Assess performance and capabilities in an inclusive way

Performance Criteria – in my team, I…

  • Use a strength-based approach to capability assessment.
  • Am explicit about the assessment criteria.
  • Question assumptions about job and task requirements, qualifications, need to conform to norms, and “potential”.
  • Collect evidence for assessment in appropriate ways.
  • Avoid bias in assessing the performance and capabilities of others.
  • Provide feedback on performance and capability in an appropriate way.
  • Recognize that individuals can gain and demonstrate knowledge and skills in a variety of ways.
  • Demonstrate open and positive curiosity about people’s skills and capabilities.
  • Invite others to share their knowledge and experience with the team.

 


 

Definitions – what the terms used in this competency mean

  1. Assessment: formal, informal, diagnostic, formative, summative
  2. Feedback: formal, informal, verbal, written
  3. Appropriate ways: appropriate to the assessment criteria, and to the individual’s culture, personality, understanding, ability to express, objectives, career history, expertise
  4. Others: direct reports, peers, supervisors, managers, clients, suppliers
  5. Individual: team member, colleague and peer, candidate, applicant
  6. Evidence: work samples, witness testimony (from colleagues, supervisors, customers, suppliers), video of you performing

 

Required knowledge

  1. Assessment criteria
  2. Giving feedback
  3.  Biases:
    • Common biases related to dimensions of diversity
    • Common cognitive biases that affect decision-making (e.g. confirmation bias)
    • How to identify one’s own biases
  4. Assessment tools and methods
  5. Foreign credential recognition resources and tools
  6. Objective knowledge of the role / task (e.g. required qualifications vs. nice to have)

 


 

Example(s) – what might this look like in practice?

  • In an upward feedback process, you provide specific behavioral examples of situations when your manager’s actions did not feel inclusive.
  • In a meeting to review employee potential and performance, the HR advisor challenges underlying assumptions about “appropriate style” of people with leadership potential.
  • To uncover your own personal biases, you review the candidates for promotion with your HR Advisor, specifically asking him to challenge your choices.
  • A supervisor asks a colleague to provide an additional perspective on a recent incident to avoid a misunderstanding due to cultural differences.
CLOSE
Keep in touch!

Enter your email to find out more about how TRIEC can support you to make your workplace more inclusive.

Skip this step.
CLOSE
Keep in touch!

Enter your email to find out more about how TRIEC can support you to make your workplace more inclusive.

Skip this step.
CLOSE

You must choose at least one competency!