In our previous article on the many pitfalls of performance reviews, we spoke about how they may be subject to several forms of biases. However, one kind of bias stands out, owing to its potential to destroy your organization’s hold on some of its most innovative talent—gender bias.

Despite years of progress made in addressing gender inequality in the workplace, the reality is that gender bias is still alive and well in 2023, lurking beneath the surface of even the most progressive organizations. It’s easy to brush it off and say, "That doesn't happen here" or "We heavily prioritize diversity and inclusion." But the truth is, the extent of gender bias in performance management is often deeper and more insidious than most of us realize.

Women's representation in S&P 500 companies follows a pyramid shape—they make up 44.7% of total employees, but only 21.2% occupy board seats, and a mere 4.8% are CEOs. Gender bias also takes a toll on transgender employees, with 46% reporting that they are not comfortable being open about their identity in the workplace and 31% reporting to have experienced some form of mistreatment in the workplace.

Even those of us who believe ourselves to be the most steadfast advocates for equality may unconsciously perpetuate discriminatory behaviors. So let’s set aside our ego, take a moment to shine a light on this issue, and identify active steps to mitigate it. 

The gendered scorecard: How performance reviews perpetuate biased workplace norms

Studies show that women are more likely to receive subjective, biased feedback during performance reviews, leading to limited career paths, promotions, and stipends. There’s also the harmful assumption that women are less committed to their careers once they become wives or mothers.

A Catalyst study found that women who received feedback that was focused on their personality traits rather than their actual performance were more likely to feel disengaged and less committed at work.

"Gender bias is often subtle and unconscious, but it is real and it harms women in the workplace. We need to be aware of it, confront it, and work to eradicate it."
‍— Sheryl Sandberg, COO of Facebook.

In terms of transgender discrimination, 30% of transgender employees in a survey reported being fired, denied a promotion, or experiencing some other form of mistreatment in the workplace due to their gender identity or expression. All in all, the effect gender bias has on the mental health of employees can be devastating, not to mention the loss of productivity and increased turnover.

Performance reviews should not perpetuate biased workplace norms but rather provide an opportunity to recognize and celebrate the contributions and achievements of all employees, regardless of gender. It is important to use performance evaluations as a tool to provide constructive feedback that encourages personal and professional growth while being mindful of any gendered feedback or bias.

Subconscious gender bias in the perception of behavior

The language we use during performance reviews to describe people's behavior can be a significant indicator of how they are perceived and treated. Behaviors, no matter how identical, are often described differently depending on the gender of the exhibitor. A man who is confident and forceful in his communication may be described as “assertive” or “strong-willed”, while a woman exhibiting the same behavior may be labeled as “pushy”, “bossy”, or even “aggressive”.

The consequences of these stereotypes can be far-reaching. Women who are labeled as pushy or bossy may be seen as less likable, less competent, and less deserving of respect than men who exhibit the same behavior. This can lead to women being overlooked for promotions, excluded from important decision-making processes, and subjected to unnecessary discrimination in the workplace. On the other hand, men who are labeled as assertive or strong-willed may be given more opportunities to lead and be seen as natural leaders.

It is important to recognize that this language is not just a matter of semantics, but rather a reflection of underlying biases and stereotypes that perpetuate gender inequality. 

By using different words to describe the same behavior based on gender, organizations reinforce harmful gender roles and perpetuate discrimination. 

It’s in the hands of people mangers to ensure that women and people of marginalized genders in their organization have every right to assert themselves and be judged on par with men without being labeled as pushy or bossy.

Assertiveness and confidence are not—and hence, shouldn’t be evaluated—as gendered traits. By examining the language team leads use to describe people's behavior, people managers can help create a more equitable and inclusive culture where people are adequately valued and respected for their abilities and potential.

“When women do better, economies do better.”
— Christine Lagarde, President of the European Central Bank

Conscious and unconscious gender policing in the workplace 

Gender policing in the workplace refers to the ways in which individuals, often unintentionally, reinforce problematic gender roles and stereotypes. This can manifest in various forms, including microaggressions, such as making assumptions about an individual's skills or abilities based on their gender, or even more overt actions, such as discouraging women and those of marginalized genders from pursuing leadership positions.

