In their debate about whether companies should keep traditional, numerical ratings of employee performance in an ever-changing world of work, Colquitt and colleagues argued that performance ratings are too hard to do correctly, while Adler and colleagues (Adler et al., 2016) countered that “‘too hard’ is no excuse for I-O psychology.” I would like to build on this by suggesting that “too hard” is not only no excuse but also a complete dismissal of the central aspect of what our science seeks to achieve.