Dear Liza
I have tried to work out your details in xl sheet
I have also shown the graph as it is then applied the Uniform distribution logic to make a bell curve
This may be of some help to you to start with It is easy to work on small n umbers in xl sheet For larger organisation with 10000 employees you need proper tools Minitab or other statistical tools are available. Latest HR Pacakages also carry these tools
Please see whether this is is of some use to you
Siva
From India, Chennai
368I have tried to work out your details in xl sheet
I have also shown the graph as it is then applied the Uniform distribution logic to make a bell curve
This may be of some help to you to start with It is easy to work on small n umbers in xl sheet For larger organisation with 10000 employees you need proper tools Minitab or other statistical tools are available. Latest HR Pacakages also carry these tools
Please see whether this is is of some use to you
Siva
From India, Chennai
Hi AJ and SIva,
Thanks for the awareness you guys have created for freshers like us. Now i am able to understand that organization follow MBO / BSC and Bell curve for their performance appraisal. I have few queries how does a organization fix up the objectives to its employees is it just based on organization objectives or any other subsidies added to it? Why do the organization follow graphic rating scale(0 to 10) and why not any other performance appraisal methods? Just please explain me with example so that will help me to connect to real situation. Hope to hear from you soon.
Thanks,
AJITHAA HASAN
From India, Madras
Thanks for the awareness you guys have created for freshers like us. Now i am able to understand that organization follow MBO / BSC and Bell curve for their performance appraisal. I have few queries how does a organization fix up the objectives to its employees is it just based on organization objectives or any other subsidies added to it? Why do the organization follow graphic rating scale(0 to 10) and why not any other performance appraisal methods? Just please explain me with example so that will help me to connect to real situation. Hope to hear from you soon.
Thanks,
AJITHAA HASAN
From India, Madras
Leaders, Some information on.. Bell Curve 360 Degree Appraisal Balance Score Card Performance Appraisal Handbook Hope this is helpful in some or the other ways :) regards - r o u l e t t e
From India, Mumbai
From India, Mumbai
MBO and bell curve are two separate issues. Use MBO to decide goals and measure performance against them. Then measure performance as meets expectations, exceeds expectations etc.
Bell curve is forced normalisation to redo the ratings of the people, and can be done on the basis of the MBO ratings. The number crunching part is easy, but do not agree with the bell curve in principle.
Any statistical measure requires large samples and careful analysis of variances, of significance of differences. In bell curve applied to PMS, you require all this and also require rational system of goal setting and objective appraisal. With due respect these conditions are rarely present in realily.
Bell curves can be demotivating and frustrating. If there are three people and they have achieved 105%, 110% and 115% of their respective targets, just to suit some HR manager's "system", the first fellow will be labled as C. The fellow will either quit or will not perform in the next cycle due to demotivation. If he quits, HR guys are happy because he was a low performer any ways, despite the fact that he exceeded your targets.
Dont go blindly into something. Understand what you are doing and the implications of it.
Hope this helps.
Regards,
Rajendra D. Aphale
B. Tech., MMS, AICWA, LL.B.
For Holistic Business Transformation
+91-98690 71521
Skype : rajendra.aphale
Linkedin : http://www.linkedin.com/in/rajendraaphale
Bell curve is forced normalisation to redo the ratings of the people, and can be done on the basis of the MBO ratings. The number crunching part is easy, but do not agree with the bell curve in principle.
Any statistical measure requires large samples and careful analysis of variances, of significance of differences. In bell curve applied to PMS, you require all this and also require rational system of goal setting and objective appraisal. With due respect these conditions are rarely present in realily.
Bell curves can be demotivating and frustrating. If there are three people and they have achieved 105%, 110% and 115% of their respective targets, just to suit some HR manager's "system", the first fellow will be labled as C. The fellow will either quit or will not perform in the next cycle due to demotivation. If he quits, HR guys are happy because he was a low performer any ways, despite the fact that he exceeded your targets.
Dont go blindly into something. Understand what you are doing and the implications of it.
Hope this helps.
Regards,
Rajendra D. Aphale
B. Tech., MMS, AICWA, LL.B.
For Holistic Business Transformation
+91-98690 71521
Skype : rajendra.aphale
Linkedin : http://www.linkedin.com/in/rajendraaphale
Dear Liz,
Have you ever tried a mix of competency based performance appriasal and the normal technical performance appraisal or MBO in the Hr lingo. Today most HR's are shifting to Competency based appraisals , as this gives the employee the oppurtunity to :
1. Understand where he currently stands
2. Understand where he needs to improve to get better appraised
Thus from an organization context you will see a dramatic rise in performance, and employees will feel a sense of belonging to the orgaization.
I will send you a mail on the system we deploy for our clients !!
