Continuous, agile performance management’s replacement of the traditional, annual review is SO 2016.
There’s no more structured process or need for employees’ nerves to shake, rattle and roll as they approach their boss’s office every 365 days, but that’s nothing new. Continuous performance management has evolved into new world of high performance that demands much more than increased frequency and leadership agility.
Coaches are expected to acknowledge their client’s work, express support, and encourage the client to fully express themself. As humans, we build trust to express our vulnerabilities. We cannot change without becoming vulnerable.
In order to improve the learning experience for our Corporate Members, we are thrilled to announce the release of a brand new feature: My Learning Queue.
Diversity and inclusion are more than trends—they are crucial drivers of innovation, the development of new ideas, and key factors in real time alignment to the market. Today’s polarizing political atmosphere only serves to underline the importance of building an inclusive and collaborative culture across the employee lifecycle.
Too many hiring managers look at onboarding as something they need to hack in order to achieve long-term employee retention. Sure, a good onboarding process will aid in keeping employees longer, if it works. But your best bet is to focus on the people you’re hiring. What do they want? New hires want to feel prepared, confident, motivated, and welcomed to this new adventure they’re about to embark on.
Businesses are coming under increasing pressure as a result of change. In a recent study performed by HCI, which gathered responses from almost 500 participants, 83% agreed with a statement to the effect that the business was always in a state of flux with strategies and priorities constantly changing. Human Resources practitioners are being asked to offer a more strategic approach to help build sustainable human resources within the organization, but at the same time, they are being asked to do so with the same or a lower budget (in 65% of cases).
When it comes to creating an engaging workplace culture that enables you to connect with what’s most meaningful to employees, become an irresistible place to work, and ultimately achieve financial success, corporations across the globe are left wondering which resources to invest in to improve their organization’s culture.
In the Age of the Customer, companies are investing in Customer Experience, Customer Success, and Mapping the Buyer’s Journey. Still, buyers seem fickle and unpleasable. What will it take to connect with your customers?
While the War for Talent is heating up for the moment, the War for Top Talent never stopped. If you were trying to sum up the purpose of modern HR, it might go something like this: hire more high performers and figure out how to retain and develop them.
Within your organization, there’s a running dialogue that goes on in hallways and conference rooms, between desks, via phone, email, and within chat. Those conversations tell a story, from your employees’ perspective, about how your organization is doing — what’s working, what’s not working, how culture affects performance, how valued employees feel, and why they may leave. It’s a critical narrative, but these are private conversations. So how can we uncover qualitative insights like those from these informal channels?
Not too long ago, the mega-merger of health care giants CVS Health and Aetna was proposed and the $69 billion deal could mean big change for consumers AND employees of the two companies alike.
Sure, it’s a big decision for any company that provides medical and pharmacy benefits to employees, especially when it staffs hundreds, if not thousands of workers, and serves millions of consumers.
The decision’s impact moves inside company walls, reaching each employee that works for both organizations involved in the merger.
Will jobs be affected by the merger, which is said to potentially reshape the American healthcare system as we know it … and as scary as it sounds, will jobs be lost?
The new year is often characterized by an onslaught of change, or at least a renewed commitment to seeking change. But for most HR professionals, change is the norm. In fact, 80% of HR and talent management professionals agree that their organizations are in a constant state of change.
In today’s data-driven business world, it’s no longer sufficient to make critical talent decisions based solely on intuition. In order to drive the business forward, effective talent strategy must be evidence-based and actionable.
What a year 2017 has been in talent acquisition! From the lowest unemployment rate in over a decade to the adoption of predictive analytics … or just the recognition of data capture and analytics as a whole, the industry has seen ample change and growth.
There has never been a better time to be a principled, inclusive, open-eared, clear-eyed leader who puts customer and team interests before self-interest. If you will truly commit to attaining that stature, you will find yourself standing out in a good way.
It seems like Human Resources professionals can’t stop talking about the workforce of the future: the need to prepare, how to plan for the future and when we get to the future, how do we guarantee workforce success? Well, perhaps we’re already there.
How should you design and continuously hone your talent acquisition strategy to steadfastly compete for today’s most sought-after, technically proficient professionals?
Today’s workforce is being redefined by an ever-evolving technological landscape, novel organizational dynamics and the bridging of the socio-cultural gap within the global business ecosystem. What does that mean for tomorrow’s workforce? Change, of course.
If your organization wants its employees to be effective, each team has to put in work and follow through with performance expectations.
No player -- not even the MVP -- can win a baseball game, let alone a World Series championship, single handedly. A team has to cover the bases, the outfield, the plate and the mound, and do so in a strategic way that’s designed to optimize collaboration and output.
Maybe it’s too soon to praise technology as the be-all and end-all of human learning. What areas need more work? How can instructors and designers do better?