there have been so many fine comments on this topic. I've been listening
to them for a spell now, and here's some of the disparate thoughts that
have occurred to me (questions, really?).
How about 'boss' ranking systems? I know that employees engage in rating
or ranking their various supervisors, managers, and those of their
colleagues. Now, these are frequently informal systems--are they
inferior, similar or superior to the systems used to rank employees, and
why?
What do ranking systems say about standards? For instance, if the
organization has standards for tasks and functions, then the measure of
performance should be in comparison to the standard set for performance.
If one meets or exceeds the standard, then you have success. If one
doesn't meet the standards, then one has failure. (I remember using the
euphemisms "go" or "no-go").
When I rank or rate people, one against the other, does this happen
without the use of performance standards? If I have standards, then why
do I need to rank success or failure? Do I rate or rank people to
determine the division of the spoils (compensation) or to determine upward
progression (rewarding good performance in one role with another role that
may have nothing to do with the old one)?
If I do have standards to compare performance against, how do I assess the
standards--and when do I change them? If I change them today, what does
that do to yesterday's performance?
I understand the compulsion--the need--to somehow select the right people
for the functions and roles that occur in the organization. However, I
suspect that the road to hell is still paved with good intentions--and
that the best we can do still falls woefully short of what we need. These
kinds of conversations continue to expose our collective thoughts--and to
foster the emergence of new processes and new systems for measuring
current and potential performance and success. I also know that the
answer must be reached with a conscious diversity of thought, reflecting
all the differences and similarities that the workforce represents.
regards,
Doc Holloway
-- "We think highly of men when we do not know the extent of their capabilities, for we always suppose that more exists when we only see half." -Marquise de SabliThresholds--developing critical skills for living organizations Richard C. "Doc" Holloway Please visit our new website, still at <http://www.thresholds.com/> <mailto:learnshops@thresholds.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>