{"id":2821,"date":"2015-10-09T10:16:56","date_gmt":"2015-10-09T10:16:56","guid":{"rendered":"http:\/\/blog.synergita.com\/?p=2821"},"modified":"2015-10-09T10:16:56","modified_gmt":"2015-10-09T10:16:56","slug":"say-goodbye-to-forced-rating-system","status":"publish","type":"post","link":"https:\/\/newtest.synergita.com\/blog\/say-goodbye-to-forced-rating-system\/","title":{"rendered":"Say Goodbye to Forced Ranking System !!"},"content":{"rendered":"

Forced Ranking Model\u00a0–\u00a0An Overview<\/strong><\/h4>\n

Several\u00a0organizations are using\u00a0the painful forced ranking based Bell Curve model\u00a0for measuring their employee\u2019s performance metrics. I said painful because every organization will have their own\u00a0B-curve that suits their structure and needs. \u00a0Managers are forced to come up with ranking of their team members and fit them into their organization-specific B-curve at the end of annual appraisal process. \u00a0 \u00a0Forced ranking has its own challenges, esp. while dealing with Gen Y and Gen Z.<\/p>\n

Forced ranking might have worked in the past and provided some transparency and mechanism for “pay for performance”; but, in current\u00a0scenarios, it does not work. \u00a0Fundamentally, forced ranking relies on comparisons. \u00a0And, psychologically, we don’t like comparisons. \u00a0We keep hearing that parents should not compare their kids between one another.<\/p>\n

Role of Managers in Forced Bell Curve strategy<\/strong><\/p>\n

Managers are closely associated with their team members (atleast theoretically). \u00a0They are the ones who can understand every team member\u2019s strengths, skills, areas where improvements are needed, how to assist him\/her, etc. \u00a0The problem arises when they are forced to<\/strong> rank\u00a0employees<\/strong> into an\u00a0order – who scores better than other and then fit them into a bell curve. \u00a0Top 20% goes into high performers, next 70% goes to average performers group and bottom 10% goes into low performers group. \u00a0(% is dictated by HR).<\/p>\n

\"bell<\/a><\/p>\n

In this kind of approach (forced ranking), there is no healthy competition between employees. Rather they get into racing to move to the top. \u00a0There is always fear of falling out among employees and it does not bring in healthy collaborative atmosphere within the organization.<\/p>\n

People who got higher ranking become happy and who did not get – they become unhappy. \u00a0There would be disgruntlement among dis-satisfied employees. \u00a0This in turn leads to loosing key employees (who deserve to be ranked well or higher) who are not ranked at top positions. \u00a0Additionally, employees who make frequent discussion and conversation with the managers have greater chance of falling into \u201cHigh Performers\u201d bucket (get biased). \u00a0 Stress levels associated with appraisals are pretty high in this model for nobody’s benefit.<\/p>\n

Forced Rating System to attain organization-specific B-Curve<\/strong><\/h4>\n
1. Fixed\/Forced Bell Curve Vs Employee Performance<\/strong><\/h5>\n

Bell Curve is predominantly used by organizations to accommodate employees within their desired category. For instance, let us take the B-Curve structure to be 70% – Average Performers, 20% – High Performers & 10% – Low Performers. There could be more than 20% of the employees falling into High Performing bucket. \u00a0But the organizations move the\u00a0employees and make them fall into another category to properly position their typical B-Curve, because HR wants to do that way. \u00a0Managers simply point the fingers to HR when employees question the decisions.<\/p>\n

\"performance<\/a><\/p>\n

2.\u00a0Bell Curve Vs Appraisal Process<\/strong><\/h5>\n

Bell Curve plays a crucial role in all organizations at the time of appraisal towards “stress creation”. HR and Managers\u00a0work and work on the B-Curve to attain their desired form and structure. This develops employee anxiety because no one is sure of falling into which bucket irrespective of how they perform. This approach has always had negative impact on organizations.<\/p>\n

\"rating2\"<\/a><\/p>\n

3.\u00a0Bell Curve Vs Organization<\/strong><\/h5>\n

The organizations to maintain their standards and measures actually tend to demotivate employees by comparing them against one another. It results in one, unhealthy competition, and two, they lose engagement. Both are equally ill and have the highest possibility to paralyze the organization.<\/p>\n

\"identify<\/a><\/h4>\n

Infosys & other companies bidding goodbye to forced ranking\u00a0system<\/strong><\/h4>\n

Organizations like Infosys, Accenture, Adobe, Microsoft, etc. have recently moved to incorporating a more holistic performance management, abolishing forced ranking\u00a0system. \u00a0Managers will have to analyze each performance of every employee. Also, managers are not forced<\/strong> to derive their organization-specific Bell Curve. \u00a0If the bell curve results into skewed one, it does not matter. \u00a0If a manager rates 50% of his\/her team as high performers\/super stars, it is perfectly alright.<\/p>\n

Managers will have higher level of ownership and accountability on their rating. \u00a0They don’t show HR as the reason anymore for rating some one as average performer…It is the Manager’s decision to put someone as average performer or low performer. \u00a0And, they will have to clarify this positioning to their team member. \u00a0Naturally, Managers will get into more frequent conversations with the team members. \u00a0it will lead to effective, ongoing and constructive dialogs.<\/p>\n

Therefore, employees will be rewarded for their performances and motivated towards work. They feel that the new performance management software<\/a> will yield good results in terms of retaining key employees, considerable reduction in attrition, focusing on rewards for performance and improving employee performance. They also believe that employees will be highly engaged at work and better their performances.<\/p>\n

\"recognition_paint\"<\/a><\/p>\n

Source: https:\/\/economictimes.indiatimes.com\/tech\/ites\/infosys-bids-goodbye-to-bell-curve-for-performance-assessment-attrition-comes-down\/articleshow\/49110714.cms<\/a><\/p>\n

What does it lead to?<\/strong><\/h5>\n

Switching from forced ranking model\u00a0to a more robust and agile approach will help in better\u00a0employee-manager relationship, employee engagement, employee-work satisfaction and more importantly, employee retention. Thus, moving away from this approach will cost you evident growth, reduced attrition and positive work environment without affecting your underlying business objective and requirements.<\/p>\n

\"employee-engagement_16_paint_modified_paint\"<\/a><\/p>\n

Synergita does not support forced ranking concepts in our software. \u00a0Our software brings in best performance management practices through continuous feedback, periodic reviews, etc. and puts the managers on the pilot seat.<\/p>\n

\"live<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Forced Ranking Model\u00a0–\u00a0An Overview Several\u00a0organizations are using\u00a0the painful forced ranking based Bell Curve model\u00a0for measuring their employee\u2019s performance metrics. 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