"bottom performer" is a correct and usable phrase in written English.
It refers to someone who consistently ranks at the lowest level or has the least success in a particular field or task. It can be used to describe an individual or a group of people. Example: The new sales team was struggling to meet their targets, with one member in particular being the bottom performer.
Though past research has found that this bottom performer will experience a significant number of redemptions from disgruntled investors, the outflow of cash will still be disproportionately less than the inflows typically seen when a fund is at the top of the heap.
The top performer confidently sold for full retail, and the bottom performer felt nobody would buy even after a steep discount.
In working with a client recently, the major difference between their top performer and their bottom performer came down to their belief in what the company offered.
We estimate the change in mobility separately for the top and bottom performers, measured as practice performance in 2004.
We reward top performers with stretch assignments, and we take action on low-performing leaders". Shanley's focus on the bottom performers isn't based just on the traditional measures of performance such as productivity.
Among the bottom performers were Phoenix B Emerging Markets Bond and Merrill Lynch American Income.
"They can be on the top of the list of top performers, or the bottom of the list of bottom performers," said Deborah Larson, a spokeswoman for American Century.
Forced rankings, for instance, can help managers differentiate top performers (for the purpose of retention and promotion) from the bottom performers (for the purpose of remediation or termination).
Teaching is so important that it should be like other professions, with high pay and good working conditions but few job protections for bottom performers.
The data also shows that at the beginning of the 2000s this divide was mainly driven by the bottom performers not keeping up with the median firms.
And more recently, research by Wharton's Iwan Barankay has found that evaluating employees in such a way can make the top performers complacent and the bottom performers uninspired.
