Healthy Competition LO18158 -Naval Aviation
Thu, 21 May 1998 20:27:28 -0700

Replying to LO18133 --

Richard Karash writes:
> I wonder why this public display of performance information might be
> helpful in a carrier air group and has been the subject of so much debate
> here. (I personally think in most business settings it would be quite
> negative.) My conclusion is that the ratings by the Landing Signals
> Officer are a more accurate measure of landing performance than most
> business organization performance reviews. That is, that carrier pilots'
> landing performance is easier for a subject matter expert to assess than
> most aspects of performance in business.

You mentioned another factor that I think is important here: the absolute
dependence of the fliers on each other. The structure of that little
society is such that each pilot expects to be rated on a regular basis,
and to treat his colleagues' ratings in a supportive, professional manner.
(Actually, that last assertion could use some testing -- how do pilots get
treated when they have a spell of bad landings? I'd guess it would be
with something like tough love.)

This relates to something happening in my company; we're reevaluating our
compensation strategy (with assistance from an outside consultant). We've
always had a peer review system, where the person that evaluates you today
may the one you evaluate tomorrow. I've recommended that we go to a more
frequent performance review, somewhat decoupled from compensations, so
that the feedback loop can be tighter and more sharply focused (like the
LSO's). Also, it means getting the feedback from those who know your
recent work best. Reading your message, it occurs to me that to make this
most effective, we need to do some learning in the area of team support
and evaluation, in order to minimize the potentially immergent results of


Don Dwiggins It's important to have a plan -- SEI Information Technology it gives you something to deviate from -- Hermann Puterschein

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