Many years ago Focal meant something. You may not have liked the answer but when management had an issue with you there was no confusion. Today, well you can get a successful and still be fired for performance because of your stock level was a level 4 or 5. Management has recently stated that there was always enough stock to go around. Well, if you are reading this and are an experienced manager you know this is simply not true. If you gave everyone level 3 stock you ran out of stock about 90% down your list. Was there a quota? Was there a problem w/ the tool? Did our executives mislead us?
I am old enough to have had some of my training taught by Andy Grove. His statement on focal was very simple: "we are a growing company can you tell me that every hire that you made was perfect? He thought we missed the mark about 10% of the time." I want to be clear, I used quotes but this is a sentence from many years ago, the concept is 100% capture in the quote.
The old Focal model was tough but it was very clear and I will restate you didn't have to like it.
When management saw you were struggling you got an 'BE '. That message was very clear, management saw you as not meeting expectations. That message was very clear, "I need to find out what they want from me and improve at doing it". The best part of that part of the process is you worked with you manager to define your PIP (performance improvement plan). Accomplish the plan and move on with you life. Hopefully you recognized you likely need to talk to you manager more often.
When management was VERY frustrated with your performance and more than likely you had already received at least one PIP maybe two. You were given an 'IR', improvement required. You got no $$'s, no stock and if you didn't realize that your job was on the line, well you deserved the message. I don't know the percentage that passed their CAP's but if it was 50/50 I would be shocked. I think the number would be more like 70% didn't pass.
I will say again, you didn't have to like the system but the system was clear. Back things many things were clear. My organization is responsible to deliver this to the corporation and my role is X to do my part at making my organization successful. We knew the strategy, the plan and we knew as individuals what our job was to contribute to achieving the goal.
I loved the old model, scratch that, I loved the 'old' Intel. The Intel where what you did mattered more than what you said. The Intel where you worked the problem and left the meeting and had beers w/ the person you just disagreed with. Most importantly, I miss the old Intel were the executive actions displayed dignity and respect for each employee. I miss taking risks, taking actions to fix something, and accountability. Boy, accountability you grew from your accomplishments and you learned from you mistakes but you were accountable for your mistakes.
Good luck to all and remember that "revenge is best done by living a life well and following your faith".
For now "Elvis has left the building"