Ask HN: What does performance management look like at your company?

Getting promoted has very little to do with the role profiles of the above grade but instead involves doing some menial task, for example I knew a guy who was a total manchild and would smash the keyboard, groan and hide in the toilet if he encountered some difficult code, he would also never ask for help but because he did support he got promoted.

Also there's a limited number of slots, so you could meet the criteria of the above grade go through the process and still not get promoted. We basically lose all our developers after 2-3 years and most projects are composed of contractors. people who can't leave before 2 years and mediocre developers who are promoted way beyond their means and aren't good enough to work at other companies.

The worst thing is our clients usually have a high opinion of us so our competitors must be even worst.

However, it really meant you were scored as either 3 or 4 as "nobody is a five and if you were a one or two you wouldn't be here anymore". My manager and I did agree it was a silly system so we settled on me being a 4 and I set everyone who reported to me as all 4s - even though they all deserved 5s.

As a developer of internal web apps, it is apparent what I must do next to serve my users, in the next week, month, quarter, year --- I have a long to-do list! It is also apparent what I must do to serve my team, in the next week, month, quarter, year. (I get rave reviews from both, unsolicited.)

The goals that cascade from the executives are laughably vague and obvious: cut costs, increase revenue, reduce maintenance, get to the root of recurring problems, please the customer (of course they phrase those things with your typical multisyllabic jargon). So what the process ends up being is taking my goals that I have already got and writing them down in another place (a shockingly flimsy and probably expensive web application they bought from a vendor) using certain words that they like. It is a total waste of money and time (which, ironically, is counter to at least two of their supreme goals).

Let me be clear. While it is theoretically possible that the executives know of a problem or need at the company that I don't, and when they share their company-wide goals it would be news to me, this has never happened. There has never been a time when the yearly goals come out and I say, "Oh, well, now that you put it that way . . . "

On the other hand, I must be above average, because there exist many at my company who, left to themselves, would sit around and do nothing, or worse. Presumably this whole ceremony is in reaction to their behavior. In my opinion, such people should be fired, not babysat.