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Our results indicate a tendency of poor performers to overestimate their performance while high performers underestimate theirs.
There was a strong correlation between baseline performance and magnitude of improvement, with poor performers showing the greatest relative improvement.
Managers generally have fewer performance incentives, and companies have a harder time dismissing poor performers.
Among the poor performers, improvement on the Go/nogo-task was inversely related to training performance.
__ Poor performers stay yet don't improve.
It can even help transform poor performers.
The latter was statistically significant comparing good versus poor performers.
So, I mean maybe these folks aren't intrinsically poor performers.
That would name and shame the poor performers.
So what do you do about the poor performers?
Give more power to HR teams to remove poor performers.
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CEO of Professional Science Editing for Scientists @ prosciediting.com