Imagine you have 100 employees and I ask you to graph them in terms of performance. Most likely your chart will look like a bell curve: A small percentage of high performers on the left, a few poor performers on the right, and a ton of average performers in the middle.
Yet as Laszlo Bock, the former Senior VP of People Operations at Google, writes in Work Rules: Insights from Inside Google That Will Transform How You Live and Lead:
Organizational researchers have shown, similar to the 80/20 rule, the majority of your company's output comes from a minority of "superstar" performers: What's known as a power-law distribution.
In performance terms, think of power-law distribution as a long tail of steadily lower performance. In visual terms, like this.
Yet the standard bell curve underpins most HR systems. According to Bock, that means many leaders "undervalue and under-rewarded their best people, without even knowing they are doing it.'
For example, I once rated all my employees as "superior," and for good reason: They were the most productive team in the plant. HR kicked my evaluations back and said I needed to distribute my evaluations more "fairly."
"Fairly," of course, meaning "bell curve."
That caused a few outstanding employees to be undervalued, and as a result under-rewarded. Since pay was tied to evaluation ratings, they didn't get the raises they deserved.
Or the attention.
Instead of focusing on what makes poor performers...
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