It might be considered inherently unfair to compete just to retain a job you were hired for, if you are doing it adequately.Īs stack ranking has fallen out of favor, what are some other things that can be considered? It doesn’t consider some teams might be better, and significantly so, than other teams, Teams that are too small don’t have enough members for proper statistical dispersion. Problems with this approach, and particularly applying it to people just to be able to keep their jobs, are legion and, as such, already covered but some quick examples include: The thinking is that each team must have members that fit on a typical bell curve and that you can simply prune the lowest ranking member(s) and keep the human resources ecosystem healthy and over-achieving. 1īut how can we deal with the Peter Principle without the ranks of “dead enders” growing in the company?Ī few years back, stack ranking, as one solution to the Peter Principle problem, was all in vogue. The concept was elucidated in the 1969 book The Peter Principle by Peter and Raymond Hull. In other words, an employee is promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not necessarily translate to another. Peter, which observes that people in a hierarchy tend to rise to their “level of incompetence”. The Peter principle is a concept in management developed by Laurence J. ![]() This concept is often described at the Peter Principle For whatever reason, even if there are growth slots available, not everyone will move up and instead some will ultimately hit their career ceiling aka plateau. ![]() Some lack the motivation, some the potential and others endurance to continually progress. The trouble is that not everyone can or will do more. ![]() No matter what your position, unless perhaps you work for the post office, typically you are required to do more to earn a promotion, not just do your job long longer.
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