Regards,
Ajay Venkatesh
From United States, Iowa City
Have you ever tried a mix of competency based performance appriasal and the normal technical performance appraisal or MBO in the Hr lingo. Today most HR's are shifting to Competency based appraisals , as this gives the employee the oppurtunity to :
1. Understand where he currently stands
2. Understand where he needs to improve to get better appraised
Thus from an organization context you will see a dramatic rise in performance, and employees will feel a sense of belonging to the orgaization.
I will send you a mail on the system we deploy for our clients !!
Regards,
Ajay Venkatesh
From United States, Iowa City
Hi..
can smbody please help me knw details about the induction that is happening in wipro, satyam and IBM??? its so very urgent.....cos these are very vital inputs for my project titled "training benchmarking"
if anybody out there could kindly help me please let me know, my ids are:
thanks
Regards
Aparna Nair
From India, Thiruvananthapuram
can smbody please help me knw details about the induction that is happening in wipro, satyam and IBM??? its so very urgent.....cos these are very vital inputs for my project titled "training benchmarking"
if anybody out there could kindly help me please let me know, my ids are:
thanks
Regards
Aparna Nair
From India, Thiruvananthapuram
As per Bell Curve only 10% are the Excellent Performers, 35% are Good Performers and 45%-Average Performers and balance 10% are poor performers. So If in a Dept suppose 10 People are there 1 - Excellent Performer 3 - Good Performer, 5 - Average performer and 1 - Poor performer...the curve would show automatically...you can have mbo and bell curve both to arrive at PMS.....we use both........
From United Kingdom
From United Kingdom
Hi Liz,
Bell curve, you can use it department and overall company wise example you are rating employees as Excellent, very good, good, average & poor, in these category you can do the bell curve like Excellent category only 10%, Very good- 20%, Good-50% Average - 15% and poor - 5%. This can be consolidated section, dept and company level. Rewards like bonus and increment may be linked to the merit rating.
Best regards,
Ashraf
Bell curve, you can use it department and overall company wise example you are rating employees as Excellent, very good, good, average & poor, in these category you can do the bell curve like Excellent category only 10%, Very good- 20%, Good-50% Average - 15% and poor - 5%. This can be consolidated section, dept and company level. Rewards like bonus and increment may be linked to the merit rating.
Best regards,
Ashraf
Hello Aj,
I was going thru ur posts........They are very interesting and informative indeed. Thanks for such wonderful posts.
But I am having some difficulty in understanding as to how I would create the Bell Curve Chart in Excel.
It would be good if you could just explain to me abt the statistical logic running at the background of it.
Thanks and regards,
AYona
From India, Delhi
I was going thru ur posts........They are very interesting and informative indeed. Thanks for such wonderful posts.
But I am having some difficulty in understanding as to how I would create the Bell Curve Chart in Excel.
It would be good if you could just explain to me abt the statistical logic running at the background of it.
Thanks and regards,
AYona
From India, Delhi
Hi,
Importance:
It is one of the best practice internationally
You can plan & control MP Cost as you will know %
High potential people are motivated through better reward
Clearly differentiate who is achieving target and exceeding target
Implication:
Employee - Motivated - Highly skiiled people who produce result get high reward Employee- Demotivated: % limiting the no. of people in each category and therefore with little difference in performance, employees are differenciated and appraised
In my experience, most of the employees are demotivated and complained about the bell curve
Managers: They are in a fix, to differentiate the level, especially if the team in small in nos. They are forced to do that and end up argument with employee and blam HR
Benefit: Managers can compare performance of each staff with evidence of achievements
HR: Role is very critical as you have to comply the policy and the same time you receive the appraisal with lot of variations.
A clear communication through meeting with LM will reduce our burden
Management: Control on cost, High rewards to limited no. of people, A clear policy on performance appraisal; Fair appraisal will reduce subjectivity
Best wishes,
Ashraf
Importance:
It is one of the best practice internationally
You can plan & control MP Cost as you will know %
High potential people are motivated through better reward
Clearly differentiate who is achieving target and exceeding target
Implication:
Employee - Motivated - Highly skiiled people who produce result get high reward Employee- Demotivated: % limiting the no. of people in each category and therefore with little difference in performance, employees are differenciated and appraised
In my experience, most of the employees are demotivated and complained about the bell curve
Managers: They are in a fix, to differentiate the level, especially if the team in small in nos. They are forced to do that and end up argument with employee and blam HR
Benefit: Managers can compare performance of each staff with evidence of achievements
HR: Role is very critical as you have to comply the policy and the same time you receive the appraisal with lot of variations.
A clear communication through meeting with LM will reduce our burden
Management: Control on cost, High rewards to limited no. of people, A clear policy on performance appraisal; Fair appraisal will reduce subjectivity
Best wishes,
Ashraf
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Create bell curve in XL.doc
Bell Curve.xls
Bell Curve Appraisal.pdf