![]() For HCM systems, that something is ratings. All systems are designed to produce something. These ratings are the lingua franca of performance, and are so central to performance management that HCM software providers are competing with each other to see who can help managers generate them faster, explain them better, and display them ever more graphically. They pinpoint performance gaps and then trigger the necessary training and learning interventions. These ratings-of overall performance, and of the many competencies that apparently combine to create overall performance-are the raw material for everything else that the company does to and for its people. Every single one of the big Human Capital Management (HCM) software companies, from Oracle to CornerstoneOnDemand to SuccessFactors, uses ratings as the lynch pin of its platform. No more ratings? According to the CEB study, more than 90% of all companies surveyed use some kind of rating system to measure performance. No, the big news came in the next paragraph of Lisa’s email: However, welcome as it is, Microsoft’s ditching of stack ranking isn’t the big news-according to a Corporate Executive Board survey, only 29% of companies use a forced curve in their performance management system. After all, this practice of “stack ranking,” of being forced to rate every single one of your team on a bell curve from excellent to poor (even if the whole team had, in fact, performed excellently) has been singled out by everyone from HBRto Vanity Fair as one of the reasons for Microsoft’s inability to foster high-performing teams, a major cause of its “lost decade.”Īnd not just big news, but welcome news for anyone who has ever struggled to keep a straight face while telling a direct report that a “3” really isn’t that bad, that it truly does mean “meets expectations,” and that, hey, sixty percent of the company gets that rating, so don’t be too down on yourself. This was big news, the lead of many a business section. “No more curve,” said Lisa Brummel, Microsoft’s EVP of HR last week, curtly dismissing Microsoft’s much-derided but iconic practice of ranking each team member on a forced distribution. Human Capital Benchmarking & Data Analytics.West ‒ Lessons from Silicon Valley and Shenzen ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |