Mediocrity drift: Difference between revisions
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{{a|hr|}}{{d|{{PAGENAME}}|/ˌmiːdɪˈɒkrɪti drɪft/|n}}A curious, unintended, negative feedback loop of lazy [[human capital management]]. | {{a|hr|}}{{d|{{PAGENAME}}|/ˌmiːdɪˈɒkrɪti drɪft/|n}}A curious, unintended, negative feedback loop of lazy [[human capital management]]. | ||
Let’s say firms | Let’s say firms, when presented with broadly equivalent candidates, prioritise those of a type it doesn’t have when [[lateral hire|hiring]], and those of which it has too many when selecting candidates for a [[RIF]]. For those who value ''cognitive'' [[diversity]], let alone ''cultural'' diversity, stands to reason. | ||
Since one tends to | Since one tends to hire one golden strand at a time, but reduce the workforce in large hanks, this creates an odd system effect, predicated on three assumptions: | ||
*That, generally, [[lateral quitter]]s are ''relatively'' good employees. | *That, generally, [[lateral quitter]]s are ''relatively'' good employees. | ||
*That, generally, [[RIF]] candidates aren’t. | *That, generally, [[RIF]] candidates aren’t. | ||
Revision as of 16:03, 29 November 2022
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The Human Resources military-industrial complex
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Mediocrity drift
/ˌmiːdɪˈɒkrɪti drɪft/ (n.)
A curious, unintended, negative feedback loop of lazy human capital management.
Let’s say firms, when presented with broadly equivalent candidates, prioritise those of a type it doesn’t have when hiring, and those of which it has too many when selecting candidates for a RIF. For those who value cognitive diversity, let alone cultural diversity, stands to reason.
Since one tends to hire one golden strand at a time, but reduce the workforce in large hanks, this creates an odd system effect, predicated on three assumptions:
- That, generally, lateral quitters are relatively good employees.
- That, generally, RIF candidates aren’t.
- That all personnel, however you choose to categorise them, are evenly distributed relative to the cost-value threshold, and that any given subgroup, however classified (except by reference to pure value) will be about as good as any other.
So, IT professionals as a group will be as good as what they do as will lawyers; young as well as old, men as women, and so on. Each will have the same proportions of outperformers and plodders.
If so, then a system which favours one group (group A) over another (group B) has a counterintuitive effect on the remaining populations of each group: on average, the unfavoured group B will increase in relative value, while favoured group A will decrease in relative value, even though no individual performance, in either group, changes at all.
On a second glance, you can see why this should be so. The process systematically weeds out underperforming members of group B and overperforming members of group A. The “good” side of the distribution will progressively become group B-dominated — they are not being bid away as frequently — and the “below par” section will becomes progressively group A dominated, as poor performing group B members are selected for eradication.
Two observations: firstly, here is systemantics in its raw natural state; and secondly, notice how pernicious the idea of the average is here.
On average, the group A is paid progressively less. It looks like group A members are being systematically discriminated against on pay, but this is not so (in this model, no-one’s pay changes) in fact group A members are being favoured for poor performance.
How your incoming lateral hires perform will remain to be seen but, remember, performance is measured relative to cost. Since by leaving they have marked themselves to market, overperformers leave their old slot in the quincunx where they were at the top, and enter their new quincunx at the median. The vicissitudes of random chance mean the new arrivals might wind up in any slot but, in any case, their slot on average will be normally distributed. Your arriving at a higher cost than the ones you are replacing, they start not as outlier good staff, but average ones.