Yeah.
My boss does not really know my performance. Just bullshts all the way through the performance review meetings.
I get my day-to-day orders from our lead in the group and that is the person who really knows. The lead, I am sure, provides an opinion at review time, but beyond that, it’s the manager that just makes sht up, and finalizes the reviews to whatever feels right.
I end up being an average block 5 no matter what I do, so I don’t even argue about it anymore. The percentages for pay raises are set at a much higher level, so my manager cannot do much about it anyway. Arguing with the manager about all this is a losing battle.
The only way to make a difference is to move internally, or just find a new job outside of honeywell.
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Post from TheLayoff.com
Yes, 3, 6, 7, 8, 9 are "the elbow" and receive no merit increase 99% of the time (the one exception is if you manager writes up an exception case that is then approved further up the chain to get you some merit increase).
It's meaningless. Except if you get put on a PIP you have a little extra work to do if you want to stay at Hon. It has a lot to do with buddy system; absolutely nothing to do with performance. I have a lot of experience. My manager's don't understand what I do and don't seem to want to know. Conversations about work are short and usually end with "hang in there" or "keep pushing". So really reviews - nothing pertinent to discuss; general blaber about behaviors. If you give a glowing review to a worker, than a little harder to let the person go, so they keep them middle of road, at standard. Afterall, ultimate goal is less people. Also seems to be to promote youth and diversity. Managers seem to be in self preservation mode like so many of us - dodge bullets, avoid tuff questions and issues.
The block you get is chosen long before you can do anything about it. It is a load of s***.
At midyear, I was told once that I could get into one of the upper elbows if I did a particular list of tasks on time. I got them all done, and then some. I went above and beyond, and then still ended up with a mediocre review. When asked, my boss said they can only give out so many upper elbows.
So why electronically signed my review, and made note of it in the comments that I figured out it was all just a sham. I don't think anyone ever read that either.
So blocks 3, 6, 7, 8, 9 are the elbow you all describe?
OP, what we've all been trying to tell you is that the review system at HON is a total sham. If you were actually able to make sense of your review, it would be very unusual. In my first review, I met or exceeded every goal, did average or above on the behaviors, and nice things were written everywhere on the page, and I still got put in the elbow, Block 6. That ensured that I would not get a raise or any of the MIP bonus I was eligible for.
There's another post here where looks like former managers and directors go into detail about the craziness of the review system...title is The Dark Triad. Check it out and between these two posts, you may get more perspective.
Thank you for the feedback, I was the one that posted the original question. I had my review (I'm in engineering) Met all goals, manager agreed I accomplished every single goal and even took work outside of my assignments and completed successfully and in time. Ended up in Block 5, with "Development in place" and was told that per policy I cannot apply to other positions until I complete at least one more performance review. (I didn't mention I was planning on applying to anything). Most confusing review I've had in the 5 companies I've worked at. Still don't know how to decipher what happened and what to make of it.
HR, Finance, all report to the CEO. The CEO sets the tone and the trend. CEO reports to Wall Street. You feel that you're of no value? That's because that's how you are treated.
Everything else is cheap talk.
Ever since the fools in Corporate HR implemented the Stalinist Review System the morale of the workforce and performance of the workers has gone steadily downhill. It's total B.S. and everyone knows it, but hey, that's the way GE did it, didn't they? So it must the the hot new trend! (/s)
So you have a team of 7 people who are all super experienced aviation professionals who could quit tomorrow and have a job the next day, but you are required to cull 10% (0.7 people in your case), so you must drop one of your top people into the elbow and make up some bull c-ap about them not meeting up to the Honeywell behaviors, or them missing a stretch goal by a teeny amount, etc. Most of the time HPDs are done in committee with the VP or Directors present with all the Managers where all the hallway rumors spew forth during what's known as, "Totem-poling," aka "Rack 'n Stack." If you have a spineless Manager, who won't stand up for his own people, as is more the norm nowadays, your team will get screwed. Stronger Managers will praise THEIR people and rip on the weaker Managers' people. Of course your HR weasel will deny they do this. Motorola tried the 9-Block system for about a year then dumped it like a radioactive t–d because it was damaging as hell to the organization.
I was a veteran of Honeywell for over 30 years, and was picked out for the elbow AND to be PIP'd. Both were a first for me. I never knew what the PIP was about, or who complained. Nope, in the Court of Honeywell HR, you're guilty as charged, and no meeting your accuser either. OK, so I did my PIP punishment, and during that time I was assured by HR that a PIP would NOT put me at the top of the layoff list... then the COVID layoffs start, and BAM, I'm unceremoniously kicked out the door. Not even a "thank you" for your service.
I used to love being a Honeywell employee, and representing the company wherever I went, but I'm so much happier being far away from the "Marquis de Sade Dungeon" constructed and run by Honeywell HR.
Whoever just said “Honeywell is a world class company” on this forum is an id–t.
Talking about the elbow is just another honeyhell institutionalized fear tactic. Now skurry along peasant and be scared of your review because we have something called the elbow.
