Most HR data is bad data (2015)

This is why you need to structure your review process around objectively verifiable info as much as possible. Have clear areas of responsibility for each individual, such that you can readily evaluate what they accomplished and how well it&#x27;s working. They are responsible for a particular mission and set of objectives, and they either achieve them or they don&#x27;t.<p>This can&#x27;t work without individual ownership, which is antithetical to &quot;best practices&quot; at many places.

As a data scientist, this is one of those fuzzy subjective human problems that I just don’t think is going to be solved at all anytime soon.<p>My proposal is that we allow managers and reports to shift around much more fluidly to find a good “fit”. How to implement that? No idea.

<i>&gt; when I rate you, on anything, my rating reveals to the world far more about me than it does about you.</i><p>Perhaps there&#x27;s an approach where we tell an employee to rate everyone, and then use those values only as a self-assessment of the employee.

This needs a (2015). In the 9 years since this was written I haven&#x27;t seen that many attempts to do something different and these ideas are entrenched. Even newer companies that have the opportunity to do be different tend to fall back on these approaches once they hit the size that people management becomes a role.<p>My own experience has been that performance reviews really just end up being alignment reviews, which is it&#x27;s own sort of useful. I think this is possibly the most accurate signal one can expect out of these processes.

The article is talking about ratings for existing employees, but everything said applies equally well to interview scores for potential employees. If you have candidates being scored by different interviewers, more of the variation is due to the interviewers than the candidates.

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And don&#x27;t forget that brilliant &quot;HR says we can&#x27;t assign any fives, and only a handful of fours&quot; thumb on the scale.

I&#x27;m hardly surprised by this. Anyone who has had to put people into promote&#x2F;keep&#x2F;meh&#x2F;remove buckets is keenly aware how much gut feeling is involved

How about minimize how much anyone gets rated, and try to hire for, and structure incentives for, people motivated by:<p>* success of the company,<p>* success&#x2F;happiness of the team, and<p>* societally beneficial service<p>(I assume this works best if your company also genuinely has those values. But if it does, no sense using the disproven methodology of sociopathic companies.)

The author seems keenly unaware that all of this fake rigor in HR exists primarily so the company can <i>say</i> they have a process that is objective. This is not the same thing as <i>actually</i> having a process that&#x27;s objective.<p>More to the point, objectivity may not actually matter much because so much of how a team performs is down to how individuals within the team gel, and you can&#x27;t train someone into having a personality and work style that gels if they don&#x27;t. Your coworkers can learn to handle criticism but they can&#x27;t learn to be brash and assertive if it&#x27;s genuinely not in their personality.