Practical guidance on job grading, performance and team development. See how GradeX consulting and technology help build effective HR systems.
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A complex HR system is better developed from a simple version that already solves a real problem. We explore Gall's law through grading and assessment: launch early, observe actual use and add complexity only when practice requires it.
Read articleProject timelines are often based on an ideal scenario despite past experience suggesting otherwise. We examine the planning fallacy and an outside view grounded in how long similar tasks actually took, rather than a convincing story about the future.
Read articlePower can weaken attention to others' perspectives even in those who gained it by understanding people. We examine changes in feedback and managers' decisions, and practices that help them stay connected to the team.
Read articleA fine can turn a broken agreement into a service with a clear price. We examine when sanctions replace accountability and why office roles should be assessed by outcomes rather than arrival times.
Read articleA manager may mistake their own views for the whole team's opinion. The false consensus effect explains unpleasant surprises in engagement surveys and why intuition needs to be checked against real feedback.
Read articleBetter results during an HR pilot do not yet prove that a new tool works. The Hawthorne effect reminds us that attention also changes behavior, so outcomes need to be tested through comparison and over time.
Read articleAnother person's management problem can be easier to analyze than your own. Solomon's paradox explains psychological distance and the value of mentoring, coaching and discussing decisions with peers.
Read articleWhen a measure becomes a target, people may improve the number instead of the outcome. Goodhart's law helps identify this risk in hiring, training and surveys, then test whether the chosen metrics address the real problem.
Read articleThe better a specialist handles operational tasks, the more of those tasks they receive—and the less time remains for growth. We examine the competency trap and ways to make room for delegation and development.
Read articleA team may unanimously approve a decision that none of its members wanted. The Abilene paradox explains false agreement and why each person's view should be heard before the group discussion.
Read articleResults in a current job do not guarantee the skills needed for the next one. We examine the Peter principle and questions that distinguish recognition of a strong specialist from a justified decision about readiness for a new role.
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