Performance Management and the Bell Curve
I didn't want to cross post but I feel that this may be a topic that could use some discussion.
[url]http://www.manager-tools.com/forums/viewtopic.php?t=461[/url]
My company uses a bell curve distribution model to "Calibrate" performance ratings. Consequently, many employee's feel that in order for them to get a better rating, they have to kill the high performers. We know that this is not necessarily true but all the same the perception is out there. This has been very demoralizing to some of my employees. It takes a lot of explanation and encouragement to get the average performer to think that they can do better. I know that my opinion of the system won't change it and I accept that. I am not looking for a bitch session about it. I am looking for tools....hehe
Mike and Mark, How do you feel about forced rating distributions? What message should we be sending our people to get them to try for the brass ring?
Performance Management and the Bell Curve
I've not a great experience in Bell Curve. Could someone please give me some more hints?
Grazie,
PierG
Performance Management and the Bell Curve
[quote="PierG"]I've not a great experience in Bell Curve. Could someone please give me some more hints?
Grazie,
PierG[/quote]
Bell Curve - You force rank your employees, then fit their rankings onto a bell curve. Those at the top of the curve get some great perks, those at the bottom usually are released. The grouping can be at any level, but is usually on a small group. The general criticisms are that the sample size isn't large enough to be statistically valid - if you did a great job recruiting, you [i]could[/i] have ten people in the 75th percentile. By the time the sample size becomes large enough, the accuracy of the rankings must be questioned. Additionally, some managers believe that bell curves are unethical because of the deceptive nature of telling someone that harder work will equal a larger reward.
As far as tools - I've been waiting for a response from the masters on this one. I don't like bell curves (you think? :D ), but I'm drawing a blank on any tools to work with people when forced to deal with them.
Brian
Performance Management and the Bell Curve
Your best bet might be finding a way to reward them outside of the system. This is where your personal relationships come in handy. Jim wants Tuesdays and Thursdays off an hour early to coach t-ball. Susan wants flex time so she can take every other Friday off. And Greg just wants a shot at the next promotion.
Look at your arsenal. Work-time, salary, bonuses, incentive pay, etc. I bet you can find some way to work around a system that says you can't possible have hired well.
Performance Management and the Bell Curve
Thanks to you all for replying. Focusing on the positive and trying to reward outside the system are the things that I am doing currently. Those are things make my directs feel that I am on their side.
I am having trouble conveying to them that the company is on their side as well. My point is that while I think that they are 4's on a scale of 1-5 the company has compared them to people at their level via some curve that I have little insight or input into and they have been re-calibrated to a three. This will probably happen year after year unless the top performers die, quit or start using drugs because it is in their own managers interest never to let a top performer loose rating. The system or the implementation of it seems flawed to me because it tells people that they are locked into the ratings they currently have no matter what their manager says.
Mark is this system flawed? Is it just my companies implementation of it that is flawed? Am I just not getting it? I realize that no matter what, I probably won't change it. Is there a way to address this issue that is correct for both the company and my people?
HELP, Please... :!:
well bell curve .............................
well why we forget that everything in life doesn't come so easy!... Bell Curve is difficult and complicated exercise but an objective one.
It removes subjectivity and bias of various supervisors as each supervisor has to explain in a group why his subordinate should be rated where he has rated him and with that objective data and expalanation there's mutual agreement with the management and HR to rank employees on the base of their competenecy and potential along with the task completion and other observations of supervisors.
It is very important to use bell curve and force ranking as the deservant guys get the reward. You need to take it positively
and yeah.. one thing remains this important and crtical process should be implemented in a very logical manner or else, it is subject to severe consequences.