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TOPIC:
To raise satandard or
expectation,especially by creating
something to a higher standard.
ORIGIN
It is a sports analogy and normally applied to business goals.
In the high jump competition, the bar is raised after each jumper
completes the jump. Thereby making each jump more challenging.
A leader in the business environment will continually set higher goals for
staff members to hit. As goals are reached by the business module, higher
goals are set in order to reach new highs. Raising the bar, so to speak.
Another use might be to make it harder for your competition to match
your quality of product, and service. So, raising the bar by improving your
product, you also raise the bar for your competition. You keep raising the
bar until your competitor can no longer match your performance, and you
take over the market for your product or service
DEVELOPMENT OF METHOD
Raising the Bar’ is a method that was developed for Amazon by John
Vlastelica and tech leaders in the organisation back in its infancy. The
whole idea behind it is that ‘bar raisers’ get involved in the interview
process is to make sure that every new hire is as good as (if not better
than) the one before. Have you ever heard the quote ‘Surround
yourself with people who are smarter than you’? Well, that’s
essentially what Amazon is doing.
Having employees involved in the interview process automatically
raises the standards for any potential new employee coming into the
company. Finding someone that will be a good culture-fit for the
company is also high priority for bar raisers. That way, the company
can be confident that new hires are going to become long-term
employees. There’s also no rush to place new employees in the
organisation. The focus is on finding the right person for the job,
regardless of how long it will take.
WHO ARE BAR RAISERS?
So what exactly does a ‘bar raiser’ do? In simple
terms, bar raisers are current Amazon employees that
come in during the interview process to analyse
candidates. They do this alongside their own full-time
job, assessing as many as 10 candidates a week and
spending 2-3 hours on each one. The
general interview process for all non-warehouse
positions consists of a phone interview followed by a
couple of one-to-one sessions. Then, interviewers
write up evaluations and meet to share their notes. It
takes 5-6 employees to do this for each applicant.
BENEFITS
EMPLOYEE ENGAGEMENT.
BETTER HIRES.
*Enable processes to flow across the functions that comprise the business
*Reimaging job specifications so that the "whole job" can be optimally performed.