Having prestigious connections can open doors for people—but they can also distort how their merit is judged. Star-linked hires are often held to inflated expectations, shielded from criticism when they fall short, and overlooked when they succeed. This bias can quietly shape how talent decisions are made long after someone joins your team. Here’s how to recognize and counteract its effects.
Watch out for bias in evaluations. Ties to high-profile mentors can unconsciously shape how you interpret performance. When a star-connected employee underperforms, you may give them the benefit of the doubt. When they succeed, you may attribute it to their past associations rather than their actual work. Before making a call on promotions, raises, or dismissals, ask yourself: Would I view this performance the same way if I didn’t know their background? What assumptions am I making because of who they’ve worked with?
Structure your evaluation process. Relying on gut instinct or reputation leaves room for bias. Instead, build structured, criteria-based systems that focus on observable behaviors and measurable outcomes. Use tools like 360-degree feedback or cross-functional promotion committees to reduce the influence of prestige. Multi-source input helps surface patterns you might miss and keeps evaluations focused on real contributions—not résumé glow.
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