples careers and the potential they bring to the table.   

Uzair Hassan, CEO, 3H Solutions Group, Dubai, UAE

linked.com/in/uzair-hassan-6451024 / uzair.hassan@3hsolutions.biz