Rol said,
> For me, the spirit of ranking does not conflict with the spirit of
> coaching and mentoring, it enhances it. Assessing everyone's
> strengths
> and weaknesses is a necessary first step to ranking, and it is hard
> work.
> It takes a lot of time, requires collecting data from many sources,
> and
> requires one to reassess the values, attitudes, and skills one is
> looking
> for in people. Once the data collection and evaluation is done, the
> opportunity for targeted coaching is much more available than
> previously.
> And subtleties will come out of the data collection that will inform
> future coaching efforts, whether the person is operating in the great
> middle ground or not.
My question, Rol, would be "Why do you need to go any further
and actually rank the employees ?" Once you have done this, you have
done everything, as a manager, you could do to help the employee improve
his performance according to your expectations.
If you do the next step of ranking or rating the employee and
use the rank or the rating for any other purpose (which, in that case I
assume would be known to the employee) than coaching, don't you signal
that employee to give you more biased (in his/her favor) or, worst,
incorrect data onto which you will base your coaching ?
Christian Giroux
Manager, Strategic Projects
Ericsson Research Inc
Montrial
--Christian Giroux <Christian.Giroux@lmc.ericsson.se>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>