Someone in every team now has to be tagged as a non-performer.
Our Boss helped with the analogy. You are in a lifeboat with the SEALS the best of the best, and you have push someone off to die in the ocean. Who would it be? That poor sod would be the non-performer.
You should ask your Manager if this is true. It would be prudent to find out where you are in the curve.
I agree Anonymous.Bell Curve ranking creates a cut-throat culture that lacks teamwork and that about sums Optum up.
First of all, this boss knows NOTHING about Navy Seals (they would rather die than see a teammate lost). Second of all, I doubt this guys has ever remotely been part of the military…….crazy how a gutless, chicken sh1t org like Optum would start thinking it’s remotely anything like the military.
Makes sense. What other reason is there to force Managers to mark at least one of their team members as a non- performer other than for culling purposes?
One disgraced CEO started it Welchy Felchy. Soon our leadership will join that walk of shame. Every sensible company has moved away from it, including GE
Easy to confirm just ask your Manager if true or not. Simple Yes or No.
LOL no wonder my manager tried to sell me that a 2 is not necessarily a bad thing. She said it was an opportunity for further growth.
This guy is just a provocateur. Only british people use words like sod. He doesnt work here and is just trying to stir up trouble.
VPs are able to sleep better at night as they are not suppose to tolerate low performers.
They have washed their hands as they are simply making sound business decisions based on calibration made by people managers.
Stack ranking provides quick info when they crunch numbers for culling decisions across the company.
Bell curve performance evaluation, also known as forced ranking or stack ranking, is a method used by some organizations to assess and rank employees' performance relative to their peers. The basic idea is that employees are evaluated on a bell-shaped curve, with a small percentage of employees classified as top performers, a larger percentage as average performers, and a small percentage as low performers.
The bell curve performance evaluation process typically involves several steps:
Performance assessment: Employees are evaluated based on predefined performance criteria, such as goals achieved, skills demonstrated, and contributions to the organization. This assessment is typically done by managers or supervisors.
Ranking: Once the performance assessments are completed, employees are ranked against each other, often using a numerical or percentage-based scale. The rankings are typically relative, meaning that employees are compared to their peers within the same team, department, or organization.
Distribution: The rankings are then used to create a distribution of employees on a bell-shaped curve. For example, a common distribution may have a certain percentage of employees classified as top performers (e.g., top 10%), a larger percentage as average performers (e.g., 70%), and a smaller percentage as low performers (e.g., bottom 10%).
Consequences: The rankings may have implications for various HR processes, such as promotions, bonuses, or performance improvement plans. For example, top performers may be rewarded with promotions or larger bonuses, while low performers may face performance improvement plans or even termination.
Proponents of bell curve performance evaluation argue that it helps differentiate employee performance, identify top talent, and align performance with organizational goals. However, critics argue that it can create a competitive and unhealthy work environment, foster a culture of forced ranking, and lead to biased evaluations.
It's important to note that the use of bell curve performance evaluation is controversial and not universally adopted by organizations. Some companies have moved away from this approach and adopted more continuous and collaborative performance management practices that focus on feedback, coaching, and development, rather than ranking employees on a curve.
Organizations should carefully consider the pros and cons of using bell curve performance evaluation and ensure that it aligns with their organizational culture, values, and goals.