It’s no secret that I’m not a fan of big-company HR practices.  I’m more of the First Break all the Rules type.  Despite my general skepticism of many standard practices, we still do annual performance reviews at my company, though I’m thinking seriously of dropping them.  (See Get Rid of the Performance Review.) Another practice I’m not hugely fond of is “leveling” — the creation of a set of granular levels to classify jobs across the organization.  Leveling typically results in something that ...