This may lead to a quantity-over-quality culture that may not be applicable in your business. Some roles don’t have accurate or consistent quantitative measurements, and some quantitative measurements don’t reflect the quality of work being done. Increased focus on quantitative performance measurements: Due to stack ranking’s statistical nature, managers must use more quantitative measurements to categorize employees.Managers can be just as human as anyone when it comes to overly subjective perceptions of employee contribution, and this can cause results that skew in certain directions regardless of real employee performance quality. However, this may not be true in many situations. Use of arbitrary performance metrics: A crucial part of the argument in favor of stack ranking is the notion that employee performance measurements are strictly objective.With that said, you should keep the following cons in mind: If anything, stack ranking can quickly fall apart in its effectiveness if used outside of highly segmented, large and bureaucratic organizations. On the other hand, stack ranking is prone to a number of notable weaknesses that make it far from ideal for just any kind of company or internal corporate culture. This can improve retention rates, especially among middle and top performers. Stronger company culture:Keeping employees accountable, valuing hard work and rewarding those who do perform well can promote a company culture focused on high achievement.This shows top- and mid-range performers that you value their hard work and are dedicated to making sure performance is recognized. Improved overall performance: When you effectively use a stack ranking system to find and address performance issues, you can establish a more specific measure of employee accountability.If an employee remains in the lower-performing category after training efforts, you’ll be able to decide between letting them go or moving them to a different team or role. More efficient hiring decisions:Seeing who the lower performers are can help you determine who needs additional training and support.Mid-range and low-range performers can then strive to be better performers and gain recognition. When these employees feel appreciated, they’re more likely to keep working hard to maintain or improve their performance. ![]()
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