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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As few as 6% of organizations have future leaders identified for critical roles, according to a recent study of global companies conducted at Right Management. And strikingly, less than one in five respondents said they have no one slated to take over any key positions. Yet, most organizations tell us that building a pipeline of global leaders that is both deep and wide is a top priority.
Entering the fifth year of diminished emphasis (aka budgets) on leader development, many organizations are running dangerously close to the trip wire where bad things start to happen as a result of having a less aware, less skilled management team.
Last year Adobe Systems’ SVP of HR, Donna Morris, announced that the company was abolishing performance reviews. Employee complaints about the existing appraisal process coupled with Adobe’s need to retool its talent management practices to compete in the digital marketing space were reasons given for this bold move.
New methods of development can help foster a mobilized workforce – rotational programs, stretch assignments, and internal cross functional peer meetings, among others. But, integrating these new methods into already existing L&D programs can be difficult, and ensuring a clear difference between these and succession planning methods is vital to success.
New Yahoo CEO Marissa Mayer has decreed there will be no more working from home for Yahoo staff. A company memo leaked to the press on Friday announced that Yahoo employees would no longer be permitted to work remotely. The decision seems to be ...Read more
How many times have you seen an incentive system produce the exact opposite of the desired behavior? Why is that? And why can't organizations see, let alone fix, the problem?Read more
I am a fan of the principles that underlie the game of duplicate bridge. The players rotate between each table and are given the opportunity to compete with others playing the identical cards. By scoring relative performance, the element of skill is enhanced while the element of chance is reduced. In the end, the person who plays the hands best wins. Head-to-head competition - no hints, no gimmicks, no cheats.
Recent research from the Metrus Institute suggests that most organizations are not getting anywhere near maximum return on their human capital investments. How can this be? For many organizations, people are the most expensive asset—one that walks out the door every night.