The performance curve: A legacy model in modern disguise

A critique of modern performance management, exposing its flawed assumptions and hidden biases, while offering actionable insights for leaders to build fairer, more effective systems that align with their morals and modern organizational goals.

For decades, the performance curve has been a cornerstone of corporate performance management. Originally popularized during Jack Welch’s tenure at General Electric and later infamously implemented as Microsoft’s stack ranking, this approach to employee evaluation has faced significant backlash. Yet, despite being so controversial, the performance curve persists, now rebranded as a tool for fairness and objectivity. But is it?

This talk will critically examine the myths and realities of the performance curve in today’s corporate landscape. We’ll explore why its foundational assumptions – like the bell curve distribution of employee performance – are mathematically flawed, and how it fails to account for the diversity of roles, team dynamics, and organizational goals. Even when not strictly enforced, the performance curve often undermines its intended purpose, introducing subtle biases, distorting performance metrics, and eroding trust between managers and employees.

Whether you’re a line manager grappling with performance reviews or an executive shaping organizational policy, this talk will challenge your assumptions and provide actionable insights to foster a culture where employees and organizations can thrive.

Come prepared to rethink performance management and explore what’s possible when we leave outdated systems behind.

Key takeaways

• The history of the performance curve and its impact on how we do performance management.
• The unintended consequences of using performance curves, even in “flexible” implementations.
• Practical strategies for moving beyond outdated performance models to build systems that are equitable, transparent, and aligned with business outcomes.