{"id":512,"date":"2021-04-12T18:05:54","date_gmt":"2021-04-12T22:05:54","guid":{"rendered":"https:\/\/digital.hbs.edu\/platform-peopleanalytics\/submission\/keeping-performance-reviews-honest-lessons-from-the-marines\/"},"modified":"2021-04-12T18:05:54","modified_gmt":"2021-04-12T22:05:54","slug":"keeping-performance-reviews-honest-lessons-from-the-marines","status":"publish","type":"hck-submission","link":"https:\/\/d3.harvard.edu\/platform-peopleanalytics\/submission\/keeping-performance-reviews-honest-lessons-from-the-marines\/","title":{"rendered":"Keeping Performance Reviews Honest: Lessons from the Marines"},"content":{"rendered":"<p><em>&#8220;The completed fitness report is the most important information component in manpower management. It is the primary means of evaluating a Marine&#8217;s performance and is the Commandant&#8217;s primary tool for the selection of personnel&#8230;&#8221;<\/em><\/p>\n<p>Those are the very first sentences at the top of the first page of the U.S. Marine Corps&#8217; Fitness Report (<a href=\"https:\/\/www.hqmc.marines.mil\/Portals\/133\/Blank%20FITREP.pdf\">FITREP<\/a>)\u2014what the Marines call performance review sheets. I&#8217;m sure we have all heard similar statements regarding the importance of similar means of performance evaluation in our respective organizations.<\/p>\n<p>However, subjectivity is an ever-present concern in these processes. Relying on submissions from individual leaders, these reviews are not always calibrated and verified, despite the weight they hold in personnel decisions.<\/p>\n<p>A 2017 Naval Postgraduate School <a href=\"https:\/\/apps.dtic.mil\/dtic\/tr\/fulltext\/u2\/1046515.pdf\">thesis<\/a> by Philipp E. D. Rigaut, analyzing more than 70,000 Marine Corps FITREPs from 2007-2016, shows what in my view could be two opportunities for people analytics tools to fill this subjectivity gap.<\/p>\n<p>&nbsp;<\/p>\n<p><strong>1. Maintain grade distributions<\/strong><\/p>\n<p>Many of us are familiar with various forms of forced-curve rankings. Coming from consulting, I had a high degree of confidence with the integrity of these rankings, because a board called Career Development Council convened to re-evaluate submissions from individual Project Leaders to ensure grades follow proper distributions.<\/p>\n<p>However, this is a process that takes a healthy amount of time for debate, and was possible given the relatively small number of people being evaluated. For a roughly 200,000-strong organization like the Marine Corps, such processes may not be practical.<\/p>\n<p>As a 2012 <a href=\"https:\/\/www.hqmc.marines.mil\/Portals\/138\/DRM-2012-U-001003-Final.pdf\">analysis<\/a> by Clemens et al. (discussed in Maj. Rigaut&#8217;s thesis) showed, this resulted in deviations from intended distribution.<\/p>\n<p>The Corps uses an 8-point grade system intended to follow a &#8216;Christmas Tree&#8217; distribution pattern, but the reality was different. Second Lieutenants&#8217; grades were closer to be normally distributed, while distributions for Lieutenant Colonels were left-skewed.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-509\" src=\"http:\/\/d3.harvard.edu\/platform-peopleanalytics\/wp-content\/uploads\/sites\/30\/2021\/04\/1-1024x210.jpg\" alt=\"\" width=\"677\" height=\"149\" \/><\/p>\n<p>This is where people analytics can step in. Imagine for a moment that the right-hand side picture above is not a one-time, static analysis, but continuously-tracked. As leaders fill their subordinates&#8217; FITREPs, they can see their grade distributions real-time and receive nudges when they deviate.<\/p>\n<p>Will this completely solve grade inflation and distribution issues? I&#8217;d say it&#8217;s unlikely, but perhaps it would reduce the number of problem cases to a manageable level\u2014maybe to a point where the board deliberation model discussed above would work for even organizations as large as the Marine Corps.<\/p>\n<p>&nbsp;<\/p>\n<p><strong>2. Increase consistency of text commentary<\/strong><\/p>\n<p>Performance review grades are often accompanied by text to justify them, but it&#8217;s rarely regarded as the most objective section in the document.