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 an HR leader, what keeps you up at night? Is it meeting your executives’ demands for a greater contribution to the company’s strategic vision? Is it the requests to cut operational costs while simultaneously increasing efficiency? ...Read more
Everyone loves a good spreadsheet. But if you have more than a few hundred employees, tracking performance, training, and succession with them is the stuff of nightmares. Spreadsheets and paper-based processes can’t give you deep, real-time ...Read more
A look at how and why JOEY Restaurant Group incorporated coaching into their organization (and what it's done for them).Read more
Talent management vendors today are in flux. Mergers and acquisitions have uprooted key executives and demolished product teams. Most often, promised seamless integrations simply aren’t.
It’s more obvious by the day who’s ...Read more
This webcast will take a critical look at generational bias, recruitment strategies and talent management practices as she provides new insight and strategies for building a strong pipeline of women leaders.
Is it possible to utter the phrase 'Performance Review' without shuddering with dread? Why does this process evoke a similar response as dragging fingernails on a chalkboard? Attend this discussion to help hack performance management and brainstorm ways to make it more useful and less painful.
In recent discussions with classes of undergrad business school students, I posed the question, “How many of you aspire to a professional leadership role in business, government, or other organization?” In each case, 100% of the students answered in the affirmative. I didn’t say so at the time, but two divergent thoughts were crossing my mind, pretty much simultaneously:
The hardest part of changing a company’s direction is changing the attitudes and behaviors of its people. In this HCI Keynote video, Leslie Coyne, Director of GE’s Corporate Leadership Staff, discusses how this legendary academy ...Read more