| When the spiritual teacher and his
| |
| | me that all rocket scientists are
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| disciples began their evening meditation,
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| | earthlings like you and me. They wear
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| the cat who lived in the monastery made
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| | their pants just like we do, one leg at a
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| such noise that it distracted them. So
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| | time. If telling a rocket scientist or
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| the teacher ordered that the cat be tied
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| | any other professional his work
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| up during the evening practice.
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| | expectations is wrong, then P.E. is also
|
| Years later, when the teacher died, the
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| | wrong. If gauging the work of the person
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| cat continued to be tied up during the
| |
| | based on the expectations is wrong, then
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| meditation session. And when the cat
| |
| | certainly the incentive system is
|
| eventually died, another cat was brought
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| | insulting.Most Performance review
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| to the monastery and tied up. Centuries
| |
| | programs are copied from a Dilbertesque
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| later, learned descendants of the
| |
| | management book where the first stage is
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| spiritual teacher wrote scholarly
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| | an "anonymous" upward reviews, followed
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| treatises about the religious
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| | by optional "self-evaluation" forms.
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| significance of tying up a cat for
| |
| | Finally there is a numerical score, in
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| meditation practice.The traditional view
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| | lots of non-scalar categories like "works
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| in organizations has always been to link
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| | well with others", from 1-5, where the
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| Salaries and incentives to Performance.
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| | only possible scores were actually 3 or
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| And I wanted to question this tradition.
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| | 4.I fully agree that rating between 1-5
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| Every good company in this world has a
| |
| | or 1-100 is a silly thing. One of the
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| performance evaluation (P.E.) system.
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| | best things I like about the software
|
| Salaries are linked to this P.E. . Even
| |
| | industry is the fact that everything is
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| incentives such as extra training,
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| | represented in binary. i.e. 0 or 1. In my
|
| monetary bonuses, freebies are given to
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| | view all evaluations should be similar.
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| the best performers. Joel Spolsky
| |
| | The only two possible scores are 0 (no)
|
| confirmed my theory that P.E. should not
| |
| | or 1(yes).
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| be conducted.In April,2000 Joel wrote a
| |
| | e.g. How is his quality of code? - 0 if
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| beautiful article - Incentive Pay
| |
| | it is bad 1 if it is good.For many this
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| Considered Harmful. I visit Joel's site,
| |
| | concept may seem harsh. In my entire
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| joelonsoftware.com, regularly and love
| |
| | career I have seen that we either win or
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| reading his articles.
| |
| | loose. i.e. 1 or 0 is a reality of life.
|
| These are the main points highlighted in
| |
| | When I used to handle the sales in our
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| this wonderful article -Treating your
| |
| | company, many a times I had faced a
|
| rocket scientist employees as if they
| |
| | situation where Poornam/Bobcares would be
|
| were still in kindergarten is not an
| |
| | made to compete with 3 or 4 other
|
| isolated phenomenon. Almost every company
| |
| | providers. In the beginning I used to
|
| has some kind of incentive program that
| |
| | think "Oh, we just missed it. Our quote
|
| is insulting and demeaning.
| |
| | was second best, we did well". Then I
|
| Most Performance review programs are
| |
| | realized being second best does not allow
|
| copied from a Dilbertesque management
| |
| | us to grow or have the best people. One
|
| book where the first stage is an
| |
| | has to be win or loose.The system never
|
| "anonymous" upward reviews, followed by
| |
| | took into account the fact that people
|
| optional "self-evaluation" forms. Finally
| |
| | have different and unique talents, all of
|
| there is a numerical score, in lots of
| |
| | which are needed for a team to work well
|
| non-scalar categories like "works well
| |
| | such as a person who motivates everyone
|
| with others", from 1-5, where the only
| |
| | else when the going got tough or someone
|
| possible scores were actually 3 or 4.The
| |
| | who is incredibly insightful
|
| system never took into account the fact
| |
| | strategically.
