![]() you take on the system and go to bat for your seven key employees but invariably you will get shut down and most likely commit a career no-no.now you too are inside the bell curve. Work product begins to suffer, crappy products get shipped, who cares any more? If you are a principled Mgr. you screw four people over.most get pissed but stay anyways and now join the ranks of disgruntled employees who are no longer passionate about their work. Argument against is what if you really have seven 4.0 performers but the model says you can only give three 4.0 review scores? Well, if you are a weanie Mgr.I'd like to know if the executives who run teams that are woefully behind ( Yukon, Longhorn) get 3.0s when their products fail to ship. In this system, a 3.0 on a high performing team might get a better bonus and stock award than a 4.0 on a team that did a science project and shipped nothing. If we did team reviews as well as individual reviews, and team scores affected rewards, managers would really scramble to get low performers off their teams. I have recently been thinking it might be interesting to score teams on their effectiveness as a whole.A good lead will fight, yell, scream, beg, cajole, and even threaten to get the scores he believes his guys have earned, only to have those scores crapped on by upper management and their curve. The truth is, the guy across the hall from you might have worked half-as-hard and still pulled a 4.0 because of how the model went up and down the chain. It assumes all cogs at all levels are equal with similar managers and similar circumstances solving similar problems with similar constraints. However, the review model came back down the chain and the best I could do is get you a 3.5 (or *shudder* a 3.0)". As a lead, it's one of the most painful experiences at work to have to give a review back to someone and say "you worked hard last year and accomplished great stuff.I can't tell you how much I personally appreciate it.Some recent comments here about our review system and 3.0: They make it sound so calm and simple that I feel like if I could just drink up that Kool-Aid I, too, could not rip myself up inside over this. In their presence, I experience a cult-like allure to these folks as they tell me how they are totally behind the peer relative 3.0 review rating and that's how we do business in managing our performers. Now then, I have met dev managers who have reached acceptance with our system and with dolling out the 3.0s. I have not, however, come to accept the bucketing rating system we employ, especially around the 3.0 review score. I totally accept that we need to have a rating system, especially to reward our kick-butt super-contributors who end up doing most the hard work around here. But we have buckets to fit and if your product team needs to provide 25% 3.0s you're going to have to fill that bucket. While a manager might be steamed to have a 4.0 person be trended down to 3.5, they will go ape-poo-flinging-ballistic to have someone trended to 3.0. The dreaded 3.0 is really two beasts in one: the well deserved 3.0 and the trended 3.0. And I don't want to bring up 2.5 because I'll get side-tracked.Ĥ.0, 3.5, and 3.0 ( oh my). I don't bother considering the gold star (4.5) and the platinum star (5.0). Woe unto you if you're a super-star in a super-super-star peer group.Ī curve, though? Actually, it's more like three buckets than a curve: bucket 4.0 ( A! Sweet!), bucket 3.5 ( B. Your rating is based on your ladder level expectations and relative to the performance of your peer group ( a peer ordering most likely extracted from your position in the stack rank). You know after the stack rank something wicked this way comes: The Curve. Can your proud lobbying move you up a position or two higher? Well, it might be important based on where the rating line is drawn for folks in your peer group. The stack rank meetings are probably starting now and going on for a month or so. A while back, I wrote about the stack rank and some advice about owning your career. Keyboards are clicking away with folks regaling their lead about all the great things they've done.īut is it too late for your review comments to make a difference? You've got to figure that everything is pretty much set within the stack rank in your manager's mind. It's that major review time of the year at Microsoft.
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