![]() Each year, the top 10% of employees are rewarded and the bottom 10% face the chopping block. This simply isn’t possible when companies implement a system such as Uber’s, as employees are in direct competition. Employees would be encouraged to assist one another in order to improve the company as a whole. In an ideal company, teamwork would be prioritised. But why, specifically, is Uber’s performance management system inadequate, and why should it consider a radical rehaul? For one worker to succeed, another employee has to fail ![]() Despite the fact that this company is incredibly young, originally founded in 2009, it appears to be behind the times and old-fashioned when it comes to performance management systems. Recently, news hit that American transportation network company Uber is still using the ‘rank and yank’ model. However, not all companies are quick to make the change. It is increasingly clear that ranking and forced ratings are, at best, futile, as suggested by Fortune, and at worst, a terrible dystopian nightmare akin to The Hunger Games, as pointed out by Business Insider. In 2016, Amazon put an end to their stack ranking system, following hot on the heels of other large companies such as General Electric - the company who famously created this performance ranking model in the first place. Morgan Chase demonstrated when it ditched annual reviews for ongoing performance discussions. Even the financial sector is slowly coming around, as J.P. They are instead favouring more forward-thinking approaches, like continuous performance management. There is a tidal wave of companies who are turning their backs on the yearly performance review and outmoded performance management practices, such as forced rankings and ratings. ![]() Read our new Performance Management Trends for 2017 article Uber’s refusal to abandon outdated performance management methods might cause it to crumble
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