> For example, I once rated all my employees as "superior," and for good reason: They were the most productive team in the plant. HR kicked my evaluations back

> For example, I once rated all my employees as "superior," and for good reason: They were the most productive team in the plant. HR kicked my evaluations back and said I needed to distribute my evaluations more "fairly." "Fairly," of course, meant "bell curve." That caused a few outstanding employees to be undervalued and, as a result, under-rewarded. Since pay was tied to evaluation ratings, they didn't get the raises they deserved. Or the opportunities. If you're ever in this management situation, you can try working the problem up the chain. (At least your own immediate manager, or possibly up and sideways, if you're empowered to do that.) One of the times I did something like that, for a peer who was undervalued, and who'd confided how upset they were at the runaround they were getting. The person who could fix the situation was an exec 2-3 levels up. Since I was allowed to interface throughout the company on some things, I went and explained the situation to the exec, and something about the impact of this person. The exec agreed, and quickly unblocked HR and management to fix it.