The "illusory superiority" condition

The "illusory superiority" bias is a well-documented cognitive phenomenon where individuals overestimate their own abilities compared to others. (Social Psychology, Van Yperen and Buunk, 1991).
For example:

• In a survey of faculty at the University of Nebraska–Lincoln, 68% rated themselves in the top 25% for teaching ability, and 94% considered themselves above average.
• When assessing driving skills, 93% of U.S. students placed themselves in the top 50% — a statistical impossibility.

The Problem with Traditional Performance Appraisals

Traditional performance evaluations follow a top-down approach where managers determine ratings and rewards. This assumes that managers have a complete and real-time picture of each employee’s effort — an unrealistic expectation.

Performance appraisals are meant to motivate employees, but due to the illusory superiority bias, they often backfire. Many employees perceive them as biased, non-transparent, unbalanced, and unfair. Low performers, in particular, often find appraisals discouraging rather than motivating.

A New Standard in Performance Evaluation

Our innovative methodology eliminates most of these flaws, ensuring transparency, fairness, and continuous motivation. We redefine performance assessment, making it a tool for growth, engagement, and empowerment — not frustration.