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Examples of Companies who switched from BELL Curve & Reasons why they switched
After a clutch of global giants, including Microsoft and Adobe, decided to kiss the bell curve goodbye
over the past year, back home Infosys, the country's second largest technology services company, too is
rethinking this statistical model as a tool to rate its 150,000-plus employees. Microsoft abandoned the
practice in 2013. Adobe, Juniper and Kelly Services did it even before that.
Says Srikantan Moorthy, senior vice-president, group HR, Infosys: "Performance rating will evolve in the
next 1-2 years. What it will transform into is difficult to say. The industry needs tools that take into
account individual contribution rather than just relative performance. The bell curve creates dissonance as
it limits the number of high performers."
Internet companies Google, Twitter and LinkedIn do not use the bell curve and a bunch of Indian start-ups
has taken a leaf out of their book.
However, GE, the pioneer of the bell curve, has loosened its hold on the curve, being more liberal in how
it assesses employees. Microsoft and Adobe Systems decided to end all ratings and put in place a system
that focuses on teamwork, collaboration, timely feedback, giving more flexibility to managers to hand out
rewards as they see fit.
Their move away from the bell curve was for reasons spanning too much focus on individual performance
(rather than team effort), unwanted internal competition, office politics and its propensity to discourage
employees from sharing resources and information with peers. Many internet era companies see the curve
as less relevant to meet demands of the knowledge workers.
A mid-tier software company has replaced the bell-curve with the performance-curve based on the long
tail method. The aim is to identify, reward and develop skills in hyper-high performers, high performers,
potential high performers, and so on till one reaches the end of the tail.
The difference being that employees are not compared against each other and there is no cap on the
number of people who can fall within a particular segment.
Leading organizations are scrapping the annual evaluation cycle and replacing it with ongoing feedback
and coaching designed to promote continuous employee development.
required grade an employee must receive in order for the performance appraisal to be considered a
success. Those that do not make the grade are often put on a performance improvement plan. This method
is viewed by some management theorists as an egalitarian way of measuring individual performance.