Mandatory performance distribution is a method to distribute the performance evaluation results of employees in different grades according to a certain proportion, such as 20% for grade A, 70% for grade B, and 10% for grade C. The purpose of this approach is to motivate employees to be more productive, while also saving the company on labor costs. However, for some grassroots programmer group leaders, this approach is a helpless and painful choice.
Xiao Wang, a front-end grassroots leader, is such a programmer team leader. He leads a team of more than 10 people and is responsible for the front-end development of one of the company's major projects. Every quarter, he has to rate the performance of his team members according to the company's requirements, and there must be two low-performing ones. This made it difficult for him because his team was a group of good and dedicated programmers, and everyone worked hard and nothing went wrong. Everyone is also very active in working overtime to catch up with projects, do sharing, refactor and optimize, develop and improve efficiency, and improve monitoring, but they still can't avoid being evaluated.
Xiao Wang said that if there is really something wrong, or the project is postponed due to personal ability, it is okay to say, everyone will admit it. But there will always be times when the team is very hard and there are no serious failures, and at this time, no one is convinced, so they can only find fault and magnify it. For example, a programmer's style is not standardized enough, or a programmer's documentation is not detailed enough, or a programmer's communication skills are not strong enough, and so on. These are subtle and even subjective judgments, but they are a key factor in determining the level of performance.
He knew that some team leaders would take turns to take turns taking risks of low performance to reduce the impact on individuals. He also sometimes does this, and even sometimes lowers himself for his own performance as a sign of fairness and sacrifice. But he said it wasn't a long-term solution, because the results of performance could affect employee compensation, promotions and even retention. Newcomers can't play, otherwise they may not be able to turn regular, those who have been assessed in the last quarter can't play, and continuous play may be optimized. The company only cares about the hard indicators, regardless of the actual situation of the project, anyway, it is the grassroots to give people: the grassroots to talk about performance. Such a system made him feel very unfair and powerless.
Xiao Wang said that he finally knew how those Internet black words were forced out, and he still missed the days when he only wrote **, and I would be assessed by the assessment, and I really didn't want to care about anything else. He likes to code, he likes to create, he likes to solve problems with his team, but he doesn't like to be forced to distribute, he doesn't like to give himself or others low performance, and he doesn't like to be bound by the company's KPIs. I hope that one day, there will be a more reasonable, more humane, and more respectful performance appraisal system for the value of employees.
On the whole, the performance appraisal system is a tool used by large Internet companies for personnel replacement and cost control, which has typical "first-class characteristics, and it is not easy to change." That's all for this article, what do you think about the mandatory distribution of performance? That's all for this article, if you like this article, welcome to like and collect it
February** Dynamic Incentive Program