For example, employees rated 1 or 3 will receive more attention in development than, say, the 70% of employees rated 2, or average performers. This is because top performers represent a smaller number of employees and managers will likely continue to develop top performers to achieve a higher level of excellence. Additionally, the poorest 10% of employees will spend more time developing their skills to achieve their goals. Theoretically, the poorest 10% of employees should be subject to a development plan to help guide the employee and supervisor on how to achieve specified goals. However, if an employee development plan has been developed by both the employee and supervisor and there has been no improvement in productivity, an organization may choose to cut losses and lay off or let the employee go. ConclusionWhen implementing a new performance management system in an organization, the design team must consider both advantages and disadvantages. However, one of the best ways to know if a performance management system is effective is to implement the system within the organization and then continually monitor and reevaluate whether the system is still relevant to the organization.