Forced ranking
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Forced ranking
Forced ranking is a widespread business practice that is both morally bankrupt and socially destructive.
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Doing the PPP: A skeptical perspective | Academic Matters

Doing the PPP: A skeptical perspective | Academic Matters | Forced ranking | Scoop.it

Beware the "rank and yank" > Doing the PPP: A skeptical perspective | Academic Matters http://t.co/M7OmP9izsl

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Another example of "terrible simplification".

 

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Why Stack Ranking Worked Better at GE Than Microsoft - Forbes

Why Stack Ranking Worked Better at GE Than Microsoft - Forbes | Forced ranking | Scoop.it
Microsoft CEO Steve Ballmer (Image credit: AFP/Getty Images via @daylife) Stack Ranking, the practice reported by Vanity Fair of forcing managers to rank their employees and get rid of the bottom ones, did not start with Microsoft (MSFT).
Geoff Morton-Haworth's insight:

To the defense.

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'Rank and yank' performance standards: Should you use them?

'Rank and yank' performance standards: Should you use them? | Forced ranking | Scoop.it
Remember when Jack Welch and GE were all the rage with the system of ranking employees and firing those at the bottom of the pile? Does it really work? Essentially, you may remember, the system involves ranking ...
Geoff Morton-Haworth's insight:

Here we go again. Lots of facebook likes for some basic "common sense". Sadly common sense isn't really so common, is it?

 

Like the image.

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The HR Capitalist: Why Companies Stack Rank The Performance of ...

The HR Capitalist: Why Companies Stack Rank The Performance of ... | Forced ranking | Scoop.it
A sharp reader named Amanda writes: "If you're a strong manager who regularly provides feedback and coaching, and you aggressively manage poor performance (either to improvement or out of the org), then why should it ...
Geoff Morton-Haworth's insight:

Amanda is correct. But "doing the wrong things righter" ain't the answer.

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Stacked Ranking | TechCrunch

Stacked Ranking | TechCrunch | Forced ranking | Scoop.it
The undercurrent of the Vanity Fair analysis is that the toxic anti-innovation culture of the company trumps even Bill Gates' unlikely return to the thro..
Geoff Morton-Haworth's insight:

Can we see the DNA of Microsoft undermining great products, huge revenue, and a legacy of inevitability? No we can’t.

 

But stacked ranking is another story, one Ballmer can’t afford to let linger.

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Forced Ranking: Making Performance Management Work book ...

Forced Ranking: Making Performance Management Work book ... | Forced ranking | Scoop.it
Forced Ranking: Making Performance Management Work book download. Forced ... Overview Forced ranking assesses employee performance relative to peers rather than against predetermined goals. by Dick. Forced ...
Geoff Morton-Haworth's insight:

I can't agree with this... but at least it recognizes bachandedly that these systems don't work.

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Amazon.co.uk: Customer Reviews: Punished by Rewards: The Trouble with Gold Stars, Incentive Plans, A's, Praise and Other Bribes

Amazon.co.uk: Customer Reviews: Punished by Rewards: The Trouble with Gold Stars, Incentive Plans, A's, Praise and Other Bribes | Forced ranking | Scoop.it
Geoff Morton-Haworth's insight:

Fascinating reviews - for and against - a stimulating book.

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The Lessons of the Savings-and-Loan Crisis - Barrons.com

The Lessons of the Savings-and-Loan Crisis - Barrons.com | Forced ranking | Scoop.it
AN INTERVIEW WITH WILLIAM BLACK: The current bank scandal dwarfs the 1980s savings-and-loan crisis -- and could destroy the Obama presidency.
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Chilling!

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Stop Burning Out Your Employees

Stop Burning Out Your Employees | Forced ranking | Scoop.it
A new study finds that the live-fast, die-young model of overworking employees doesn't pay off--even in the short term. Try these alternative ways to motivate your staff.
Geoff Morton-Haworth's insight:

I've seen ulcers, nervous breakdowns, heart attacks, divorces, premature babies (one that died a week later), and suicides. When will we learn?

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Struggle For Smarts? How Eastern And Western Cultures Tackle Learning : NPR

Struggle For Smarts? How Eastern And Western Cultures Tackle Learning : NPR | Forced ranking | Scoop.it
For the most part in American culture, intellectual struggle in school children is seen as an indicator of weakness, while in Eastern cultures it is not only tolerated, it is often used to measure emotional strength.
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Bullying at Work [Legal Organizations], Coping Strategies, and Health Problems - Psycholawlogy

Bullying at Work [Legal Organizations], Coping Strategies, and Health Problems - Psycholawlogy | Forced ranking | Scoop.it
Geoff Morton-Haworth's insight:

A nicely ironical piece. Most people abhor sexual harassment but all too often plain vanilla harassment is overlooked. Thus traditional professional service firms still rationalize and instutionalize bullying in the belief that forced-ranking preserves their pyramidal hierarchy and economic model.

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Behold the rousers of the beast

Behold the rousers of the beast | Forced ranking | Scoop.it
The beast is evil in man. It slumbers in all of us, hopefully jailed under layers of civilisation.  The beast waits down there in the dark  regions of human nature, beneath good and evil....
Geoff Morton-Haworth's insight:

"Strangely, the most sacred ideas of humanity seem easiest  to deprave into radical exaggeration or perverse consequences, maybe because they are so pure, so naive, so abstract, so otherworldly... so inhuman."

 

Like "excellence"!

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Forced Ranking Systems – No Longer Effective - Frontier Group

Forced Ranking Systems – No Longer Effective - Frontier Group | Forced ranking | Scoop.it
Forced Ranking Systems – No Longer Effective. July 24, 2012 By admin. There have recently been several great articles (Sunday, July 22 – www.ajc.com) and Vanity Fair about how the forced or stacked ranking systems that were made ...
Geoff Morton-Haworth's insight:

"Fortunately the forced ranking system is being replaced by a system where employees are evaluated but not compared."

