Here's how you can guarantee fair and unbiased feedback.

Estabelecer combinados claros é importante para tornar comum para toda a equipe quanto aquilo que se espera dela (em grupo e individual). Para que o feedback possa ter um retorno positivo e seja visto como justo é importante que ele esteja vinculado a rituais de gestão: se você mantém conversas periódicas com as pessoas do time (particulares e em grupo) certamente terá mais sucesso na modelagem do comportamento para atingimento de uma melhor performance. Modelagem não ocorre com um único feedback no ano no período de avaliação de desempenho, pelo contrário, ocorre no dia a dia, construindo um vínculo, liderando pelo exemplo, apontando os valores e a cultura da Cia.

In my daily work, I rely on the SBI (Situation, Behavior, Impact) framework to ensure fair and effective feedback. SBI helps me describe specific situations, outline observable behaviors, and articulate their impact. This approach ensures that my feedback is grounded in factual observations, free from personal bias, and relevant to colleagues' professional growth. By using SBI, I contribute to a culture of fairness, open dialogue, and continuous improvement within my team and organization, fostering individual growth and enhancing overall team performance.

Es necesario establecer los propios parámetros entendiendo los factores externos (leyes nacionales, normativa de socios estratégicos, entre otros), siendo que queda claro cuales son las nuestros propios limites, es necesario tener claro la misión y objetivos de la empresa, establecer los principios base de la organización y después tener una apertura con los miembros del equipo, es necesario que sepan cuales son sus propios limites de colaboración para no generar falsas expectativas.

Para garantir um feedback justo, é crucial estabelecer padrões de desempenho claros. Esses padrões fornecem uma base objetiva para avaliar o desempenho dos funcionários e garantir que o feedback seja justo e preciso. Comunicar essas normas a todos os membros da equipe é igualmente importante. Isso garante que todos na equipe entendam as expectativas e como seu desempenho será avaliado. Isso pode ajudar a evitar mal-entendidos e garantir que todos estejam na mesma página.

In my experience, never let your personal feeling or any past grudges get in the way of providing feedback. Always see the individual as someone who is there in the team to work on meeting the defined goals. Their looks, gender, background should be set aside and one should focus solely on their work for providing feedback.

In my opinion any feedback for improvement should be given one and one and not in public. 360° feedback will help to collect more opinion from CFT, Peer, senior and subordinate level. Past image of someone should be ignored while providing feedback for any particular incident.

Coletar dados de várias fontes é essencial para mitigar vieses. Incentivar autoavaliações, revisões por pares e reunir observações próprias cria uma visão mais abrangente do desempenho. Essa abordagem diversifica as perspectivas e reforça a validade do feedback, pois é apoiado por múltiplas entradas em vez de um único ponto de vista.

Compare individual perceptions with the perceptions of other people. consider people from the same team or other teams. This way we can validate the situation, in addition to bringing different points of view.

Es necesario ampliar nuestro punto de vista sobre la información que recibimos, es importante entender que como seres humanos todos tenemos sesgos cognitivos o de percepción, aperturar las fuentes de información es necesaria para enriquecer nuestras decisiones, incluso estas entren en contradicción con nuestras propias ideas.

When taking a leadership role, it is important to determine what when and how to provide individual and team feedback. Gathering data for feedback helps shape your understanding of a situation or gain perspective into team dynamics. The 360-degree feedback model is one of many great methods to understand a team and individual members. This practice is very helpful in data gathering and helps determine facts to use as discussion points.

In my experience, providing training on how to give and receive feedback constructively helps ensure that evaluations are fair and unbiased. For example, offering workshops or development sessions for team members can enable them to offer feedback in an objective and evidence-based way, thus minimising bias.

O treinamento pode incluir técnicas de comunicação eficazes, como a técnica do “sanduíche de feedback”, onde o feedback construtivo é “sanduíche” entre dois pedaços de feedback positivo. Também pode incluir treinamento sobre como evitar preconceitos inconscientes, que podem influenciar negativamente o feedback.

In my experience feedback should be collected anonymously to encourage honesty without fear of repercussions. This ensures unbiasedness and provides constructive criticism.

Feedback training is crucial to ensure a constructive and transparent process, eliminating personal judgments and unfair assessments.

