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  • WHY NO ONE LIKES YOUR PERFORMANCE MANAGEMENT PROCESS
    WHY NO ONE LIKES YOUR PERFORMANCE MANAGEMENT PROCESS

    One of the first projects that I worked on as a budding learning consultant in 1995 was helping a Global 1000 company re-engineer their Performance Management (PM) process. They needed to get their PM bell curve to conform to expectations. It had moved too far forward, and the majority of employees were rated above average. The client decided to change the rating scale so that managers would interpret employee performance more “fairly” and thus move the curve back to the middle (where it was supposed to be).

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