Цитата:
Сообщение от
mazzy
Статейка очень поверхностная, не говоря уже о том, что все ее содержимое - "показания с чужих слов". Более подробно эта тема раскрыта, к примеру, в книге
I. M. Wright's "Hard Code", а также в
одноименном блоге автора книги, который проработал в Microsoft порядка 18 лет, а не просто где-то там что-то слышал. К примеру,
Out of calibration:
Цитата:
It’s calibration time at Microsoft. Time for managers to rank everyone in your peer group (same discipline, same career stage, same division) into five (and a half) ranges: the top 20 percent (and top 5 percent), the near top 20 percent, the middle 40 percent, the lower 13 percent, and the bottom 7 percent.
Engineers hate calibration because it’s not fair to great teams, in which everyone deserves high ratings, and because it discourages teamwork, since team members compete against each other for rewards. Managers hate calibration because it forces them to make hard choices, it punishes them for having a great team while rewarding their peers for having poor teams, and it creates uncomfortable conversations with their employees.
Well, I love calibration. That’s right, I love it! You weenies and whiners can go join some puritan, petite startup, while I count our billions and continue working with a top-notch staff. Hey, I’m huge on rewarding strong teams and teamwork. The fact that you think calibration discourages teamwork shows your ignorance. It’s time you got a clue.
There are teams and then there are divisions. They are not the same. A division has thousands of engineers. A team has between one and 12. You are calibrated against your peers in your division, not your team. Yes, the few engineers on your team that are in your discipline career stage are among the hundreds in your calibration group. So what? That’s rounding error. You’re not competing against your teammates—you’re being compared across your division.
A common concern is, “Instead of rating teams against their results, we’re rating engineers against each other! Doesn’t that discourage teamwork?” No, it doesn’t. Remember, you’re compared against all the engineers in your discipline and career stage across your division—not just the few on your team. If you and your teammates perform better than others in your division because you collaborate well, then you and your teammates will rank higher.
Don’t get me wrong—managers can certainly use calibration to create a competitive environment within their teams, making them dysfunctional. But managers can create competitive, dysfunctional environments any number of ways.
Calibration doesn’t discourage teamwork. However, calibration does have a message for employees—Microsoft pays for performance. If you are not performing as well as other engineers in your discipline at your career stage, then you will not be paid as well as your peers. If you perform better than other engineers in your discipline at your career stage, then you will be paid extra —sometimes a great deal extra.