https://en.wikipedia.org/wiki/Vitality_curve
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NetApp gets a little credit for the vitality curve link above.
I worked at NetApp for a number of years ending around 5 years ago. While at NetApp, I was inspired to expand the wikipedia page for the vitality curve ranking. I just typed it up how I understood it to work and problems that arise in that system and then linked to the some generic articles happened to use similar terms as "sources" for my wikipedia additions. There was no attribution of actual thoughts but some terminaly overlap was enough to pass the wiki mod's skimming of sources. They let my added paragraphs stand, though they did reformat a little.
Portions of my citogenesis work still exist on that page.
And was the pet project of someone who had to be escorted off premises due to questionable dealings.
I feel like this could be put in many companies' thelayoff pages.
I think it's funny that netapp forces stacked ranking, but in the required annual harassment training there was a question and bullet point about how pitting employees against each other to increase performance is wrong because it creates a hostile work environment.
@OP I left the company just due to this (and I am the 1st that will deal with talent that needs to move on. (In fact most times HR is in the way and too "restorative" minded in keeping folks.) One round of forcing two people into a needs improvement rating that were valuable contributors to the team (and hard workers) was enough for me. It is a total disservice and a slap in the face to rank someone where they have no business being and taking their bonus away. Not to mention it totally takes empowerment from managers to manage their talent. On the other side the games on classifying top performers is just as bad. I had one employee (dir level) that was absolutely an exceptional rating candidate. Critical to the team, proactive, forward thinking, exceptional work ethic, great collaborator, would roll up their sleeves and do absolutely anything for the team and company. My rating (and judgement) was overridden and the employee was classified as a meets. I understand the spirit of what the company is doing but in practice you are running the good talent away.
Good riddance...