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Don't Call It Stack Rank: Yahoo's QPR System For Culling Non-Performers
An anonymous reader writes "Employees don't like to be graded on the bell curve (or any other curve except for Lake Wobegon's) — we know that from the Microsoft experience. But Yahoo is struggling with what some say is vastly bloated headcount, and CEO Marissa Mayer has implemented a 'quarterly performance review' system that requires, or strongly recommends, that managers place a certain quota of their charges in the less-than-stellar categories. That sounds a lot like the infamous GE-Microsoft stack rank system. But according to AllThingsD's Kara Swisher, who (as usual) broke the latest story about life inside Mayer's Yahoo, Mayer's curve may more similar to the elaborate evaluation system used by her old employer, Google."
The main effect of this is to chill work-place climate, and foster distrust and back-stabbing. The result of that is always the ones that have alternatives (i.e. the best ones) leaving first. Sure, you can get rid of some dead wood that way too, but the overall effect is disastrous. A real manager know that, but Mayer has shown several times now that she does not even understand the basics of management.
Most ACs are not even worth the keystrokes to insult them. Be generically insulted by this and ignored otherwise.
the performance of your employees is, there will always be a top 10% and a bottom 10% in the bell curve or in any other system that is.
Having worked for an organization that decided to follow this strategy, I did what all the good employees at my company did: we left for better jobs elsewhere. Yahoo is on its way to the dustbin of history, helped along by its senior management. My recommendation to Yahoo employees: get out while the gettin's good! Otherwise, you're in for the demoralizing experience of riding a sinking ship to the bottom!
A coward instills fear. In the long run, fear is a destructive force in a company. In the short run, it can boost profits. I am sure that Marissa will be long gone, after collecting an enormous bonus for that short term boost, to see the real results of her actions.
"To those who are overly cautious, everything is impossible. "
Well, she is in the bottom 10% of CEOs at Yahoo.
Case in point is an example from the article about how a manager was forced to ding a well-performing employee simply because the implied curve system requires someone to get a negative mark. What's ironic is that these 'systems' were created because executives assume middle management can't be trusted to make consistently good personnel decisions, thus their decisions were replaced with a mechanized process, which means management itself suffers from the same problem executives are trying to solve at the employee level.
In a way this is bad for employee morale because nobody likes to see people fired and nobody likes to be ranked. Then again, the stories (and lack of new great products) out of Yahoo seems to indicate that employees are demotivated. I hate that it takes firings to motivate some employees,
Employee morale never responds positively in the face of co-workers being terminated. The highly-motivated employees will simply leave an organization in response to employee ranking. If a manager cannot manage their staff either the manager is inept, lazy, or wilfully negligent.
I disagree. _IF_ management could identify and fire the air thieves moral would improve.
Nobody likes to do somebody else's work in addition to their own.
But if management could identify air thieves they wouldn't hire so many in the first place.
The first air thieves to be fired should always be managers. Never happens that way.
How about simply firing those who can't build working teams and letting the remaining managers pick over the failing teams members?
John McAfee 'It was like that time I hired that Bangkok prostitute; to do my taxes, while I fucked my accountant'
The whole performance review one's got to go quota system has been going on at SpaceX for a couple years now as well. Elon passed down a "one from every group" quota where at least one person in each group would be given 90 days to improve or get fired. Some of the managers refused to put any of their team on a "process improvement plan" but others just picked someone. It's shitty to watch good employees who are working long hours and getting it done get scared into working harder and faster. The real problem this creates is some of the fluff groups with good managers hold onto their crap employees because the manager will stick up for them whereas the hardcore groups that have bad managers will lose someone who's making good contributions because it's gotta be someone.
There isn't much concern from the top about losing the good ones though, there seems to be a general consensus that some smart kids from college will replace them in a few months once they're gone.
An engineer is professionally employed to game the system. If you ever make the reward higher to game the review system than to do his actual job, that's it for your company.
Yes, you will get morale problems and brightsizing and managers hiring ablative employees, but what's worse is: your engineers are now all focused on gaming the wrong system. Goodbye innovation.
Socialism: a lie told by totalitarians and believed by fools.
I don't know about once. But not very often. Assuming you find a management group that can reasonably rate techs.
If you have to do it often, the first person to fire is the head of HR.
But that's another discussion. HR should be about compliance, benefits etc. They have (as a group) proven themselves incompetent to hires techs or engineers and should not even be involved with the hiring process.
