Beyond the annual review, performance management should include ongoing feedback, goal-setting, coaching, strengths-based development, and recognition and rewards – and managers must be held accountable for these outcomes. Learn how performance management can be integrated with strategic organizational goals, rewards and recognition programs, and development and succession plans. With the help of performance management systems and social technology, you can make performance management part of day-to-day leadership.
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For too long organizations haven’t done enough to engage employees. With today’s workplace generational shift and changing business climate, companies need visibility into what keeps their best asset – their employees – engaged and productive.
If you’re like many of our members, your company is just coming out of yet another annual performance management cycle. And if you’re like most managers well, anywhere, you’re thinking wow, that took a lot of time and trouble. If you’re like a lot of employees, you’re bummed out about the whole experience you just had. And if you’re like me, you’re wondering… so… what did we get out of all that?
Imagine for a second that you approached your real-life relationships like companies manage their employees. You would only talk about your marriage with your spouse on your anniversary. You’d only recognize your ...Read more
Is human resources (HR) the organizational function that must lead when dealing with organizational change?
Or is managing change a fundamental leadership competency that a wide array of people from every function should have or develop? If that’s the case, should HR professionals themselves try to be change agents?
While answering email on Outlook, I got a popup asking if I wanted to proceed with archiving my old emails. I hit “Yes” with some reservation. Previously when I opted for this while trying to work, it slowed my use of Outlook down to a crawl and significantly reduced the speed of other programs, which caused my productivity to slow down as well.
Everything in our lives is getting closer to real time, and it’s time for talent management to make the transition, too. To give you a reasonable starting point, we suggest you focus on four key areas that you can ...Read more
This is the era of Uber. Airbnb. TaskRabbit. Handy. All of these firms are examples of the “gig economy,” and human resources (HR) professionals are being pressed to update their approach to talent management as a result. The gig economy will continue placing pressure on HR leaders, HR policies and HR processes to become more agile so that they can accommodate the kind of turbulence now being created by contingent workers as a growing element of their talent pool. Not only is it an HR imperative, Talent Management Agility is a Business Imperative.
Explore the past, present, and future of measuring and understanding engagement, as well as HR’s critical role in connecting organizational innovation to technology innovation to achieve better performance.