{"id":878,"date":"2020-06-18T17:11:27","date_gmt":"2020-06-18T15:11:27","guid":{"rendered":"https:\/\/www.hrwheelworks.be\/?p=878"},"modified":"2020-06-18T17:15:36","modified_gmt":"2020-06-18T15:15:36","slug":"how-to-mitigate-age-and-gender-bias-in-the-talent-review","status":"publish","type":"post","link":"https:\/\/www.hrwheelworks.be\/nl\/how-to-mitigate-age-and-gender-bias-in-the-talent-review\/","title":{"rendered":"How to mitigate age and gender bias in the Talent Review?"},"content":{"rendered":"<h4 class=\"null\"><strong>Why are most high potentials males\u00a0<\/strong><strong>younger than 40?<\/strong><\/h4>\n<h4 class=\"null\"><strong>Recent research demonstrates the risks of age and gender bias\u00a0in Talent Management practices.<\/strong><\/h4>\n<h4><strong><span style=\"color: #2f4c63;\">How to mitigate these biases in the\u00a0Talent Review?<\/span><\/strong><\/h4>\n<div>A recent study at the University of Leuven* shows that appraisals of potential are more likely to be <strong>age or gender biased\u00a0than\u00a0appraisals of\u00a0performance<\/strong>.<br \/>\nThis can be explained by the fact that \u2018potential\u2019 is a future oriented prediction of behavior while performance refers to the evaluation of behavior in the past. Predicting the future is always a more abstract exercise than evaluating the past, disposing of factual data and observations to base your evaluation on.<br \/>\nThe results of the study show that<br \/>\n<strong>\u201cappraisals of potential seem inherently biased against older employees and to a lesser extent women\u201d<\/strong><br \/>\nThe observation that employees older than 40 to 45 years, are less identified as high potential, can have an important effect on their career. More specifically, this can impact in a rather negative way their<\/div>\n<ul>\n<li>pay raise<\/li>\n<li>promotion opportunities<\/li>\n<li>access to development possibilities<\/li>\n<li>visibility in the organization<\/li>\n<\/ul>\n<div>And for the organization this means <u>a risk of less diversity<\/u> in age and gender of the talent pool. This talent pool being the source for future leaders.<br \/>\n<strong>BUT<\/strong> the good news is, that there are ways to lower the risk of age and gender bias.<\/div>\n<div><\/div>\n<div>\n<div><u>Some suggestions<\/u>:<\/div>\n<div>1. Define \u2018potential\u2019 as tangible as possible by using observable behaviors &#8211; and ask leaders to give examples of these behavior the high potential already has demonstrated;<\/div>\n<div>2. Ask employees input on their potential \u2013 offer them the possibility of a self-assessment, based on the behavioral definition of potential;<\/div>\n<div>3. Use evidence-based questionnaires, completed by the employee on the one hand and the manager on the other hand, as input for the Talent Review discussions;<\/div>\n<div>\n<p>4. Present evaluators with descriptions of real challenges that people face in\u00a0the role for which potential is appraised and ask them to imagine how the employee would behave in this situation.<\/p>\n<p>* De Boeck G., Brosi P., Dries N.\u00a0\u00a0\u00a0Are Appraisals of Potential, Due to Their Prospective Nature, More Prone to Bias than Appraisals of Performance?, June 2019<\/p>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Why are most high potentials males\u00a0younger than 40? Recent research demonstrates the risks of age and gender bias\u00a0in Talent Management practices. How to mitigate these biases in the\u00a0Talent Review? A recent study at the University of Leuven* shows that appraisals of potential are more likely to be age or gender biased\u00a0than\u00a0appraisals of\u00a0performance. This can be [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":731,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"_exactmetrics_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"footnotes":""},"categories":[25],"tags":[],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v22.4 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How to mitigate age and gender bias in the Talent Review? - HR Wheelworks<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.hrwheelworks.be\/nl\/how-to-mitigate-age-and-gender-bias-in-the-talent-review\/\" \/>\n<meta property=\"og:locale\" content=\"nl_NL\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How to mitigate age and gender bias in the Talent Review? - HR Wheelworks\" \/>\n<meta property=\"og:description\" content=\"Why are most high potentials males\u00a0younger than 40? Recent research demonstrates the risks of age and gender bias\u00a0in Talent Management practices. How to mitigate these biases in the\u00a0Talent Review? A recent study at the University of Leuven* shows that appraisals of potential are more likely to be age or gender biased\u00a0than\u00a0appraisals of\u00a0performance. 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