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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Every company looking to survive the long haul understands the critical need to find and develop their future leaders – but since that’s much easier said than done, this best practices webinar where Terrie Szucs, Sr. OD Consultant from Moen, shares firsthand tips for building & improving your succession process.
Imagine the future of your organization. Your company is brimming with the potential found within each of your employees. Developing this potential is a way to strengthen your employees and your company in the same move. After all, it is people that make up a company and can drive it toward success.
Competencies are the glue that holds together the pieces and parts of a talent management system. They can be used as the basis for behavioral interviewing, as guides for development and succession planning, and as a component of a thorough performance evaluation.
The Human Capital Institute (HCI) and PS Culture Matters partnered to conduct this research to gain a deeper understanding about how building and sustaining a performance culture impacts business productivity and financial performance. This ...Read more
AT an office party in 2005, one of my colleagues asked my then husband what I did on weekends. She knew me as someone with great intensity and energy. “Does she kayak, go rock climbing and then run a half marathon?” she joked. No, he ...Read more
Recent articles have once again raised the question of how much corporate training actually adds value, and how much just goes to waste—something for which we coined the term “learning scrap” to draw the analogy to manufacturing scrap. Both kinds of scrap waste time, materials, and opportunity; both undermine a company’s competitiveness.
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.