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Forced Ranking: Making Performance Management Work |  |
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Forced Ranking: Making Performance Management Work | |
In this hands-on book, renowned performance management expert Dick Grote dispels common misperceptions about forced ranking and offers a clear-headed, convincing argument for why it should be a necessary part of any robust performance appraisal system. Based on extensive research, case studies, and consulting experience, the book provides a practical framework for developing a forced-ranking system that is fair, humane, and effective. From establishing appropriate guidelines to accurately categorizing employees, to managing A, B, and C talent differently, Grote shows how managers can use this tool to identify future leaders, give honest performance feedback, and grow the talent that matters most to the firm’s success.
Transforming a controversial management practice into a practical and powerful leadership-development tool, Forced Ranking will help organizations and their employees reach new heights of performance success.
作者简介 Dick Grote is Chairman and CEO of Grote Consulting Corporation in Dallas, Texas and the developer of the GROTEAPPROACHSM Web-based performance management system. He is also a popular speaker and consultant, has been a frequent commentator on workplace issues on NPR’s Morning Edition and is frequently cited in major newspapers and business publications (WSJ, Time, Fortune, etc.).
媒体推荐 "Organizational DNA for Strategic Innovation", an article adapted from the book, won the 2006 Accenture Award from CMR. -- California Management Review
专业书评 In such a slowly growing world, strategic innovation is critical to success. Govindarajan and Trimble offer concrete rules that managers can use to drive growth. Their emphasis on "theory focused planning" is a good fit with high-performance company culture. This book is a great addition to your toolkit. ?Jeffrey R. Immelt, CEO, General Electric Company
The slow-growth global economy creates opportunities for those who dare to innovate and experiment with new strategy concepts. Govindarajan and Trimble suggest a compelling approach for how to execute these concepts, backed by real-life examples. ?Ram Charan, coauthor, Execution and Confronting Reality
This book provides specific examples of the themes of forgetting, borrowing, and learning, highlighting them as key to innovation. Many companies get lost in the middle of the innovation process, but these authors show how to turn breakthrough ideas into breakthrough growth. ?John B. Menzer, President and CEO, Wal-Mart International
Ten Rules for Strategic Innovators makes a compelling case: In today?s complex marketplace, the survival of the fittest is determined by a company?s aggressive pursuit of growth?that is, creating, leveraging, managing, and sustaining it. Govindarajan and Trimble?s analysis shows just how vulnerable established companies are, and how they can avoid failure by unlocking themselves from a narrow and nostalgic business model. ?Robert L. Nardelli, Chairman, President & CEO, The Home Depot, Inc.
Strategic innovation is the major source of economic value creation for investors and for our society. Yet mature corporations often fail at this very important activity?not because of the lack of ideas but because of the lack of execution skills. Ten Rules for Strategic Innovators is a wonderful primer on how to execute and is a must-read for any senior executive interested in how to successfully grow and innovate. ?Glenn A. Britt, Chairman and CEO, Time Warner Cable, Inc.
Govindarajan and Trimble have produced an enormously important book! The challenges of building growth businesses inside existing organizations are well known; the solutions are not. In Ten Rules for Strategic Innovators the authors have combined solid theory, relevant case examples, and simple wisdom. . . . The notions of forgetting, borrowing, and learning will likely become major bases of logic in our organization. ?Leonard A. Schlesinger, Vice Chairman and Chief Operating Officer, Limited Brands, Inc.
