You are the senior VP in charge of People Management at a large consulting firm based in NYC. It has come to your attention that many senior partners in NY give relatively low performance evaluation ratings to foreign-born junior consultants who work for them (in NY), compared to ratings they give junior consultants who were born and raised in the U.S. The foreign-born junior consultants perform as well as American-born consultants, according to objective indicators of performance (e.g., ability to bring in new business, high retention rates of clients, satisfied and productive subordinates), which suggests that the foreign managers should be getting very good evaluations. Low performance evaluations severely hurt their chances for promotion. Because the turnover rate among these employees is growing, most likely due to their dissatisfaction and concerns about fairness, and because you don’t want to lose good people, you need to do some in-depth analysis of the situation. Based on your knowledge of the perception process, describe at least three perceptual errors the senior consultants might be making, and then describe what your company should do to improve the accuracy of the senior managers’ perceptions and ultimately, their evaluations. (Hint: Focus on the perception process, and avoid giving broad recommendations such as “diversity training.”)