Page No
Maths
7 Find the value of a hube
20
70
10
Answers
Answer:
70 hube
Step-by-step explanation:
make as brainleast
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Need to boost your team’s performance? The 20-70-10 rule has stood the test of time
Need to boost your team’s performance? The 20-70-10 rule has stood the test of time
July 11, 2016 • 24 Likes • 1 Comments
Andrea Backman
Andrea Backman
Chief Employability Officer at Strategic Education, Inc
This post is Part 1 of a 3 part series, please check back next week for Part 2.
For years, organizational effectiveness gurus have heralded the demise of the traditional performance appraisal. At best, critics claim, they’re a waste of time. At worst, they create resentment, mistakenly weed out some terrific employees, and diminish the motivation of people who would otherwise be star performers.
But what’s the alternative? Too many companies let laggards linger in their lower ranks, dragging down team performance and crippling the job prospects of these individuals when, inevitably, they’re let go and have to search for a new gig. Everyone benefits when a company uses an assessment framework that helps managers to deliver meaningful appraisals and make good personnel decisions.
Over the years, the use of one such framework, Jack Welch’s “differentiation system,” or the 20-70-10 rule, has resulted in both fierce criticism and huge praise. Critics who ineloquently dubbed the system “rank and yank” argue that the system results in pitting high performers against each other, and top talent is lost to other organizations. But applied correctly and with common sense, differentiation is actually the kindest, most pragmatic method for building a true meritocracy and boosting team performance.
At its core, differentiation is about transparency, coaching, and rewards. It hinges on open dialogue about an employee’s work and so they know where they stand at any given time—both qualitatively and quantitatively. Unsure about your future at a company? Not under differentiation.
In this method, each employee falls into one of three categories: 20 percent of employees are top performers, 70 percent of employees are average, and 10 percent of employees are underperforming. (Though, according to Jack, this distribution need not be "set in stone.") Through consistent coaching, employees in each of these categories have opportunities to ask questions, get advice, and learn how to improve.