What is forced division?

, also known as forced evaluation, is forced to distribute the evaluation process that can be used to assess the performance of employees. The system details are usually maintained very simple, while evaluating or evaluation is performed by managers and supervisors usually limited to classifying the function of an employee in one of the three categories. Those who are assessed near the top of the scale are often considered ideal for possible promotion, while the vast majority is considered adequate to contemporary roles, but at present they are unlikely to be entitled to promotion. A small percentage of the evaluated ones will be considered low artists and can be recommended for remedial training to continue employment.

The exact structure of the forced division will vary somewhat depending on how the employer decides to follow the evaluation of employees. Some use a control list of tharseCalling managers and supervisors evaluate employees of the score of excellent, diameter or bad for each line item on the list. Some assign a numeric value for each of these three levels, allowing the total amounts at the end of the list, dividing the number of row items and deciding where the pending order is worth it. Usually the first ten percent are those weighted that they are excellent in their work and are likely to be considered to be promoted. About 80% of the employee base will be considered competent in what they do and will probably remain employed in their current positions or transferred to a position that is considered lateral in the company's organization. The lower ten percent are those who do not perform basic standards and are most likely to either be released or included in some remedial program in an effort to save a working relationship.

While the concept of forced distribution or series is commonly used, there is a certain diCourse regarding the use of this method of evaluating the benefits of employees. One of the common objection is that the simplicity of the evaluation process is somewhat subjective, because supervisors or managers can focus on the problems that have occurred in employees rather than objectively consider all actions of these employees. Other times, there may be stirring circumstances that make it easy for employees to fit in one of the three basic categories, creating a situation in which supervisors can be forced to include employees in a certain category, even if there are certain reservations.

One of the benefits of the approach of forced division is that in some employment situations it works very well, especially if the corporate culture includes clear criteria for each position in the organization and it is possible to rely mainly on statistics and create assessments. For example, if an employee's evaluation process in a textile plant focuses on elements such as the number of units produced forAn hour of work, the accuracy of this employee and its ability to perform other tasks that are easily measured, a method of forced division is more likely to create a fair evaluation for this employee. In situations that are smoother, for example in an office environment where employees can be invited to cover a number of constantly changing tasks, this approach is likely to be more subjective and may or may not indicate the value of an employee for the company.