|
| that people have different and unique
| |
| | Let's take the example of the Athletics
|
| talents, all of which are needed for a
| |
| | Coach again. Suppose he was training a
|
| team to work well such as a person who
| |
| | team for a 4x100 meters relay. Would it
|
| motivates everyone else when the going
| |
| | help if 3 were great sprinters and the
|
| got tough or someone who is incredibly
| |
| | forth was slow but did a great job by
|
| insightful strategically
| |
| | keeping the others happy by singing. I
|
| Negative reviews, obviously, have a
| |
| | guess that team would never make it to
|
| devastating effect on morale. In fact,
| |
| | the top. Maybe the coach could hire a
|
| giving somebody a review that is
| |
| | singer to keep them happy.It is true that
|
| positive, but not as positive as that
| |
| | gauging just one quality is bad. For
|
| person expected, also has a negative
| |
| | example if "lines of code" is the only
|
| effect on morale.The effect of reviews on
| |
| | criterion for judging a person then the
|
| morale is lopsided: while negative
| |
| | system is wrong not the concept. One has
|
| reviews hurt morale a lot, positive
| |
| | to review all the qualities that are
|
| reviews have no effect on morale or
| |
| | needed for the job.Negative reviews,
|
| productivity.
| |
| | obviously, have a devastating effect on
|
| Most people will be disappointed by
| |
| | morale. In fact, giving somebody a review
|
| their reviews because most people think
| |
| | that is positive, but not as positive as
|
| that they do pretty good work (even if
| |
| | that person expected, also has a negative
|
| they don't). It's just a little trick our
| |
| | effect on morale.The effect of reviews on
|
| minds play on us to keep life bearable.
| |
| | morale is lopsided: while negative
|
| Incentives (or bribes) simply can't work
| |
| | reviews hurt morale a lot, positive
|
| in the workplace. It leads to teamicide:
| |
| | reviews have no effect on morale or
|
| the inadvertent destruction of jelled
| |
| | productivity.
|
| teams.
| |
| | Most people will be disappointed by
|
| Giving somebody positive reinforcement
| |
| | their reviews because most people think
|
| (such as stupid company ceremonies where
| |
| | that they do pretty good work (even if
|
| people get plaques) implies that they
| |
| | they don't). It's just a little trick our
|
| only did it for the lucite plaque; it
| |
| | minds play on us to keep life bearable.
|
| implies that they are not independent
| |
| | Performance Evaluations would definitely
|
| enough to work unless they are going to
| |
| | make the under performers sad. They have
|
| get a cookie; and it's insulting and
| |
| | two choices - they can either quit or
|
| demeaning.
| |
| | improve. If they quit it is good for the
|
| For 5 years I believed very word of what
| |
| | organization. And if they improve it is
|
| Joel said. I even made sure that we do
| |
| | great for the organization as well as the
|
| not have any stupid company ceremonies or
| |
| | individual.Incentives (or bribes) simply
|
| have any performance evaluations in
| |
| | can't work in the workplace. It leads to
|
| Poornam. I even sat down to write why
| |
| | teamicide: the inadvertent destruction of
|
| Performance Evaluation and Incentives are
| |
| | jelled teams.
|
| bad. I was a lot like the learned
| |
| | Giving somebody positive reinforcement
|
| descendants of the spiritual teacher who
| |
| | (such as stupid company ceremonies where
|
| wrote scholarly treatises about the
| |
| | people get plaques) implies that they
|
| religious significance of tying up a cat
| |
| | only did it for the lucite plaque; it
|
| for meditation practice. I never
| |
| | implies that they are not independent
|
| questioned Joel's views.Today I firmly
| |
| | enough to work unless they are going to
|
| believe that Performance Evaluations is a
| |
| | get a cookie; and it's insulting and
|
| must and it must be linked to salaries
| |
| | demeaning.
