It seems like the first approach could be ripe for perverse incentives. How do you prevent that? It seems like what you are proposing is too simplistic (or maybe it works for your organization based on your hiring practices, but will not necessarily work everywhere).
Also do the same rules hold for higher up in the management (like say for instance the CEO ;-)).
Yeah, was aware of that -- was just trying to check if the CEO thought that a metric used to move around other managers could be applied (atleast in part) to the CEO too...or what he thought about that?
Also do the same rules hold for higher up in the management (like say for instance the CEO ;-)).