Todos tenemos un punto de vista que a nuestro criterio es perfectamente sustentable y es muy complicado que otra persona pueda hacerme cambiar de parecer, desde ese enfoque debemos entender que la otra parte tambien tiene un punto de vista, por loq que sera muy complicado me pueda entender, por lo tanto la retroalimentación debe escamatizarse, capacitarse y ejercitarse, no basta con establecer que una parte comete un error o debe de cambiar una conducta, la finalidad es que la otra parte entienda que lo que le mostramos es necesario para su propio desarrollo y del equipo.

Data sources (feedback) can be hidden. This is recommended to encourage honesty and eliminate influences from personal relationships. Focus on the performance and not the person.

De la experiencia he conocido que los jefes por mas esfuerzo positivo que hagan nunca van a ser visto como pares, la confianza que se le tiene es de subordinación de no de compañerismo, es necesario por tanto que las entradas de información sean anónimas y sumaria a ellos debatidas en pequeños grupos para entender que no se traten de un malestar individual, una vez que se abre al debate un input anónima las otras partes se sienten en confianza de expresar a profundidad sus puntos de vista ya que ellos no fueron quienes pusieron el punto en un inicio.

Unless absolutely necessary, such as a direct conflict or one-off incident where interaction between specific parties drives a feedback, anonymity in sources should be standard. This anonymity encourages people to provide insight to feedback and they are likely to be more sincere in their responses. Additionally, this practice builds an organization of trust and helps feedback remain focused.

Giving performance feedback once in a year or at the end of year should be completely avoided. Feedback should be given in regular intervals once a goal is set at the beginning of the year with mutual agreement. Time to time feedback will help to understand if someone's performance is on the right track. In this way you are helping to achieve the goal by the year end.

Although feedback is great to have, it is a most effective when it occurs at regular intervals, such as when starting a new position or adding a new requirement to an individual, and at a predetermined interval throughout the rating period that affords the individual an opportunity to correct actions prior to an official evaluation, should a correction be necessary. Individuals are more likely to trust leadership when provided feedback and reviews on regular intervals, but also when opportunities arrive.

Feedback must be constant. Keep the feedback provided so that you can remember and evaluate progress over time. Use it to remember situations and stay focused on improvements.

Solo se mejora lo que se mide, en mi experiencia es necesario ir evaluando constantemente el impacto de la aplicación de retroalimentación, es necesario observar si se consiguen los objetivos y si esta retroalimentación es participe de alcanzarlos.

Am a firm believer that communication is the key to everything. Making time to speak with your employees creates a relationship. Employees start to trust you and are willing to share more details about work, about their lives, about mistakes etc. So when it comes to feedback, you can give feedback without wondering whether it's biased or not. I also encourage anyone giving feedback to focus on the job and not the individuals personality. Also, don't start with the negative, learn to communicate so that you know how to present feedback without draining your employees energy. Negative feedback can close someone off, so if you start with it, they will not hear anything else whether it's positive or not.

Este es un valor importante si queremos que el equipo crezca y evolucione a mejor cada día. Permitirles una comunicación honesta, sabiendo que no en todos los casos escucharemos lo que nos gusta. Pero si tendremos la retroalimentación necesaria para mejorar. Y de igual forma tener un buen clima laboral, donde la opinión y retroalimentación de todos los miembros del equipo es valorada y considerada.

The most important thing is to have an opened mind when giving feedback and being able to actually hear/see/acknowledge what the other person is feeling when receiving. No matter how much you prepare or how well you argument on topics, you need to know and understand people you are giving feedback to and you need to care. That is what gives credibility to your words and way of communication.

Encourage team members to have honest and respectful conversations about matters related to their organization and work. ensure that team members do not have fear of being frank and open about the feelings views. ensure that channels of communications are always open. this will also encourage team members to be innovative and productive.

Dialogue is very important today and this is one of the greatest problems of conflict in the world. People do not communicate no more among them and nobody is ready to listen to the other and also sacrifice something for the good of others. This is the world barrier that hinders changes in many areas.

Create an environment within the team such that nobody is scared of sharing their opinion. This helps two way communication. If someone has any doubt, he/she should be in a position to have a dialogue with the supervisor. During feedback two way communication helps to understand better between receiver and giver.

Challenge unconscious biases. Often, our biases are lodged in our mindsets and often not as conscious and in the open. Self awareness about what could trigger biased feeeback can enable us to challenge our mindsets and persuations. For example - an employee who has faced discrimination on the basis of gender or race might likely be influenced by these parameters. They will be more sensitive to issues raised in this line. A sensitization on the role that deeply held biases on race or gender could influence self awareness and therefore allow one to introspect on these likely influencers. It helps to self assess your input from a position of objectivity.