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I have some difference of opinion here with Ashraf
Bell curve has no bearing on cost control
It was not designed for that purpose It is based on the priciple that the world is uniformly distributed with people
Take physical beauty or IQ or Strebgth and whatever you call, there is uniform distribution If thuis is true then performance managment will also fall in to this theory Probabaly Bell Curve is highly criticised tool Performance management.But is there any other tool to make distinction between categories of performers
I think it gives reasonable justification when we distinguish people Cost is not exactly controlled thru this tool

Dear Shiva Hi I am Pankhuri Senior HR _Exe in HDFC new to this forum can you guide me in HI-POD analysis and other features in it Regards Pankhuri Tandon
Could you clarify a doubt.....before the normalisation process...the individual ratings or scores are awarded to employees depending on various parameters, judged b y their seniors / supervisors. During this process how is it possible to ensure that the rating provided across departments is uniform. How can we determined if the awarded rating is the actual worth of the employee or due to the supervisors stingyness in awarded scores.

For eg.

Suppose there are four departments.....of which the best scores are......98, 89, 90, 75
For normalisation process these scores are considered to be at same level and processed.
But how do we ensure that the score of 75 is actually equivalent to a score of 98( may be because the head of that particular department is stingy in awarding marks and his best employee scores just a 75). Also how to determine if this score isnt actually just worth 75....that is either the employee and/or the department is an underperforming source.

I hope i could explain my query well......:huh:


Hi Pankhuri,
You do have a genuine problem, over here you might have to deal with the issue separately i.e the normalization has to be done department wise, Cause the problem with a common rating would always be the same.
Thanks & Regards,

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