By Lisa Burrell, Harvard Business Review
While merit sounds like an easy, obvious filter for talent decisions, it’s anything but. We believe we know good talent when we see it, yet we usually don’t—we’re terrible at evaluating people objectively.
Most of us also believe that hiring, development, and compensation decisions should come down to who deserves what. Although the two ideas don’t seem contradictory, they’re tough to reconcile in practice. Cognitive roadblocks keep getting in the way.