<\/p>\n<p>It&#8217;s no secret that certain well-sounding phrases could be codes for red flags, adding opaqueness to the process. Army Col. (Ret.) Steve Leonard, known as the Doctrine Man in social media circles, offers a few excellent, if colorful, examples:<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-511\" src=\"http:\/\/d3.harvard.edu\/platform-peopleanalytics\/wp-content\/uploads\/sites\/30\/2021\/04\/Doctrine-Man-Fitrep-1024x761.png\" alt=\"\" width=\"356\" height=\"264\" srcset=\"https:\/\/d3.harvard.edu\/platform-peopleanalytics\/wp-content\/uploads\/sites\/30\/2021\/04\/Doctrine-Man-Fitrep-1024x761.png 1024w, https:\/\/d3.harvard.edu\/platform-peopleanalytics\/wp-content\/uploads\/sites\/30\/2021\/04\/Doctrine-Man-Fitrep-300x223.png 300w, https:\/\/d3.harvard.edu\/platform-peopleanalytics\/wp-content\/uploads\/sites\/30\/2021\/04\/Doctrine-Man-Fitrep-768x571.png 768w, https:\/\/d3.harvard.edu\/platform-peopleanalytics\/wp-content\/uploads\/sites\/30\/2021\/04\/Doctrine-Man-Fitrep-600x446.png 600w, https:\/\/d3.harvard.edu\/platform-peopleanalytics\/wp-content\/uploads\/sites\/30\/2021\/04\/Doctrine-Man-Fitrep.png 1050w\" sizes=\"auto, (max-width: 356px) 100vw, 356px\" \/><\/p>\n<p>Maj. Rigaut&#8217;s findings again show what looks like an opportunity for people analytics to me. Using NLP and an ensemble of predictive modeling techniques, he was able to correctly classify officers&#8217; performance tiers\u2014<strong>at a rate of 67%!<\/strong>\u2014using the text comment sections of the FITREPs analyzed.<\/p>\n<p>Some &#8216;power words&#8217; were consistently associated with distinct tiers, suggesting a shared understanding perhaps through the strong culture enjoyed by the Corps, such as the example below for Captains:<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-510\" src=\"http:\/\/d3.harvard.edu\/platform-peopleanalytics\/wp-content\/uploads\/sites\/30\/2021\/04\/2.jpg\" alt=\"\" width=\"485\" height=\"290\" srcset=\"https:\/\/d3.harvard.edu\/platform-peopleanalytics\/wp-content\/uploads\/sites\/30\/2021\/04\/2.jpg 993w, https:\/\/d3.harvard.edu\/platform-peopleanalytics\/wp-content\/uploads\/sites\/30\/2021\/04\/2-300x179.jpg 300w, https:\/\/d3.harvard.edu\/platform-peopleanalytics\/wp-content\/uploads\/sites\/30\/2021\/04\/2-768x459.jpg 768w, https:\/\/d3.harvard.edu\/platform-peopleanalytics\/wp-content\/uploads\/sites\/30\/2021\/04\/2-600x358.jpg 600w\" sizes=\"auto, (max-width: 485px) 100vw, 485px\" \/><\/p>\n<p>However, it is far from perfect. The analysis also showed, among other examples, that comments like &#8220;#1 Officer&#8221; or &#8220;Best Capt&#8221; were shared by 61% of officers in the same grade.<\/p>\n<p>Again, this is where I believe people analytics can help. A tool embedded in FITREP platforms can give nudges and prompts when leaders use certain words inconsistent with their gradings and ratings (something like <em>&#8220;The word &#8216;meritorious&#8217; is only used to describe the performance of officers receiving grades 7 or above in 80% of cases.&#8221;<\/em>).<\/p>\n<p>I believe live, analytics-enabled feedback like these would go a long way in promoting consistency and usefulness in evaluations, even more than traditional training programs or doctrine materials could.<\/p>\n<p>______<\/p>\n<p><strong>Reference: <\/strong><\/p>\n<p>Rigaut, P., 2017.\u00a0<i>A Text Analysis of the Marine Corps Fitness Report<\/i>. [ebook] Monterey, California: Naval Postgraduate School. Available at: &lt;https:\/\/apps.dtic.mil\/dtic\/tr\/fulltext\/u2\/1046515.pdf&gt; [Accessed 12 April 2021].<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Performance evaluations are not known for objectivity and consistency. An analysis of U.S. Marine Corps FITREPs shows how people analytics can help.<\/p>\n","protected":false},"author":18843,"featured_media":517,"comment_status":"open","ping_status":"closed","template":"","categories":[509,462],"class_list":["post-512","hck-submission","type-hck-submission","status-publish","has-post-thumbnail","hentry","category-nlp","category-performance-management","hck-taxonomy-organization-us-marine-corps","hck-taxonomy-industry-public-administration","hck-taxonomy-country-united-states"],"connected_submission_link":"https:\/\/d3.harvard.edu\/platform-peopleanalytics\/assignment\/lpa-2021-blog-assignment\/","yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Keeping Performance Reviews Honest: Lessons from the Marines - Leading with People Analytics<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/d3.harvard.edu\/platform-peopleanalytics\/submission\/keeping-performance-reviews-honest-lessons-from-the-marines\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Keeping Performance Reviews Honest: Lessons from the Marines - Leading with People Analytics\" \/>\n<meta property=\"og:description\" content=\"Performance evaluations are not known for objectivity and consistency. 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