What I have seen work is good teams defending themselves during probation periods AND being listened to. In that case between 1/3 and 1/2 of new hires didn't make it through probation. Plus you have to start with a good team in the first place. Didn't last; eventually they needed faster growth; eventually I left.
John McAfee 'It was like that time I hired that Bangkok prostitute; to do my taxes, while I fucked my accountant'
The best it can tell you is the relative work abilities of one small group and really tells you nothing at all abou the qualities of each member. This method would have fired Pauli and Born because they ranked 'ranked' below Einstein, Heisenber, Shroedinger and Bohr.
This is pretty much exactly what is happening where I work.
We have an annual evaluation period, and yes, for the first 3 years we got rid of a lot of useless people. Also (surprisingly) we got rid of a lot of useless managers, which almost never happens. And it worked great, we have a very effective group of people, the right level of management, everyone is busy but not too busy and doing good work.
When they first started doing it, it worked as well in real life as it did on paper. For every group of like 5 or 6 people, there were 4 that were doing great, and 1 or 2 that were dragging everyone down. It was easy to look and say "yup, there's your problem".
Now those 1 or 2 are gone and you are making a choice between 4 people who are all about the same and definitely worth keeping. Luckily the system is now mainly just driving raises and not layoffs, but it still sucks.
There is absolutely nothing wrong with measuring employee performance relative to other employees
Yes there is, because as you allude to later, it's IMPOSSIBLE to do it consistently and fairly across teams, and rankings within a given team have absolutely no relation to each other. Is a marketing guy who produced a successful campaign more or less important than a salesperson who actually sold the products being marketed, or an R&D engineer responsible for the innovative feature that the marketing guy highlighted and the salesperson sweet talked customers with? How about the IT person who developed innovative solutions to provide R&D, marketing, and sales with the systems, tools, and support they needed to do the above? What about each of those folks' direct managers who motivated and directed their teams to excel? It's just not possible to compare those people to each other objectively.
If you want a lame car analogy, how about we get rid of the low-performing car parts, but we have the driver pick which ones to keep? You can get in the end you'll still have a comfortable seat, A/C, and the stereo, but the car probably won't actually be able to move...
Just hire competent managers, do some manager and job rotation, encourage high performance and risk-taking without fear of consequences for ideas that didn't end up being the next big thing, you often need hundreds of "failures" to get one huge success.. The biggest thing is to treat employees extremely well, show them they are valued, trust them, go the extra mile for them, and they will most often return the favor. Just be very very very very careful in hiring, and if necessary use temporary contractors for grunt-work or temporary demand spikes, etc. The goal should be zero layoffs (you can of course still fire "for cause" IF you have a true problem employee). Avoid unions like the plague if at all possible as they are incompatible with the above, they look out _only_ for themselves, and to some small degree, workers, but not for the company as a whole. You want a culture where everyone across the company is in it together, NOT us-versus-them. You will be richly rewarded if you can succeed at that. In hard times employees will band together and be willing to accept less compensation and go the extra mile because they know when times are good you'll return the favor, the company looks out for its own. There's a huge benefit to being a private company in that respect because there's less pressure from greedy shareholders for short-term quarterly profits.
I know a few people who encountered this at Google. They found that it was absolutely lethal to team morale, because by definition it was actively harmful to you to help other people who report to the same manager; people worked around this at least some by forming teams of people reporting to different managers. But basically, of the people I know who work at Google, roughly 0% think the HR and staffing policies are reasonable, and I know more than one person who is being massively underemployed because of an arbitrary checklist of things that they have to do before they can be moved into a role that would use their stellar skills.
This will be a bit garbled, because my memory is vague and I want to shuffle details to keep people from being identified, but basically, imagine that you have a usual progression of programming roles from entry-level to senior, say. And similarly for sysadmin, and so on. And you have someone who is currently working as a relatively entry-level sysadmin, who would be an excellent senior programmer. You can't move that person to the programmer job because they haven't met the checklist of items for mid-level sysadmin yet, therefore they can't be evaluated for a possible change in job responsibilities. So your options are (1) acquire some meaningless credentials to do with obsolete operating systems no one still cares about or (2) look for work elsewhere, but not (3) move to a job inside Google where you'd be incredibly valuable to the company.
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HR should be about compliance, benefits etc. They have (as a group) proven themselves incompetent to hires techs or engineers and should not even be involved with the hiring process.
I had the same job for many years, read a lot of resumes to fill many positions. Then I got laid off. One of my severance benefits was advice on resume building and such, which I had not done in decades. I was pretty surprised to find that the modern scientific resume has to pass an HR filter before a scientist even sees it.
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