Forced ranking boon or bane
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This case flyer enables a discussion on the topic of ‘Forced Ranking System’ as propounded by the legendary Jack Welch at GE during late 1980s. Considered as a mixed measure of Performance Management Systems (PMS), the case flyer suggests that a great deal of precaution is essential before implementing any such system. The case flyer revolves around the introduction of forced ranking system as a performance management system at Yahoo! by Marissa Mayer, its new CEO. In coherence with the accompanying article1, the case flyer discusses the repercussions of forced ranking system in an organization and debates if forced ranking system even truly evaluates human resources as it is believed that employee performance does not follow a bell curve. The case flyer finds application in teaching the concept of ‘performance evaluation’ in Organizational Behavior Course. URL: http://www.etcases.com/forced-ranking-boon-or-bane.html
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This document discusses forced ranking and performance management. It provides details on a knowledge seminar submitted by group C9 including names and student numbers. It then summarizes Jack Welch's forced ranking method of categorizing employees into top 20%, middle 70% and bottom 10% groups. The document discusses debates around the ethics of forced ranking and provides perspectives on how it can be a useful tool when used appropriately and periodically to supplement traditional performance reviews. It notes challenges that can arise and provides suggestions on training managers, criteria for rankings, communication and using results for talent development.
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Welcome to Performance Management. In this lesson, we will be discussing forced rankings: Pros, cons, and practices.
Please go to the next slide.
2
Objectives
Upon completion of this lesson, you will be able to:
Evaluate the concept of a forced ranking performance evaluation system.
Please go to the next slide.
3
Supporting Topics
Specifically, we will discuss the following topics:
Pros and cons of a forced rating system;
Legal considerations of a forced rating system; and,
Implementing a forced rating system
Please go to the next slide.
4
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It appears forced ranking usage is infrequent among organizations, according to a 2005 survey conducted by the Society for Human Resource Management. Of the 330 respondents, only 43 indicated their organization used a force ranking system, and only two indicated that their organization’s forced ranking approach resulted in terminations.
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Please go to the next slide.
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Please go to the next slide.
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This caselet's purpose is to introduce the participants/students to the concepts of Isoquants (the Production Function), Returns to Scale/Law of Variable Proportions and Economies and Diseconomies of Scale, through the workforce productivity dilemma faced by RK Constructions (RKC). RKC, an upcoming construction company based out of Hyderabad (India) enlisted the services of skilled migrant workers to tide over the shortage of workforce and to bolster the productivity as several industry experts suggested to Ravi Kumar (Ravi), Founder and CEO of RKC. However, Ravi is grappled with a new problem arising out of engaging the migrant workers...
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The case study details the situation faced by Emerging Market Projects Department of Robert Bosch Engineering and Business Solutions India (RBEI), India in January 2014. RBEI, one of the Bosch group's subsidiaries in India, was established in 1998 at Bangalore, India. In 2004, RBEI had been tasked with designing and engineering mechatronic automotive products tailored specifically to meet the needs of emerging economies. Operations were integrated with two other Bosch entities, one which manufactured its engineered products and another unit which was in charge of regional coordination and external sales of the product.
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This case flyer and the accompanying article1 can be used to introduce the participants/students to the concepts of Law of Demand, Law of Supply and the elusive equilibrium between demand and supply. Presented through an intriguing, yet quite prevalent phenomenon, this case flyer debates on the high price differentials for a Hepatitis-C drug, Sovaldi. Produced by Gilead, while Sovaldi is sold at $84,000 for a 12-week treatment in the US, the same drug is available at $1000 in India. Mylan Pharmaceuticals - one of the five Indian generic drug manufacturers allowed to manufacture and distribute Sovaldi in India - makes it available at $1000. Enamored with huge price differentials, customers like Greg Jefferys from Australia, travel all the way to India for treatment. All at a total cost of $3000 which includes travel, boarding and lodging during the treatment. What explains this spiraling price differential? How can there ever be equilibrium between demand for and supply of Sovaldi? Can there be an equilibrium market clearance price?
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5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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7:个人信誉贷款加10分
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1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
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Forced ranking boon or bane
- 1. FORCED RANKING: BOON OR BANE? This case flyer enables a discussion on the topic of ‘Forced Ranking System’ as propounded by the legendary JackWelch at GE during late 1980s. Considered as a mixed measure of Performance Management Systems (PMS), the case flyer suggests that a great deal of precaution is essential before implementing any such system.The case flyer revolves around the introduction of forced ranking system as a performance management system at Yahoo! by Marissa Mayer, its new CEO. In coherence with the accompanying article1 , the case flyer discusses the repercussions of forced ranking system in an organization and debates if forced ranking system even truly evaluates human resources as it is believed that employee performance does not follow a bell curve. The case flyer finds application in teaching the concept of ‘performance evaluation’ in Organizational Behavior Course. Pedagogical Objectives • To understand the concept of performance evaluation and to analyze various Performance Management Systems (PMSs) • To debate on the fallout of forced ranking on human resources in an organization ABSTRACT © www.etcases.com 1 Joshua Brustein, “Yahoo’s Latest HR Disaster: Ranking Workers on A Curve”, The EconomicTimes, November 15th 2013