Definition
A process in which managers collectively review and discuss their performance ratings to ensure consistency, fairness, and alignment of standards across teams and departments. Calibration sessions reduce rating bias and ensure employees at the same level are assessed against the same benchmark.
UK Context
Performance calibration is increasingly adopted by UK organisations to address well-documented rating biases including leniency bias, central tendency, and the halo effect. While not legally required, consistent calibration helps employers defend performance-related decisions if challenged under the Equality Act 2010 or in unfair dismissal claims.
Best Practices
- Hold calibration sessions after managers have completed initial ratings but before communicating them to employees
- Include a diverse group of managers in calibration to reduce the impact of individual biases
- Use objective data and evidence alongside manager assessments to support calibration discussions
Frequently Asked Questions
Why is performance calibration important?
Without calibration, performance ratings can vary significantly between managers due to different standards, biases, and interpretation of rating scales. Calibration ensures that an employee rated 'exceeds expectations' by one manager is performing at a similar level to one rated equally by another.
Who should attend calibration sessions?
Typically, all managers at the same level within a department or business unit attend together, facilitated by a senior leader or HR business partner. This allows cross-team comparison and discussion of borderline cases.