From the course: How to Give and Receive Useful Feedback Every Month
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Be wary of bell curves and forced rankings
From the course: How to Give and Receive Useful Feedback Every Month
Be wary of bell curves and forced rankings
- [Interviewer] And so then how do we deal with, I don't know, numbers, ratings, rankings, competencies, you know, raises, bonuses, like, the numbery things of it all? - [Craig] Well, I think this is where some of the performance review processes are really broken, because, like a forced ranking system as an example, right? And this is where a lot of them lose credibility, which is, well, we've got to have a certain number of stars and a certain number of average performance and a certain number of low performances. So this is where a lot of organizations are just redefining how they do performance reviews. Some of the larger, more progressive organizations are just getting rid of them altogether and moving it to a more kind of check-in type of process. Adobe, as an example, is one organization that just stopped doing them altogether. And so then I think this is an opportunity for senior leadership in an organization to start…
Contents
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How performance reviews are broken1m 49s
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Provide one type of feedback per conversation4m 14s
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The DIY employee review2m 32s
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Making feedback a regular, ongoing process2m 8s
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Be wary of bell curves and forced rankings2m 56s
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Conversations become less awkward over time2m 29s
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Two performance review approaches can coexist1m 10s
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Demonstrating a DIY review3m 29s
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Overcoming defensiveness1m 53s
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Address the emotional context up front2m 47s
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