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Were the decision roles, process, and time frame respected? 7. Were the decisions based on appropriate facts? 8. To the extent that there were divergent facts or opinions, was it clear who had the D? 9. Were the decision makers at the appropriate level in the company? 10. Did the organization’s measures and incentives encourage the people involved to make the right decisions? ings. The timetable left little margin for error: The company started tooling up factories in April and June of 2004, hoping to be ready for the Christmas season.

Or regulatory compliance or the heads of units whose operations will be significantly affected by the decision. People with input responsibilities are consulted about the recommendation. Their role is to provide the relevant facts that are the basis of any good decision: How practical is the proposal? Can manufacturing accommodate the design change? Where there’s dissent or contrasting views, it’s important to get these people to the table at the right time. The recommender has no obligation to act on the input he or she receives but is expected to take it into account – particularly since the people who provide input are generally among those who must implement 55 YEL MAG CYAN BLACK Recommend >> People in this role are responsible DECISION MAKING a decision.

That makes it clear how to compile relevant evidence. And so we do that here, raising a question that many companies have faced in recent years: Should we adopt forced ranking of our employees? The question refers to what General Electric more formally calls a forced-curve performance-ranking system. It’s a talent management approach in which the performance levels of individuals are plotted along a bell curve. Depending on their position on the curve, employees fall into groups, with perhaps the top 20%, the so-called A players, being given ies that demonstrate the net negative effects of ending social promotion (versus no careful studies that find positive effects).

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