Bell curve in performance appraisal

Siva,

short and precise reply

thanks for sharing

nandish

Dear Nishta

Thank you for your comments

Honestly I had been working on this for the past 7 years buy could not succeed completely I can give many reasons. But i was working with less than 150 employees and this did not work well
and these employees are know and had experience of more than 10 years in that co


Any way i am looking for an opportunitry to work on a similare project as it is one of my favourite subjects

Siva

Hey!! Thanks for the information.

Hey!! Thanks for the information.

Regds,
Ritu

hello..friends...
it is a pity that the so called great companies claiming they are world class and in fact care nothing for their employee...
it is one such process this bell curve by GE...
actually it is done to eliminate people from their organization...
and for that they do all these forced ranking...
and in the end you hace to find a scapegoat for all the failures...
and as Edward Deming rightly said America is the country that misuses /abuses the entire gamunt of HR...

hello..friends...
it is a pity that the so called great companies claiming they are world class and in fact care nothing for their employee...
it is one such process this bell curve by GE...
actually it is done to eliminate people from their organization...
and for that they do all these forced ranking...
and in the end you hace to find a scapegoat for all the failures...
and as Edward Deming rightly said America is the country that misuses /abuses the entire gamunt of HR...

Hi
Thank you Nandish and Ritu

Siva

Siva,

You told it is difficult to do bell curve for small number of people like 50 -100 or 200. In our org we have many teams and each team is individually making one bell curve. Is that not wrong.

Bell curve is made for each Team, each Process, each project, each vertical and then on the whole org.

My point is that when u tell more than 200 we should see based on each process (if it has headcount more than 200) and not to split on teams, where bell curve will not be a perfect one. Coz i have seen 2 people with same points 3.25 (one in higher range and and one in lower range)

also let me know how to classify people for bellcurve rating. Should we take the seniority or the process expertise

Hi Naveen

When I said it is difficult, I did not mean forming a bell curve. Even with three people, we can form a bell curve. Is it not? But applications of certain priciples like remunerations will be difficult to follow as the risk involved is higher.

Say there 10 marketing people in a company, you may not like to lose 2 peoplejust below average person If you have many such groups of hundred, losing two persons in each department or each area will not be an issue.

Moreover, in a very small set up, some seniority will also be considered. Bell curve will not be beneficially implemented.

Take a typical marketing set up

Take 4 regions
and every region having say 200 sales peoples

UIf you apply this logic, you will get say 20 people to be eliminated

It may be a big number and here the Top policy making body should interfere and say 10 people to out or 30 people to out or 20 to go out.

But in a small organisation with just 200 people taking this decison will be tough


You want more clarification??


Siva

Naveen

To answer your second question, neither seniority nor the expertise is taken into consideration in the initial formation of the Curve

You just take the actual performance. and distribute people in the curve.

Once this is done we examine who are the people in the elimination list

This needs to be examined carefully.

Then a policy decion for the year need to be pronoced

The company can have a policy say any employee with more than 10 years needs to be cleared only by the steering committee

Siva