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Use when designing, auditing, or migrating a performance management system — covers cycles, ratings, separation of conversations, and stage fit.
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Basado en la clasificación ocupacional SOC
Use when designing or applying progressive discipline — covers the escalating sequence, documentation, gross misconduct exceptions, and consistency.
Use when conducting or scoping workplace investigations — covers intake, scope, interview protocols, evidence, findings, and outcomes.
Use when auditing or designing the candidate's journey — covers communication, time, transparency, and the link between candidate experience and employer brand.
Use when designing career frameworks, level rubrics, IC and management track parity, and promotion processes.
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| name | performance-management-systems |
| description | Use when designing, auditing, or migrating a performance management system — covers cycles, ratings, separation of conversations, and stage fit. |
Bock's central insight from Work Rules!: performance, compensation, and development are three different conversations. Conflating them forces comp to crowd out development. Separate them in calendar and in process.
| Headcount | Cycle | Format |
|---|---|---|
| <30 | Ongoing 1:1s; no formal | Quarterly check-ins |
| 30–80 | Annual lightweight | Single rating; informal calibration |
| 80–250 | Annual or semiannual | Calibrated; structured ratings |
| 250–1000 | Annual or semiannual | Calibrated panels; multi-input |
| 1000+ | Semiannual | Full enterprise: bench reviews, succession |
Don't impose annual reviews at 30 people. Don't leave 500-person companies with 1:1 vibes only.
4-point (recommended): Below / Meets / Strongly Meets / Exceeds. Forces meaningful discrimination.
5-point with neutral middle: most ratings land at 3; information-poor.
9-box (performance × potential): avoid for performance ratings; conflates two different things; "low potential" labels stick.
Forced distribution: high cost, mixed evidence; can corrode collaboration. Default: don't force, but watch for severe skew (90% "exceeds" suggests inflation).
Calibration is not "making everyone agree." It's ensuring consistency in how rubrics are applied across managers.
Performance is one input to comp; not the only input.
Avoid lockstep formulas (rating × multiplier):
Do:
Honest only if there's a real path to success.
Honest PIP:
Theatrical PIP (avoid):
Theatrical PIPs corrode trust company-wide.
When fixing a broken system:
Don't redesign everything at once. Sequence change.
career-leveling skill — Level rubrics anchor ratingsperformance-calibration skill — Calibration mechanicsfeedback-frameworks skill — Ongoing feedbackcompensation-philosophy skill — Comp linkage