Research: Vague Feedback Is Holding Women Back
https://hbr.org/2016/04/research-vague-feedback-is-holding-women-back
Before you begin evaluations, either written or verbal, outline the specific criteria you are employing to evaluate individuals. Articulate the specific results or behaviors that would demonstrate mastery. Use the same criteria for all employees at this level. Set a goal to discuss three specific business outcomes with all employees. If you can’t think of those outcomes for a particular employee, dig deeper or ask the employee or their peers to provide more details. Systematically tie feedback — either positive or developmental — to business and goals outcomes. If you find yourself giving feedback without tying it to outcomes (e.g., “People like working with you”), ask yourself whether you can further tie the feedback to specific results (e.g., “You are effective at building team outcomes. You successfully resolved the divide between the engineering team and the product team on which features to prioritize in our last sprint, leading us to ship the product on time.”). When evaluating people in similar roles, equalize references to technical accomplishments and capability. Notice when detail is lacking for a particular employee and make an extra effort to determine whether something, either a skill or a developmental need, has been missed. Strive to write reviews of similar lengths for all employees. This helps ensure a similar level of detail — and therefore of specifics — for everyone.