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Do Vague Performance Reviews Leave Women at a Disadvantage?

Walk into any Sephora and you are confronted by thousands of products. Eyeshadows, lipsticks, concealers – how do we know which brand is best for a specific situation? Read the online reviews, of course.

Does this concealer stand up to an hour-long spin class? Will this hairspray hold my bun in place during a hurricane? Chances are an online blogger has tested it, written a review and posted it online (complete with a YouTube tutorial) for your reference.

In the workplace, do things work the same way when an employee is seeking feedback on their work performance? Is the feedback we are receiving valuable and specific enough to help our career development and promote mobility within our travel organizations?

According a March report in the Harvard Business Review, women are less likely to receive feedback tied to a specific outcome than men, both when it comes to receiving praise and development advice.

“When we analyzed a sample of performance evaluations of men and women across three high-tech companies and a professional services firm, we found that women consistently received less feedback tied to business outcomes,” according to the article titled Research: Vague Feedback is Holding Women Back. “The vague feedback lets women know they are generally doing a good job, but it does not identify which specific actions are valued or the positive impact of their accomplishments. We also learned that vague feedback is correlated with lower performance review ratings for women — but not for men. In other words, vague feedback can specifically hold women back.”

In an analysis of more than 200 performance reviews, the article’s authors said vague praise dotted the majority of reviews for female staff (57% to 43%, respectively). Comments such as, “You had a great year,” were typically written for women, whereas men’s reviews tended to focus on actionable issues that were linked to business outcomes (60% for men versus 40% for women).

When women did receive specific feedback, it predominantly focused on communication style. It is also where the most negative feedback was found.

“Comments such as ‘Her speaking style and approach can be off-putting to some people at times’ point to a manager’s concern but do not offer ways to improve specific behaviors,” the article states. “This kind of feedback was frequently offered in women’s reviews. In fact, 76% of references to being ‘too aggressive’ happened in women’s reviews, versus 24% in men’s.”

If performance reviews do not focus on what skills need attention, areas of opportunity or professional strengths, women are at a subtle disadvantage for promotion. The lack of support and direction may also lead women to leave companies or change careers, the report said.

Where specific feedback was offered, dramatic results were found. The authors profiled a year-long leadership development program launched by Microsoft that focused on clear, actionable feedback. At the end of the program’s pilot, 17 women were promoted into leadership roles.

At WINiT, we have set a goal of increasing current membership levels by 2,000 members by the end of 2016. Instead of writing an online review, we are asking that all members help us achieve this goal by referring at least one colleague, friend or family member to our organization.

If an extra 2,000 women were able to take advantage of the WINiT Mentor Program, online Career Board and free educational resources, how much longer do you think vague performance reviews and the other statistics reflected in the Harvard Business Review article would continue?

Don’t you know someone who could use WINiT more than a new concealer?

Refer a friend to WINiT today, and if you’ve already done so, tell us about it! Join the conversation on Twitter at #InittoWINiT.

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Does Your Company Walk the Diversity Talk?

Many workplaces pride themselves on being promoters of gender diversity and inclusion, but how many of our own employers have female leaders, managers or CEOs?

If you were to list the names of your employer’s current senior leaders, how many of them would be female? How many travel industry companies actually Walk the Diversity Talk?

According to the Women’s Bureau of the United States Department of Labor, not many. Women continue to be underrepresented in the highest paying occupations and women make up less than 1 in 3 chief executives overall, their statistics show. Although the wage gap issue has received extensive media coverage and people continue to discuss equality in pay (#equalpay), where is the glass ceiling in the travel industry?

While overall numbers specifically for the travel industry are hard to find, according to hospitality advisory firm AETHOS Consulting Group’s 2015 Hotel CEO Turnover Study, “No matter where you are in the world, the CEO is likely to be a man in his early fifties and degree educated.”

The Centre for Aviation (CAPA) reported last year that 94% of airlines are run by men. In 2010, there were 15 airlines that promoted women to the role of CEO or Managing Director. The number in 2015 was just 18.

When reviewing statistics for all industries on a global scale, senior business leadership that is female stands at 24%, according to a survey of more than 5,000 companies by Grant Thornton of London announced in March. The number of firms with no women in senior management positions is up slighting from 2015 – 33% compared to 32% last year, the report says.

“We know that businesses with diverse workforces can outperform their more homogenous peers and are better positioned to adapt to a rapidly changing global business environment,” Grant Thornton’s CEO, Sacha Romanovitch, told Forbes following release of the report. “Within the context of increased uncertainty and complexity, firms must resist group-think and welcome a range of perspectives in order to grow and meet the challenges of today.”

And in case you were wondering, Romanovitch is a woman.

Their report also finds that earning a higher salary is a larger motivator for women to seek leadership roles than it is for men (28% compared to 21%). And the overall skills needed to lead are also perceived differently – women see listening and engaging in dialogue as necessary skills, while men are more likely to focus on the ability to broadcast messages.

What can we do about it?

Ready to change these numbers? WINiT has created a multitude of resources for those who are looking to build connections with female leaders or to hire female staff for their travel companies. WINiT’s Career Board also has a repository of searchable resumes from current members looking for new opportunities. If your company has open leadership positions, it’s a great place to start the search for a new hire with valuable industry experience.

And if evaluating your current company’s leadership prompts the need for a change, upload your resume to the site so that progressive companies can find you.

Changing what seems like an insurmountable issue can take time, but building the momentum to drive that change always starts with a single step. Begin with www.womenintravel.org.

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