Because they show up consistently, it’s possible to be prepared for them, rather than being caught by surprise. Since surprise is the cardinal sin of performance management, they often create a bunch of trouble for managers earlier in their career, and hopefully these notes will help you navigate these confusing waters!
Propose a set ofclear goalsto your manager, and iterate together towards an explicit agreement on the expectations to hit the designation you’re aiming for. The goals need to be ambitious enough that your manager can successfully pitch the difficulty to their peers during calibration. If your manager is pushing back on your goals' ambition, that is probably their way of saying they think their peers will challenge their difficulty. That doesn’t mean your plan isn’t difficult enough–it may well be very appropriate–but it does mean you’ll have to work to help them be able to explain why the goals are appropriate.
山雀塔特。Calibrations systems without strong process and fair referees can degrade into tit-for-tat favor trading. It’s exceedingly rare to see active collusion during calibration, rather the most common case occurs when folks are silent instead of raising concerns. This silence may seem benign, but it isn’t: it pushes all responsibility for consistent outcomes onto individuals refereeing the calibration process.
Encouraging engagement requires the calibration referee to model the behavior, but more importantly depends on建立心理安全和信任across the folks who are calibrating together.
级别扩展。As a company ages, it will inevitable add levels to support career progression. This happens even if a company remains the same size, and is primarily driven by company age, not size. This is frequently driven by a small cohort of the highest level folks.
如果公司遇到特别频繁级别扩展, it is usually a sign that progression, compensation or recognition has been overly-tied to your level system, and you should identify mechanisms to reduce pressure on leveling. Training and education are useful here, as is getting more在分配重要项目方面的结构。
水平漂移。Because级别扩展is typically driven more by the need for career progression than by the introduction of objectively distinct accomplishment, levels added at the top create downward pressure on existing levels. Expectations at a given level decrease over time.
Opening of the gates。The combination of级别扩展和水平漂移导致周期性的爆发，其中人们在一起交叉水平边界。这频繁地发生在级别扩展后的最高级别，一个或两个周期。
职业水平。对于每一个角色，将建立给定级别职业水平, and most folks are not expected to progress beyond that level. Over time, this often leads to职业水平clustering，正常分布以职业水平为中心，而不是在中间级别的分配的典型目标。
Time at level limits。Folks who haven’t yet reached职业水平预计将以一致的步伐迈向职业水平。通常用作绩效管理似乎合适但不发生的情况的止回器。我的经验是大多数公司都有时间级限制，但是有许多其他方法可以实现相同的目标：作为整体系统的一部分有用，但在许多配置中没有必要。我发现的唯一有点重要的是在这里的应用程序是一致的。
水平分裂。随着时间的推移，这是常见的职业水平去体验水平漂移, leading to increasingly distinct clusters of folks who reached career level at its highest expectations and folks who have reached it recently. Given the greatly elevated expectations beyond the career level, upward mobility remains evasive. Many companies decide to perform a水平分裂：将职业水平分成两半。
This allows the distinct cohorts to inhabit distinct levels, and extends the runway of career progression for most employees. Less obviously, the split tends to solidify the moat guarding access to post-career levels. The extended moat doesn’t catch the folks right on the border, it’s easy to handle them properly, but it absolutely does slow the progression for the cohort who were about a year away from changing levels.
危机名称。或者，保留驱动的名称。Sometimes companies find themselves in a difficult situation, where they have key individuals or even key teams that they consider to be at risk, and one of the tools for addressing the situation is to recognize their importance through elevated performance designations. This are intended as temporary, but tend to reset expectations permanently in ways that sacrifice long-term usefulness of the performance system to manage through short-term difficulty. Sometimes stuff gets real hard, and if that’s the case, then use the tools at your disposal, but generally try to avoid doing this if possible.