No one likes performance reviews, and one reason is that we've seemingly locked ourselves into a doctrine of numerical rankings. Your company might not be as extreme as Jack Welch’s GE, which famously relied on forced rankings to cull weaker managers (a system still in use by more than half of Fortune 500 firms as of 2012), but chances are your company has given you a number that puts you in a specific spot on the employee continuum. There must be a better way, and strategy+business turns to neuroscience to figure out what that is.
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