 

Not quite! Here is the thing: assessments need to be descriptive not evaluative.

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Four Major Flaws of Force Ranking - i4cp

Four Major Flaws of Force Ranking - i4cp | Forced ranking | Scoop.it
The popularity of the practice that compares employees against one another in a Darwinian sort of ranking system - also referred to as “stack ranking,” and “force ranking” - has waned in recent years, yet it's in the headlines ...
Geoff Morton-Haworth's insight:

Nice distillation. Only one problem: up-or-out is still the core HR process of most professional service firms.

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Do Unintended Consequences of Forced Ranking of Employee ...

Do Unintended Consequences of Forced Ranking of Employee ... | Forced ranking | Scoop.it
Kurt Eichenwald's article on how Microsoft lost its Mojo argued that forced ranking (or “stack ranking” – or even “rank and yank” at Enron) of employee performance was one contribution to MSFT's loss of momentum.
Geoff Morton-Haworth's insight:

“stack ranking assumes the statistics dictate reality, rather than reflect reality”

 

Exactly. We become our stereotypes. Label someone an underachiever and they become one.

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Seeking less destructive ways to rank employees

Seeking less destructive ways to rank employees | Forced ranking | Scoop.it
When it comes to evaluating how well employees are performing, “rank and yank” is going the way of the fax machine, the private office and t...
Geoff Morton-Haworth's insight:

Further evidence that this is definitely an issue whose time has come.

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Alternatives to forced ranking

Alternatives to forced ranking | Forced ranking | Scoop.it

 

On 1 December 2012, Jenny Brandemuehl shared this experience on a LinkedIn Organization Development Network discussion...

 

There are several (Adobe and Juniper Networks) in Silicon Valley (where I work and live) that have gotten rid of the traditional performance management methods which frankly weren't working anymore. (Typical annual performance review form with 6-8 performance factors and point rating scales, development plan and merit increase discussion once a year). Most companies I talk to are dissatisfied with the GE or Cisco approach which also include relative ranking on a normal distribution for organizations with large pools of talent in same jobs.

 

I just chatted with Juniper and Adobe. Both have replaced their performance review forms with a 1 pager with 4-5 simple questions (e.g. What have I done well? What can I improve?) with a focus on the discussion being a high quality feedback conversation between manager and employee. They both no longer rank their employees because they believe in their industry (dynamic, competitive, fast) that they want A players and that grading on a normal distribution makes no sense - fosters unnecessary competition vs collaboration. Brain science shows that when the conversation creates a "threat" state, the ability for a person to have a thoughtful, insightful dialogue shuts down. Better to design the discussion for a "reward" state - the language and purpose matters a lot. "e.g. conversation vs appraisal or evaluation..."

 

At my company, Net Optics (small tech company), I've just reviewed awith our CEO what we're going to change. Our approach will be our own variation of what Juniper and Adobe are doing philosophically. Instead of an annual review, we're going to a Quarterly "Check-In" - 4 simple questions on the form which integrates MBO progress updates/dialogue along with feedback. Instead of "how can I improve my performance?" - I've replaced with "how can I grow..."

 

We'll have a separate "Rewards Check-In" annually to discuss merit increase. Every company I've worked at, employees are so distracted by what their increase will be, they don't full focus on the performance feedback discussion. We are decoupling the two conversations.

 

All the above is based on believing the following principles of what makes the process effective:
- Timely, relevant, specific, actionable feedback that an employee can take action on and learn from (vs. once a year)
-Builds individual and organizational capacity to continuous learn and develop
-Leader owns, not HR (we provide tools)

 

Here are some articles in the public domain about what Juniper Networks has done - they've had their new approach in place for 2 years. Adobe is still early in their process and haven't been in the press.

 

http://www.juniper.net/us/en/local/pdf/editorial/3200012-en.pdf

 

http://www.juniper.net/us/en/local/pdf/editorial/3200011-en.pdf

 

Geoff Morton-Haworth's insight:

Of course, there are alternatives.

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Margaret J. Wheatley: Goodbye, Command and Control

Margaret J. Wheatley: Goodbye, Command and Control | Forced ranking | Scoop.it

Old ways die hard. Amid all the evidence that our world is radically changing, we cling to what has worked in the past. We still think of organizations in mechanistic terms, as collections of replaceable parts capable of being reengineered.... But we are surrounded by too many organizational failures to stay with this thinking... But there is good news also. We have known for more than half a century that self-managed teams are far more productive than any other form of organizing.

 

 

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Who’s Responsible for Fixing a Bad Company Culture? - RecognizeThis! Blog

Who’s Responsible for Fixing a Bad Company Culture? - RecognizeThis! Blog | Forced ranking | Scoop.it
Musings at the intersection of employee recognition, company culture, and total rewards.
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Do Unintended Consequences of Forced Ranking of Employee Performance Outweigh their Short-Term Benefits?

Do Unintended Consequences of Forced Ranking of Employee Performance Outweigh their Short-Term Benefits? | Forced ranking | Scoop.it
Kurt Eichenwald’s article on how Microsoft lost its Mojo argued that forced ranking (or “stack ranking” – or even “rank and yank” at Enron) of employee performance was one contribution to MSFT’s lo...
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Companies increasingly turn from 'stacked ranking' employee evaluations

Companies increasingly turn from 'stacked ranking' employee evaluations | Forced ranking | Scoop.it
Known as 'stacked ranking' or 'forced ranking,' the process is really just a version of what teachers call grading on the curve: a few people at the top, a few at the bottom and the rest clumped in the middle.
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