Here's a real-life situation that I'll bet is getting played out in more than one company:
1. Company X identifies a legitimate need to reduce headcount
3. It is announced that retention decisions will be made based upon performance
4. It is then discovered that the "C" players (as well as others), many of whom have been with the organization since the first Reagan administration haven't received a written performance review since then, either.
5. All of those newly-identified low performers have also received regular pay raises over the years.
Ooops. I'm From Legal: Don't Do This.
- No performance review means no supporting written documentation,
- Regular pay raises imply satisfaction with performance.
The result? Your corporate legal eagles tell you that, absent defensible data, your downsizing will be done based on seniority--with the newest hires leaving first, regardless of performance.
If your organization hasn't demanded regular performance feedback and documentation, I hope this will cause all of that to change. In addition to the positive developmental aspect, having the data can protect your from what happened to the above organization:
1. Needing to manage lean in tough times.
2. Needing the very best people to do that.
3. Seeing some of the best people laid off while some of the lowest performers remain, hindering the ability to survive and hopefully thrive.
What's happening in your organization?