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