1. Top 5 Ways to Know if Your PM System Bails Out Your Managers
2. Making Forced Ranking Work, Part One
Dick Grote’s new book, Forced Ranking: Making Performance Management Work, argues that forced ranking doesn’t have to be a dog-eat-dog Darwinian exercise.
3. Making Forced Ranking Work, Part Two
Dick Grote’s new book, Forced Ranking: Making Performance Management Work, argues that forced ranking doesn’t have to be a dog-eat-dog Darwinian exercise.
4. Making Forced Ranking Work, Part Three
Dick Grote’s new book, Forced Ranking: Making Performance Management Work, argues that forced ranking doesn’t have to be a dog-eat-dog Darwinian exercise. Here, from Appendix A to the book, are five scripts that were written to help managers understand what they should say to announce the results of the forced ranking process to their subordinates who had been assessed. Grote notes that the tools he shares in the book “resulted from my work in developing and implementing a major forced ranking system with several large organizations. Only the names of the companies and other identifying details have been changed to preserve their anonymity.”
5. Making Forced Ranking Work, Part Four
Dick Grote’s new book, Forced Ranking: Making Performance Management Work, argues that forced ranking doesn’t have to be a dog-eat-dog Darwinian exercise.
Top 5 Ways to Know if Your PM System Bails Out Your Managers
Does your approach to performance management let your manager off the hook? Here are some telltale signs to watch for.
By Kris Dunn Comments 0 | Recommend 0
1. There are no "does not meet" or below-average ratings: If your managers aren’t
delivering some bad news, they don’t feel compelled to be candid about performance.
Change the expectation.
2. Employee pay increases are clustered around the budgeted average merit increase
percent: Everyone getting 3 percent means rewards are being withheld from high performers
to avoid tough conversations with low performers.
3. High performers are leaving your organization for better opportunities:
If
they can’t get feedback differentiating their performance from others and/or more
than 3 percent increases from you, they’ll go somewhere else. That’s not good.
4. Your performance management system has no individual goal setting: Socialist
countries don’t bother attempting to define individual contributions. Don’t encourage
employees to be mediocre.
5. You have no employee relations issues that are related to frank and honest
feedback about low performance: If you don’t have at least a few employee relations
issues related to low review scores, you have a culture reinforcing that being average
is OK. Is that going to help you make your revenue number?
Workforce Management Online, July 2007 -- Register Now!
Kris Dunn is vice president of human resources for SourceMedical in
Birmingham, Alabama. His blog is www.hrcapitalist.com. To comment, e-mail
editors@workforce.com.
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