Everyone thinks they’re above average.
This tidbit found via the Damn Interesting blog where they deconstructed a report by some Cornell researchers on the topic. What they found was that the worst performers in a variety of tested categories often rated themselves on par with the best performers and in most cases far above average. Top performers are of no help either. Even they weren’t able to accurately assess themselves, rating themselves lower than their performance merited.
The reasoning for these behaviors is fascinating. Poor performers lack the skills to perform – which are the same skills required to evaluate their performance. They don’t understand that they don’t understand, and so believe their abilities compare positively to their peers.
On the other hand, Top performers incorrectly assume that their competence is shared among their peers – leading them to rank themselves lower than they deserve.
You can see what this looks like in the chart above. People that fall into the lower three quartiles believe they performed better than they actually did. The highest performers underestimate themselves.
There’s relevance here to self-assessments as the HR world understands them. When asked to evaluate themselves on a variety of competencies, it would seem that people can be expected to incorrectly rate themselves most of the time. Poor and average performers will overestimate their abilities, and top performers will underestimate them.
So what to do? I think that the importance of gap analysis makes itself evident here. It’s only through external feedback that people can understand the difference between what they believe to be true and others’ perceptions of the reality. There’s nothing clearer than a competency gap:
When you can see what you think about yourself right next to what others think about you – there’s simply nothing more compelling to a change in perceptions and ultimately, in behavior.
KEY concept in retention:
