The concept of bell curve was introduced in 1970s by Jack Welch, General Electric’s former executive to know the relative performance of employees working in his organization and it identified the four measuring standards to rate its employees like high level of energy, synching the employees goals towards the organisational goals, ability to take the decision, and the determination to take up and deliver the responsibilities within a stipulated time. It uses the law of averages or standard deviation. The centre of the curve depicts the majority of employees of the organization that fall under the category of average performers. The tail of the curve represents the underperformers and the top performers. Thus a bell curve divides its employees majorly into three categories dreadful competitors, stars or the hyper performers of the organisation and the rump the major lot of the organisation which lies in the middle.
根据该理论，由员工占20％的高性能人士贡献了80％的企业利润，其他人只贡献了剩下的20％在收入一代。通过比较员工进行类似类型的工作的表现来完成这种隔离。这些员工的百分比分布依赖于公司到公司。例如，在使用BELL曲线的组织中，可能存在80％的平均性能和10％最佳和最糟糕的表演者的约束。员工与其他员工进行比较，而不是分析自己的关键结果区域。然后，组织培养最好的员工和康复或放手最糟糕的员工。
图片：Pixabay.
该组织的最佳表演者对其目标有贡献。在组织中平均执行员工非常高，其存在确保不间断的工作流程。借助培训干预措施来丰富他们的技能并提高效率，他们的弱点是在乎。底部表演者是其性能不令人满意的人，并且需要对同行的表现进行重大改善。这些底部表演者有时会有机会改善或放手其他时间。
引入钟形曲线的背景则截然不同。在组织中工作的员工一代与现在的员工一代是不同的。从将员工视为生产要素的时代，到雇佣员工并使员工充分发挥其潜能，与组织一起成长的时代，已经发生了变化。据估计，到2020年，这些组织中大约50%的员工将是千禧一代。采用钟形曲线的组织认为绩效薪酬鼓励员工更加努力工作，追求卓越。压力达到一定的限度可以改善工作表现，但持续的压力会使员工士气低落。
优惠品
钟形曲线系统的出发点是促使员工在工作中表现卓越，并取得越来越多的成就。对于一个组织来说，留住优秀的员工并给予适当的奖励总是非常重要的。钟形曲线识别出组织中的顶级绩效者，并将他们与组织中的其他员工明显地隔离开来。这有助于员工和组织的成长。这种绩效考核方法有助于管理管理人员的宽松和严格的评级。不平衡的评级可能会阻碍组织的高绩效者。员工对特定工作的适宜性也可以通过这种方法来衡量，员工可以被安排在他们的强项和能力所在的工作中。钟形曲线还有助于了解员工的培训需求。
缺少
的确，绩效考核中的强制分配过于死板。根据许多组织的说法，钟形曲线代表了人类的表现和行为，但研究表明，人类的表现并不符合钟形曲线，因为该组织所采用的样本非常小，且高度倾斜。类似地，一项针对一些艺人、政客、大学生、职业运动员的调查发现，在不同的模拟环境中，相关行业的明星演员贡献很小。它迫使员工符合特定的等级，即使他们的表现可能不是这样。这导致了组织中员工士气的丧失。例如，一个员工可能完成了他的任务的100%，但如果另一个员工完成了他的任务的120%，那么前员工将被给予较低的评级。这描述了这些员工与执行相同任务的其他员工进行比较;他们不是基于他们自己的关键结果领域来评估的。这导致了组织中不健康的竞争，员工不相信合作。每个人都专注于实现自己的目标，而不是帮助他们的同事。 The implementation of bell curve in organizations promotes mediocrity. As the majority of employees of the organization fit in the segment of average performers, there is a latent satisfaction of employees to remain in that segment. One of the disadvantages of the bell curve is that this system is dependent on the supervisor or the senior of the employees. The seniors have to keep a record of the routine performance of the employees. This is a time consuming task but many supervisors do it just before the appraisal process and that is where the whole process goes ambiguous and erroneous. Paucity of time and sincerity on the part of the seniors lead to the failure of the bell curve in some of the organizations. In small organizations, there are already very few employees and the use of bell curve in appraisal leads to forceful fitment of employees performing satisfactorily into the category of poor performers. Moreover bell curve also adds to the company’s expenses both in terms of time and money in case the lower rating employees are not allowed to continue with the company. The company might not be able to recruit employees with the required skill set after laying off the poor performers. There is always a possibility of getting poor performers among the new hires. High attrition rates affect the reputation and the brand image of the company.
Bell Curve在员工的组织中是相关的，这些组织具有良好的评级，员工达到其要求的平均评分，并且不符合其要求的员工获得了差价。这在未来实现业务目标的业务中不会发生这种情况。在实现他们的业务目标上的组织发现很难评估已经实现了目标的员工，因为有员工已经实现了目标，而且因为它们的平均执行员工在曲线上被迫下来。
前方
Vuca的绩效管理（波动性，不确定性，复杂性和歧义）已经转变为员工的发展和绩效增强。许多技术组织最近脱离了这种性能评估。一些大名称包括kpmg，谷歌，微软，埃森哲和infosys。HCL Technologies这样的一些组织正在阶段的钟声曲线进行。其他一些组织，如塔塔咨询服务，雅虎，Tech Mahindra和Wipro仍然使用钟曲线进行绩效评估。一些行业专家认为，许多组织将逐渐远离钟曲线，因为它们可能会在大约两次评估周期后分析第一台搬运工。Hay集团有一份报告称，80％的技术客户正在寻找结束组织中铃曲线的可行性。他们已经迈向了更多基于反馈的绩效评估过程。这些组织重新设计了他们的流程，更加重视目标设定，并持续，并及时及时地反馈他们的员工。员工在今天的时代工作的员工的创新与合作焦点。 The use of bell curve and increased unhealthy competition among the employees would disrupt this very purpose and in turn lead to them working in silos. Also, the younger people who form a significant part of the current workforce require a quick feedback rather than waiting for a formal year end process of appraisal. The bell curve has caused more problems than easing out the process when it comes to measuring performance of the employees. The companies will continue to reward their top performers when it comes to differentiating performance but now it won’t be constrained by a number. The managers will have to become more accountable for the appraisal process. Time has come when there needs to be more than the existing three categories in terms of performance- top, average and bottom performers.
本文由新德里IMI的Suvayan Roy撰写
参考
https://www.linkedin.com/pulse/relevance-bell-curve-method-performance-appraisal-sivaram-subramaniam.
http://www.businesstoday.in/magazine/trends/debate-is-it-time-to-bid-adieu-to-the-bell-curve/story/222563.html
https://www.peoplematters.in/article/2013/02/04/talent- acquisition/from-whom-the-bell-curves/2493
