At HRIZONS we have run across situations where clients have implemented Standards of Performance as objectives because their existing technology does not support sufficient flexibility in using competencies. In addition to difficulties in reporting, this practice creates challenges in the configuration of employee development and succession planning tools because both employee development and succession planning are built on competencies for planning and assessment.

Some months ago I wrote about rating scales and stated rather unequivocally that a five point rating scale is preferred over a three point rating scale necessary to differentiate among performers. I have done some further thinking and concluded that in some cases perpetuation of a currently used three point scale might be best.

When we are asked the “best practices” question, we normally seize on the opportunity to educate our clients on the meaning of “best practices” and why there is no best single solution, but that the best practice for one organization may not be the best practice for another. We find that the performance rating scale, however, is an exception to that rule.