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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I am always interested in reading about leadership and selection issues from a different perspective. As in any field, HR can become an echo chamber of the same ideas without generating much new thought. With that in mind, I was fascinated by this article about interviewing and cultural fit. Don’t be scared off because it’s from an academic journal of sociology. The writing is straightforward and you don’t need to be a sociologist to follow it.
An HCI Podcast based on the Webcast, "The Talent Mobility Lifecycle" on 6/27/2013. Shelli Hendricks, Senior Leadership Development Consultant at Chevron, joins us to discuss the biggest issue in Talent Mobility today, some methods ...Read more
Interviewing is the most common element in hiring, but organizations – large and small – employ widely different approaches as they strive to hire the best people. The organizations that do interviewing well see improvements in culture, day-to-day practices, and even their bottom line.
Remember for just a moment the first few weeks in your job. Chances are it took you a while to get in the swing of things and to get fully comfortable and productive. Thinking even further back, once you accepted the job and before you showed up ...Read more
Bonuses are probably the most misused tool in the management toolbox. Done correctly, bonuses can drive a team to excel; done poorly, they can actually make employees discouraged and dissatisfied.Read more
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.