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Achieving Equality in Performance Management

Achieving Equality in Performance Management. Mary Mercer. Background. Nearly forty years after the Equal Pay Act, the gender pay gap remains at 28% It is higher in the private sector

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Achieving Equality in Performance Management

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  1. Achieving Equality in Performance Management Mary Mercer

  2. Background • Nearly forty years after the Equal Pay Act, the gender pay gap remains at 28% • It is higher in the private sector • The Equality and Human Rights Commission’s inquiry into the financial services sector has revealed gender pay gaps of up to 60% in annual gross pay and as much as 79% in annual incentive (bonus) pay.

  3. How performance management plays its part in inequality • IES equality in performance review analysis: • Organisations have found the outcomes from their performance reviews/PRP processes to be unequal • Women in senior grades, people from BME groups, people with disabilities, people who work non-standard hours, people over 40 get poorer outcomes • The seniority factor

  4. Causes of inequality • The performance management process • inconsistent application of objective setting and measuring • link to PRP • lack of quality audit • lack of continuous feedback • Skills of the manager and appraisee • managers lack skill in giving feedback • underdeveloped people management skills • appraisees lack skill in giving feedback

  5. Causes of inequlity • Attitudes and behaviours • seniority and professional background given undue weight • (not) valuing management as a competence • visibility to your manager and your manager’s manger is key to “getting on” • in-group behaviours • stereotypes of performance capabilities

  6. The impact • In the absence of proper measurement managers fall back on equating visibility, long hours and familiarity with good performance • Seniority and having a complex role is confused with performing well • Performance is therefore not assessed fairly nor against actual contribution • Poorly implemented systems allowed negative attitudes and stereotypes to be applied

  7. Some Solutions • Properly implemented, monitored performance management • Management taken seriously as a competence • Managers able to implement and to manage remotely or to reflect different patterns • Know what issues you face – measure outcomes • Remind managers about diversity at relevant times. Make it a core part of your performance management process

  8. … thank you mary.mercer@employment-studies.co.uk Institute for Employment Studies 2011 www.employment-studies.co.uk

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