|
| and incentives.Consider an Athletics
| |
| | I looked up in the dictionary and found
|
| Coach not timing his sprinters. He just
| |
| | out the meaning of the word -
|
| tells them to run everyday. It would be a
| |
| | Bribe.briben : payment made to a person
|
| matter of time before the sprinters would
| |
| | in a position of trust to corrupthis
|
| get tired and would stop running. So what
| |
| | judgment
|
| does he do. He sets the goal. If you are
| |
| | Bribe \Bribe\, v. i.1. To commit robbery
|
| a 100 meters sprinter then first and
| |
| | or theft. [Obs.][1913 Webster]2. To give
|
| foremost you are told that if you have to
| |
| | a bribe to a person; to pervert the
|
| be the best in the world you have to beat
| |
| | judgment orcorrupt the action of a person
|
| 9.78 seconds. i.e. first define the
| |
| | in a position of trust, bysome gift or
|
| target or set the expectations. Now the
| |
| | promise.[1913 Webster]Now is giving an
|
| coach starts to time the sprints and
| |
| | incentive a bribe. Definitely Not. No
|
| evaluates his technique, speed,
| |
| | organization gives an incentive for doing
|
| capability and so on. And after each
| |
| | an illegal work. Also, if incentives are
|
| evaluation the coach works out on ways to
| |
| | wrong then I guess even salaries should
|
| improve the performance further.
| |
| | be considered as a bribe. "You work and
|
| This is exactly why Performance
| |
| | for that work I'll give you money at the
|
| Evaluation should be done.Let's take
| |
| | end of the month ;-)".Incentives are
|
| another example. Consider an automobile
| |
| | given only to the best to perform better.
|
| company which makes cars. If they decide
| |
| | And the only only way to guage this
|
| to take out a new model and if it is a
| |
| | performance is by performance
|
| one bad car,even if they made a million
| |
| | evaluations.Many a times people do feel
|
| more in the same technique they would not
| |
| | that company ceremonies are stupid
|
| become the best car makers. They will
| |
| | because they get plaques. Well one reason
|
| however becomes experts in making bad
| |
| | for it the way the reward is seen. For
|
| cars. So what should they do. First, they
| |
| | many the plaque is just an object which
|
| define what a "Good Car" is. Then they
| |
| | does not cost a lot. I am sure if the
|
| make it and see how the customer reviews
| |
| | reward is a million dollars these same
|
| its performance. Based on this evaluation
| |
| | people would want company ceremonies very
|
| from the customers the Car Maker improves
| |
| | hour.
|
| upon the cars and slowly they become
| |
| | In the Olympics the top honor is just a
|
| experts.In Management there is a
| |
| | piece of money which anybody can buy.....
|
| beautiful concept called "PDCA" cycle
| |
| | But yet for many athletes an Olympic Gold
|
| Plan, Do, Check, Act. Performance
| |
| | is the very purpose of their
|
| evaluations work on similar systems and
| |
| | life.Amarjyoti Krishnan heads
|
| the target of an P.E. system is continual
| |
| | bobcares.com, a tech support company for
|
| improvement of the organization and the
| |
| | webhosts and ISPs. He is the co-founder
|
| individual.Most Performance Evaluation
| |
| | of Poornam Info Vision Ltd., a software
|
| Systems are based on this principle of
| |
| | and IT services company which specializes
|
| setting the expectations and then
| |
| | in Linux based solutions for Webhosts and
|
| evaluating the progress.Treating your
| |
| | ISPs. Poornam Info Vision is an ISO
|
| rocket scientist employees as if they
| |
| | 9001:2000 certified company with a team
|
| were still in kindergarten is not an
| |
| | of over 100 engineers.Amarjyoti is a
|
| isolated phenomenon. Almost every company
| |
| | Computer Engineer based in India and has
|
| has some kind of incentive program that
| |
| | over 7 years of experience in the hosting
|
| is insulting and demeaning.
| |
| | industry. He has spoken and written
|
| Even a Rocket Scientist needs to know
| |
| | extensively on the subject. His articles
|
| his expectations when he goes to work.
| |
| | have been published both online as well
|
| Infact a great rocket scientist once told
| |
| | as in print in magazines.
|