Women and people of underrepresented genders are often subjected to critiques designed to get them to conform to traditional gender norms. For example, during performance reviews, women are often subject to unsolicited comments on their demeanor or personality, such as being told to "smile more" or "be less assertive." 

Similarly, 1-in-5 LGBTQ+ workers report having coworkers imply that they should dress in a more feminine or masculine manner. What can this feedback practically even do? It not only lacks relevance to their actual job performance but can also negatively impact their self-image and work outcomes.

Gender bias isn’t exhibited solely by male managers

One topic of interest when it comes to gender bias in performance reviews is the gender of the perpetrator. Interestingly, female managers aren’t much less guilty of gender bias in the workplace either. 

An article by the Harvard Business Review noted that female managers may be as less likely to promote female employees as male managers, suggesting that gender bias can be present regardless of the manager's gender. The article also notes that female managers can show bias against other women, particularly when they believe that women should "tough it out" in a male-dominated workplace.

However, Alice Eagly's seminal work at Northwestern University, demonstrated a key difference between the management styles of male and female employees, in that women tend to employ less hierarchical and more cooperative, participatory, and collaborative leadership styles than their male counterparts. This difference in style is reflected in the way that women provide feedback and reviews to their employees.

Why then is it that female management is also influenced by gender bias? Because gender bias isn’t a conscious evil. It’s mostly an unconscious way of thought—a result of years of conditioning that ingrains the idea that male employees are more dedicated and deserving of praises and promotions than their female counterparts. This brings us to question—what then, is the cost of this conditioning?

Gender bias comes with a heavy price

Gender bias in performance reviews can cost companies in a number of ways. According to a study by McKinsey & Company, companies with greater gender diversity in their executive teams are 21% more likely to experience above-average profitability. However, when women are subject to biased performance evaluations and denied opportunities for advancement, this potential source of talent and diversity is squandered.

The corporate world is facing a crisis that threatens the very foundation of our workplaces. The Women in The Workplace report, the biggest study of its kind, has revealed that gender bias is causing a "Great Breakup" among women. This research is a wake-up call for HR leaders everywhere. Women are no longer willing to put up with the status quo. They are leaving companies in record numbers because companies continue to look at gender bias as a mere checkbox formality rather than an active, thriving adversity. The consequences for companies that fail to address gender bias are dire. 

As we look at the state of leadership in the corporate world, it's clear that women are still not given the opportunities they deserve. Companies are now grappling with the challenge of retaining the relatively small number of women leaders they have, particularly women of color. HR leaders must recognize the urgency of this situation and take decisive action to foster a truly inclusive and equitable workplace for all genders. The success of our companies and our economy hinges on our ability to achieve this goal.

Biases take over in the absence of solid performance review criteria

In the absence of solid performance review criteria, biases take over like weeds in a neglected garden. The lack of structure and clarity in the evaluation process can allow personal preferences, stereotypes, and cultural norms to seep in and distort the perception of an employee's actual performance. This can lead to inequitable treatment, unfair promotions, and consequently, a loss of trust in the organization.

Solid performance review criteria, on the other hand, act as a protective shield against biases and subjectivity. By establishing clear expectations, metrics, and goals, organizations can create a level playing field that rewards employees based on their actual contributions rather than their gender. By linking performance evaluations to actual performance, companies can reduce the impact of biases and cultural norms in performance evaluations, creating a more equitable and successful workplace.

It's no longer just a matter of morality, it's a matter of survival. 

In the midst of the patriarchy, it took years of struggle and effort for women and people of other genders to gain a foothold in the workforce. Performance reviews are a way to ensure that their hard work, dedication, and perseverance are not only seen but also valued and respected. 

Companies that turn a blind eye to gender bias in performance reviews are not only disregarding and disrespecting this  struggle, but also jeopardizing their own success. They risk losing their best talent as well as the wealth of diverse ideas and perspectives that could propel them forward in a fiercely competitive market. It's time for organizations to make the choice: level the playing field, or face the inevitable consequences.

“It's 2023. No longer do we need to keep asking for a seat at the table. It's time for us to build our whole own enterprises and bring people to our tables. Maybe then this world will actually begin to heal and we’ll begin to see healthier systems that make room for everyone.”
— Michelle ‘Emtre’ Hollis, TEDx Speaker, Sales Confidence and Self-Mastery Coach