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I think we'd mostly agree. Though, I'd note that it's not just a consequence of some people having limited aspirations. If you're interested in working with goo

I think we'd mostly agree. Though, I'd note that it's not just a consequence of some people having limited aspirations. If you're interested in working with good people, you should be coaching your staff to develop their skills. That process makes it fairly apparent to you who's a good performer and who isn't, and who wants to improve and who doesn't. If someone's getting to fifteen years, for example, and only then discovering that they've got to make cuts and don't know who to keep. Jesus Christ. That almost implies that they've made no investment, beyond money, in that relationship whatsoever. Which, considering people are expensive, is a bit like saying they've spent fifteen years burning the company's money.

seanmcdirmid 11y ago
Most big corps are exactly like that though: they don't really invest in their people beyond the paycheck, they sort of go with the flow until something traumatic happens and they need to cut people. What is even worse is that the high performers get tired of the flow and will simply leave, leaving behind what is more likely to be dead weight. Much of the performance management regimes that come from HR are to avoid these problems, but it really takes good people managers with continuous clear goals from above...and good luck with that! Frankly, it's amazing that the system works at all.