Performance Management

White Paper

Four Principles to Maximize the Value of the Training You Provide

White Paper | Author: John Ager, Master Facilitator and Trainer, Kepner-Tregoe, Inc. | Source: Kepner-Tregoe | Published: October 24, 2014
As a general rule, when training is offered it is because we believe employees don't have the necessary knowledge and skills to achieve the results we need. This assessment can be either reactive: problems remaining unsolved; decisions being ... Read more
White Paper

Succession Management is More than Just a Plan

White Paper | Source: SuccessFactors, an SAP Company | Published: October 20, 2014
The executive team at a North American manufacturing company sat quietly in the boardroom, wondering what the urgent meeting was all about. They soon found out — the company’s senior engineer was leaving immediately to work for a ... Read more
Blog

Ditch Your 9 Box and Simplify Succession Planning for Success

Blog | Author: Amy Hirsh Robinson | Source: HCI | Published: October 16, 2014

To the shock of some and the delight of others, I always advise clients and HR colleagues to ditch their 9 Box tool if they want to engage in successful succession planning. For those unfamiliar with the tool, the 9 Box is essentially a chart or grid commonly used to examine talent within the organization and to make succession planning decisions. Placement of potential succession planning candidates in the 9 Box is determined by ratings of performance and potential – both based upon a three point scale (low, moderate, high). Each of the 9 boxes or categories derived from the ratings are labeled. For example, the high performer/high potential category may be labeled “Consistent Star.”
 

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Blog

High Performance Exists when Employees are Challenged and Supported

Blog | Author: Fabio Malagisi | Source: HCI | Published: October 14, 2014

In any high-performance organization, the acts of learning and achieving development must be prevalent and ongoing for employees at all levels. Great organizations understand that they have a responsibility to create two imperatives: An environment of stretch opportunity and a culture that develops others. I have seen that by providing employees with these two imperatives, which is inclusive of new challenges, a strong support system, and a structured method through which they can share ideas, companies are able to thrive. 

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Blog

Driving Employee Engagement with Measurement and Conversations

Blog | Author: Charles Coy, Senior Director of Analyst and Community Relations, Cornerstone OnDemand | Source: HCI | Published: October 9, 2014

Day in and day out, employees show up to the office and fulfill the duties outlined in their job description. Whether that means they make sales calls or fix broken code, they come in and (hopefully) do their work. Seems like a successful employee, right? Yes, but maybe not a happy one. In fact, a majority of employees report they don’t feel driven to improve and innovate beyond what’s expected of them — and that’s costing companies big time.

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Blog

4 Ways to Unstick Your Stuck Thinking

Blog | Author: Nicole Lipkin, Psy.D., M.B.A. | Source: HCI | Published: October 9, 2014

When there is something that requires objective, clear thinking in your business or personal life, challenge your natural propensity to see what you want to see and hear what you want to hear by:

  • Challenging your assumptions - try to disprove, rather than prove, your hypothesis.
  • Seek outside opinion - get feedback from others who may see things differently than you.
  • Writing it down – the written word will make you feel more accountable to your analysis.
  • Admitting you were wrong, when appropriate - we hate to admit it, but humility goes a lot farther than rationalizations and justifications.
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