This HBR Case Study incorporates both the case and the commentary. For instructing purposes, this reproduction is likewise accessible in two different forms: case study only, republished as R1107X, and only commentary, R1107Z. How would you diminish headcount when just about everybody gets the same scores on execution audits? HR VP Nils Ekdahl faces that question at Circale Corporation, an anecdotal electronic-segments wholesaler that has recently finished a progression of acquisitions. Ekdahl needs to make the work force cuts equitably, however the organization's new execution audit framework yields baffling results: On a five-point scale, for all intents and purposes each representative gets a 4 or 5 on every measurement. So Ekdahl trains chiefs to re-try the assessments, lets them know they're not permitted to give just 4s and 5s, and requires a normal score of 3 over every administrator's immediate reports. This time the scores in reality normal 3, however they are about all 3s. Grade pressure at the highest point of the scale has just moved to the center. Should Ekdahl start yet another round of execution surveys or manage with the information he has? The creators of this fictionalized case are Brian J. Lobby and Andrew Wasynczuk, both of Harvard Business School. Master critique originates from John Berisford, as of now of The McGraw-Hill Companies and once in the past of Pepsi Beverages, and from Stephen P. Kaufman, as of now of Harvard Business School and earlier of Arrow Electronics (the organization whose execution survey framework was the seed for this case). HBR's perusers likewise say something.
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