Performance reviews are supposed to evaluate an employee’s work over a specific period—but let’s be honest: we’re all human. Sometimes, the most recent events stick in our minds and overshadow the bigger picture.
That’s recency bias in action. It’s when we overemphasize recent performance (good or bad) while undervaluing what came before. The result? Unfair evaluations, frustrated employees, and missed opportunities for meaningful feedback.
Here’s how to recognize, address, and prevent recency bias to make your reviews as fair and impactful as possible.
Recency bias is a cognitive shortcut our brains take when evaluating performance. Instead of assessing the entire review period, we give outsized weight to the most recent events.
Examples of recency bias in reviews:
We’re wired to focus on what’s fresh in our minds—it’s easier than piecing together months of information. But in performance reviews, this shortcut can lead to skewed assessments that don’t reflect the full story.
The impact of recency bias:
Wondering if recency bias is creeping into your reviews? Look out for these signs:
The good news? You can outsmart recency bias with a few simple strategies.
Document employee achievements and challenges throughout the review period. This creates a balanced, objective view of their performance.
How to do it:
A clear, consistent framework for evaluations reduces the risk of emotional or biased decisions.
What to include:
360-degree feedback provides a broader perspective on an employee’s performance, reducing the impact of any one person’s bias.
How to do it:
Before finalizing a review, revisit the full review period. Are you overlooking early successes? Giving too much weight to recent missteps?
Ask yourself:
Biases are natural, but training can help managers recognize and address them.
What to include in training:
Before Awareness of Bias:
"John did a great job on the last project, so I’ll rate him as ‘exceeds expectations’—even though his earlier work this quarter had several issues."
After Correcting for Bias:
"John excelled on the last project, but earlier in the quarter, he struggled to meet deadlines. Overall, he’s shown improvement, but there’s still room for growth in time management."
Notice how the second approach balances recent successes with earlier challenges for a fairer evaluation.
Managers aren’t the only ones responsible for fair reviews. Employees can take ownership of their performance by:
Recency bias isn’t malicious—it’s human. But left unchecked, it can undermine the purpose of performance reviews: fostering growth, alignment, and trust.
By recognizing the signs, implementing strategies to avoid bias, and creating a culture of continuous feedback, you can ensure reviews reflect the full scope of an employee’s contributions.
The result? Employees who feel seen, supported, and motivated to keep growing. And that’s a win for everyone.