1. Start by Expanding Your View

Let’s be honest: most managers don’t see everything their employees do. You see the work that crosses your desk — not the collaborations, mentoring, or quiet problem-solving happening outside your direct line of sight.

That’s why feedback from peers, project partners, and cross-functional colleagues is essential.

🔹 Ask early and ask widely. Don’t just reach out to the same circle of people. Tap into diverse perspectives — who has seen this person lead, collaborate, or innovate this year?
🔹 Request specifics. Vague “they did great” comments won’t help anyone grow. Ask for examples of impact, influence, and initiative.
🔹 Check your sources. If you’re only hearing from people who share your background or proximity, you may be reinforcing bias instead of reducing it.

2. Audit Your Bias — Before It Shows Up on Paper

Bias doesn’t announce itself — it sneaks in quietly. It colors how we remember interactions, interpret behavior, and define “leadership.”

Before you finalize ratings, ask yourself:

• Whose mistakes do I forgive quickly?

• Whose achievements do I attribute to “luck” or “help”?

• Am I comparing this person to peers or to an idealized image?

• Do I describe some employees as “promising” and others as “not ready,” even when their results are similar?

A Harvard Business Review study found that Black employees receive less feedback tied to measurable outcomes and more personality-based critiques (“not a good fit,” “needs polish”). This subtle bias compounds year over year — limiting career growth and pay equity.

Checking yourself is leadership. Ignoring bias is complicity.

3. Give Clear, Consistent Feedback — Especially to Your Black Employees

Black employees, and especially Black women, are routinely left out of the feedback loop. Research by McKinsey and LeanIn shows that Black women are the least likely group to receive actionable feedback — yet they are just as likely (or more likely) to be rated lower on performance.

That’s not a coincidence. It’s a systems failure.

When you avoid hard conversations throughout the year — out of discomfort or fear of “saying the wrong thing” — you deny your employees the chance to improve, grow, and prepare for advancement. Then, come review time, they’re blindsided by critiques that were never shared.

That’s not fair. And it’s not equitable management.

🔹  Deliver feedback in real time. Don’t save it for review season.
🔹 Be direct and compassionate. Clarity is kindness.
🔹 Document development conversations. It helps both you and your employee track progress.

4. Use Data, Not Just Gut Feel

Bias thrives in vague criteria.

Anchor evaluations to documented goals, outcomes, and behaviors, not perceptions or personality. Ask yourself:

• What was this person’s impact?

• How did they grow from last year?

• How did they contribute to team culture or organizational goals?

If you can’t answer those questions with evidence, your evaluation may be more about memory than performance.

5. Equity Isn’t Optional — It’s the Standard

You have a responsibility to make your performance process as fair and transparent as possible. That means:

• Calibrating with other managers to identify disparities.

• Advocating for employees who may be under-credited for their work.

• Ensuring your feedback supports development, not just evaluation.

At The Onyx Truth, we believe equity starts in everyday decisions — like how you write a review, whose feedback you value, and how you deliver truth to your team.
Year-end reviews can either reinforce bias or repair trust. Choose the latter.

Ready to Lead with Integrity?

Interested in building a performance evaluation process that builds trust, recognizes and addresses biases and enforces equity? Let’s talk. Email us at hello@theonyxtruth.com