The bell curve has always been a topic of contention for the human resource departments of various organizations. While some feel that it needs to be abolished as a practice to be able to rate talent as they deserve, others feel that it enables high performers to be recognized in a more prominent way, thus ensuring that the high performers are retained for a longer time. This does, however, mean that the so called ‘average’ performers, who are fulfilling performance parameters that are expected from them, are not being given as much importance, despite being the largest chunk of all employees. After all, it is a combination of high performers and employees who are just meeting expectations that drive an organization forward. This paper aims at examining if the practice of fitting employee performance in accordance with the bell curve is a practice that should be celebrated or if it’s time to retire this age-old practice with something more aligned to the expectations of employees as well as organizations