As regular readers of the blog know, I am a huge proponent of measuring performance as a way to achieve goals. In fact, I shared my own personal experience about this last year in Want to achieve your goals? The answer lies in performance measurement. And so I am always pleased when leaders in organizations measure and track performance as a way to motivate employees and celebrate successes. But there is one aspect of the performance review process (particularly in large organizations) that drives me absolutely nuts. It’s this requirement in many companies that managers and supervisors fit their employees into pre-set slots on a bell curve.
In case you’re not familiar with the concept, bell curving has its roots in the educational system where the objective is to minimize or eliminate the influence of variation between different instructors of the same course, ensuring that the students in any given class are assessed relative to their peers. At the end, a bell curve ensures a balanced and normal distribution of academic results. The problem is that this simply does not make sense in a work environment. It basically forces a manager to say that a certain percentage of his/her employees are sub-par. Repeatedly. Every year. Continue reading