Recently I read this interesting article The Push Against Performance Reviews - The New Yorker and forwarded it to some of my clients. I really liked the 4 questions that Deloitte uses to evaluate . . .
On a five-point scale, Deloitte managers write down how strongly they agree with two assertions: “Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus;” and “Given what I know of this person’s performance, I would always want him or her on my team.” And they answer yes or no to two more statements: “This person is at risk for low performance,” and “This person is ready for promotion today.” The answers are used not only to make decisions about who should be promoted or how much she should be paid, but to influence how the company helps promising employees advance and helps troubled ones get back on track. As some of the people involved in Deloitte’s ratings redesign put it: “In effect, we are asking our team leaders what they would do with each team member rather than what they think of that individual.”
After reading the article one of my clients asked me the following . . . "What about rating distribution curves? Is that important? Is a Bell Curve what we should aspire to have?"