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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Training is an important part of Human Capital strategy, and can be used to bring new workers up-to-speed, improve performance, prepare employees for advancement, or enhance leadership effectiveness. Whether the training delivers on its promise, however, depends on how employees answer two critical questions once they are back on the job: “Can I use what I just learned?” and “Will I?”
In their research report entitled Global Human Capital Trends 2013, Deloitte surveyed over 1,300 human resources executives from 59 countries. Among the research findings released earlier this year was that 55% of global human capital leaders report problems with their leadership pipeline as one of the three most critical obstacles to growth. A specific area of concern is not having enough leaders that can individually and collaboratively operate across different environments and adapt to change and uncertainty.
At some point we’re going to shut up about social because it’s simply going to be the way employees get work done and engage with their employers. We’ve already seen how social has impacted HCM, allowing employees to share information with each other, give peer feedback, and increase hiring through referrals.
The way we work is changing. Economic, social and demographic shifts are continually impacting business goals and talent requirements. Is your workforce prepared and ready to meet evolving needs?
Lars Schmidt, Senior Director of Talent Acquisition & Innovation at NPR shares the story of NPR’s new talent strategy. Lars is responsible for providing leadership and advocacy for talent acquisition strategies that align with ...Read more
With apologies to William Shakespeare, that truly is THE question. In the realm of leadership, the single most important question to be asked by and answered for potential followers is “what’s in it for me.” To many, this is a selfish perspective and one to be avoided or at least heavily masked. But is such a perspective really selfish?
Research at the Metrus Institute* shows that while the immediate manager accounts for perhaps 50-70% of performance results, senior leaders and the policies they institute are also crucial to optimizing talent and performance. Organizations — and their senior leaders — need to consider the impact these individuals have on the rest of the workforce population, while also implementing ways to ensure senior leaders are held accountable for helping drive employee performance.
It has been said that “life imitates art.” In a similar vein, I would suggest that, in many respects, business imitates sport, notably major collegiate and professional athletics. Think about it. Business lexicon is rife with the use of sports jargon (e.g., goal line, slump, go deep, etc.) to describe business situations. It is quite common to see current and former athletes and coaches on the dais at business conferences. Pro sports created player free agentry. Business is perfecting it.