An explicit focus in almost every area of HR is getting, developing, growing, and keeping top performers. The cream of the crop, the engaged, motivated and committed super star, showering discretionary effort wherever they go like flower petals.
And yet, we accept that performance distribution will look like this:
tvanguard.files.wordpress.com/2014/06/bell-curve.png?w=254&h=178" width="254" />
Or, if you agree with Josh Bersin, like this:
tvanguard.files.wordpress.com/2014/06/bersin-curve.png?w=355&h=195" width="355" />
Either way, it’s easy to grasp the basic logic that most people cannot be the best. The exceptional are by definition exceptions, and the majority will hover in and around the average point of a distribution curve. In any organization there will be a range of performers, and in comparison to one another there will be some superstars, a few bad apples, and then sandwiched in between these a big swath of employees who vary in their degree of competence and potential but are ‘pretty good’ performers. Meets expectations, 3/5 type folks. At organizations which are more successful at attracting, developing and retaining “top talent” these distribution curves aren’t different, because they are comparing people in relation to one another within the organization. Their average performers might be operating at a much more effective level than those of an organization which experiences obstacles in attracting “top talent”, but they are still average within their organization. Likewise, if you fire an organization’s poorest performers, you don’t cease to have poor performers, you just (theoretically anyway) raise the overall performance standard and the next poorest performers find themselves at the tail end of the curve. This is the basis of most prevailing performance management efforts.