List of Contributions

Jack, I don't want you to be too quick letting me off the hook here. I'm not trying to limit benchmarking to internal, or self benchmarks. Let's look at the typical performance appraisal: On a scale of 1-5, I want you to be at least a 3 to be acceptable, a 4 is better, and if a 5 you're a star employee. ...

Jack and Bala, (tongue in cheek here) let's see...Crosby advice: discard benchmarking, accept continuous improvement regiment. My definition of continuous improvement regimen: Establish a starting place, say current performance, (I'd call that a benchmark), then improve upon it. To improve ...

Gary, First, I'm not touting any kind of theory to support a position here but merely reflecting how I see practice; but let me take a stab at answering the second round of questions: snip: Can you explain to me how you see benchmarking via a performance appraisal as helping to drive future ...

Gary, The best rationale for any kind of performance appraisal, annual or otherwise, is the benchmarking analogy. This analogy is good at any level of analysis from individual through departments, business units, to the overall organizational level. It provides feedback. After two decades plus in ...