Robert Bacal's Books via Amazon

Performance Phrases For Performance Reviews

This completely revised and updated second edition of Perfect Phrases for Performance Reviews provides hundres of ready-made phrases you can use to clearly communicate any employee performance in 74 different skill areas. ...more

Perfect Phrases For Setting Performance Goals

This completely revised and updated second edition of Perfect Phrases for Setting Performance Goals provides hundreds of precisely worded performance goals you can put to use in virtually any situation. ...more

Performance Management - A Briefcase Book Second Edition Perfromance Managment A Briefcase Book

Proven strategies for maximizing employee commitment and performance As a manager, you know that employee performance is your most important asset—but are you making smart, well-thought-out efforts to leverage it to its fullest? Manager’s Guide to Performance Management helps you get the most out of your people by focusing on performance planning (instead of appraising), creating a dialog (instead of issuing directives), and solving problems (instead of pointing blame). ... more

 

Rank and Yank - Fallacy #2 - Ignoring the Difference Between Incompetent and Less Competent

Rank and yank success depends on the ability to identify your least competent and valuable employees, and your ability to replace the least valuable with potentially more valuable new employees drawn from the pool of available people to hire. But it's more complex. It's not enough to drop the least valuable. You must drop the significantly least valuable. If you don't you simply end up shuffling employees that are, in effect, very similar in value, without improving your company. Here's an example.

Let's say you have 10 employees who sell real estate, and you yank and rank system dictates that you drop the lowest 20% each year based on employee ratings. Let's assume, for simplicity sake, that you base your decisions only on yearly sales figures (that's a dumb way to do it but it helps us see the problem).

You have employees with the following sales figures:

  • $200,000
  • $175,000
  • $174,000
  • $150,000
  • $149,000
  • $148,000
  • $147,000
  • $143,000
  • $142,000
  • $141,000

Your rank and yank system tells you that you must drop two people, in this case the salespeople who sold $141,000 and $142,000. Your intent is to replace them (hire two new people) who you believe will have the potential to sell more than that. But here's the catch. While you dump the two lowest, you keep people who are "insignificantly better" -- keeping people at $143,000 and above.

The difference between those you keep and those you yank are, for all intents and purposes, insignificant in terms of your company's health. So, you end up releasing employees who are no different from those you keep, particularly if you consider that your "measurement system" is going to be somewhat imperfect and be subject to measurement errors. yet, your costs to yank employees and replace them remains constant.

Now, of course if your new hires end up selling a million dollars each, and they replace the fired employees, you'll have a big gain. But the chances of that happening are slim, and depend on a host of different factors, such as the effectiveness of your recruitment strategies, selection expertise, and so on.

The long and short of it is that a system that requires you to drop a certain percentage of employees will result in losing employees that may not be significantly worse than those you keep. But you still pay the transitioning costs of firing and hiring.

 

About Company

Bacal & Associates was founded in 1992 by consultant and book author, Robert Bacal. Robert's books on performance management and reviews have been published by McGraw-Hill. He is available for consultation, training and keynote speaking on performance and management at work.

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We Believe

  • Performance management and appraisal MUST be a partnership between manager and employee where BOTH benefit.
  • Performance management can be the lever for improved employee engagement.
  • The review process is the LEAST important part of performance management
  • If managers aren't managing employee performance, why are they there?

Get in Touch

  • Phone:
    (613) 764-0241
  • Email: [email protected]
  • Address:

  • Bacal & Associates
  • 722 St. Isidore Rd.
  • Casselman
  • Ontario
  • Canada, K0A 1M0