Reviews are like the stock market. They are forward looking instruments designed to change the team to match what the manager wants in the future. Approaching retirement? Wrong shape or size? Outer blocks. If you start getting block 5 ..as you will if you stay in a position... time to switch companies.
You would be AMAZAZED at how valuable your honeywell experience is to a midsized company.
Remember , despite the angst, honeywell is a world class company.
The troubles you see in honeywell exist everywhere.
YOU are a world class employee and deserve to be compensated a such.
Take what you have learned and make it a superpower in your next job.
Don't forget to ask questions in your review.
When your boss asks if you have any questions the most important one is "Are we finished?"
I have been with Honeywell for 36 years. For the last 18 years I have always been in a block 1 or 2. Last year I transferred from one Honeywell Aero site in Phoenix to another Aero sit in Phoenix doing the same type of work and even had the same job title. So, it was a lateral move. Got my review last Thursday and all the comments were I did an outstanding job and even EXCEEDED all my goal. Low and behold though all of a sudden I am just an ok employee at block 5. I was told that even thought I have excellent results because I changed sites they HAD to put me in block 5. What a crock of BS....when the site hired me they said “we were lucky as we picked off a block 1 from another organization”. So, this is how they treat people. Biggest de-motivator I have ever seen in my 36 years. I should have been smarter and understood that sooner or later they will do it to me.
- If you have a nice head shot for an org chart - Expect rating of 1, 2, or 4
** Good at your job rate a 5 and coached to be silent at meetings especially if Executives attend
*** Extremely competent, good leader, but too many of your peers look up to and respect you, expect a 9 block - You are too threatening to the status quo of a toxic culture - Expect a PiP and RIF!
How did it go.
I bet it went great as there is enormous pressure to keep young folks in block two or higher.
It becomes increasingly difficult as you move up of course. Smaller herd to outrun.
Be ready for written. documented, false lies.
It's a tool to manage and thin the heard whenever needed. No real correlation to your performance. Block rating is THE most important element of your staying power at the prison.
Performance reviews are 99% legal defense documentation and 1% useful performance feedback. If someone wanted to run the data, there would be a strong positive correlation between average performance ratings and future RIFs. If the average drops, future RIFs are certain. If the average is flat, there may be RIFs. If the average increases, you're probably safe. When you hear managers expressing frustration because they can't give anyone a rating higher than a 4 or 5, s/he is really saying (whether they know it or not) upper management is in the process of documenting justification for RIFs.
All about “who you know “ or “ kneel and look up to”
Let's get the advice out of the way first: do not stick around for a second annual review. That said...
The Y axis of the 9 block is performance (results), increasing upwards. Therefore, blocks 1, 2, and 3 reflect that your leadership believes you are a better-than-average worker in terms of results. The X axis is how well you are perceived as toeing the line on the Honeywell Behaviors, increasing to the left. So blocks 1, 4, and 7 indicate that you are s**king up to the proper degree and doing things quickly, visibly, but not necessarily well, and talking a good line all the way.
Block 5 is Meh x Meh, where most people fall who are not yet on their way out, though it is still not a safe place in tough times. Last June in our census review, for everyone we put in Block 5, the boss asked if they were upper, middle, or lower Block 5. Most of the lowers got RIFed.
The "elbow" contains the outer, low-end blocks: 3,6, and 9 if they don't like your attitude, and 7, 8, and 9 if they don't think you're performing well. Obviously Block 9 is right next to the exit door. AFAIK, Blocks 6,8, and 9 are not eligible for a raise or bonus. Anyone in the elbow can get put on a PIP, or Performance Improvement Plan, which is a written set of goals to be met within a specified timeframe for you to remain on board.
Some or all SBGs require that X or XX% of everyone gets put in the elbow and on a PIP, so even if you have a team of 100% great performers, someone is required to get sc**wed to honor the bell curve.
If you score low in some areas, ask for tips on how to improve, write them down in an email you send your boss (for CYA) and do those things. Keep a copy of the 9 Behaviors on your desktop for and refer to it fairly regularly.
Good luck!
Go to the local playground and watch children pick teams for basketball.
Two criteria used... are you my friend? (Aka behaviors, most important!) and do you the plays? ( performance) the combination makes a grid and you are picked in order for the team.
The "team" is whatever census the manager has minus 10%.
Somebody is always picked last. Some managers try to be "fair" and rotate the bench. If you get a "fair" manager then performance is irrelevant to review results. Other managers call it straight and a bad program will sink your career forcing a move to a new department at least.
Also irrelevant are the words in the review.
The only honest thing a manager can write in HPD is "develop in place"
Now that younknow the system you can see there are two strategies.
Brown nose and ride the "behaviors" number to stay in block 5 or higher.
Jump teams every 18 months so you get the benefit of "new guy" halo on the performance side.
There is no relation to your performance.
It is mostly politics, how much do you brown nose your boss?
Does HR need to cut a few heads in your department?