conclude/ summarize with Headings and bullets the text.

Jeff Bezos, Founder and CEO of Amazon, is well known for his famous quote You can work long, hard or smart but at Amazon.com you can't choose two out of three. This outlook is echoed in the company's performance management which results in high employee turnover which has been described as purposeful Darwinism by a former Amazon human resources director. The goal of this approach is to identify and fire weak employees in order to continuously improve Amazon's workforce until it is the best it could possibly be.

Amazon utilizes a performance appraisal method called stack ranking. Stack ranking, also known as rank-and-yank, grades every aspect of an employee's performance from the first stages of the onboarding process using a scale like this one:

Redefines, the highest grade that is given to less than 5% of employees.

Greatly exceeds expectations is given to around 10% of employees.

Exceeds is given to around 35% of employees.

Meets all is given to around 35% 40% of employees.

Meets most is given to the remaining 10% 15% of employees.

Meets some is extremely rare and means that the employee is probably getting fired.

Does not meet is exceptionally rare since most employees are fired before they get to that point.

After they are graded, employees are ranked. Annually, Amazon will conduct its organization-level review where these ranks are debated and managers decide which employees will be fired.

Along with each employee's ranking, managers will also consider data collected from the Anytime Feedback Tool to make these decisions. This software allows employees to send feedback about their co-workers to their managers. Some Amazon employees claimed that this leads to scheming where a few people agree to bury someone in negative feedback or lavishly praise each other(Profit.co). With that being said, managers must be well prepared to protect employees that they do not want to lose. In other cases, managers will choose one employee to throw under the bus in order to save more valuable employees. This clearly creates a very competitive environment for both employees and managers.

After the organization-level review is conducted, underperforming employees are put on the Performance Improvement Plan. This is a 3-month period intended to help employees get back on track. Amazon's Performance Improvement plan should include the following information:

Area of concern - Describe the behavioral and performance issues, using specific examples of instances where expectations were not met.

Expectations - Outline what is expected of the employee with regards to performance and behavior.

Performance Improvement Goals - List actions that need to be taken in order to meet performance requirements. These should be specific and measurable goals.

Training and Resources - If any training or resources are needed for the employee to reach their goals, include them in the plan.

Timeline - State the timeline of the plan, including how long the employee has to reach improvement goals, how often the manager will be checking in on progress, and when the final review of outcomes will take place.

If an employee meets or exceeds company expectations after this 3-month period, their employment will not be terminated. If the employee fails to meet these standards, they will be fired.

Walmart, one of Amazon's top competitors, takes a slightly different approach to their performance management system. Walmart focuses on three main factors that correlate with each business when evaluating the performance of their employees. These factors include:

Decision making and results orientation

Customer service

Analysis and problem solving

The performance basis at the company emphasizes the effectiveness of operation processes, the productivity of procedures at the company, efficiency of the supply chain, customer service quality and effectiveness of the sales team. Performance measurement allows managers to undertake fair and honest performance appraisal. The performance of the sales team is evaluated based on the sales volume, the customer service department is assessed based on customer feedback and repeat purchase while supervisors and managers are analyzed using a scale of 1-10 with 1 being deficient performance and 10 being outstanding execution. The data collected from the performance evaluation is utilized to assist in increasing productivity and achieving both short and long term goals. Performance interviews are then conducted to provide more insight into evaluations and to boost understanding of the issues that are preventing the achievement of the business goals. Through the interview, the human resource manager can better identify ways to facilitate employee growth and development.