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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The current business environment favors agile organizations, those able to execute innovations faster, and move their organizations forward more nimbly. A key lever to agility from an organizational perspective is Talent Mobility.
Based on the March 15, 2012 HCI Webcast, "Developing First-Class Succession Plans," Elizabeth Hall, Succession Planning Program Manager, at Microsoft Corporation discusses the myths and challenges of succession planning and the ...Read more
Keynote Presenter: Dr. Debra France, Enterprise Leadership Development at W.L. Gore
Much has been written about the unique culture and organizational practices of W. L. Gore & Associates, a long-time Best-Place-to-Work Company ...Read more
How are leadership transitions best handled, and how can organizations today ensure that when the torch gets passed, no one gets burned? Learn firsthand the elements to successful succession planning – what it is, what it can do, and why leaders and their successors are so critical to a thriving organization.
Peter Howes, Vice President, SuccessFactors discusses what he feels is one of the biggest challenges facing HR: what is a career? A career is a combination of projects, experiences, horizontal shifts, and promotions.
At any given time, ...Read more
Can you imagine getting over a million applications a year? Could you trust that your selection system wouldn’t rule out someone really good? With incredibly high volume and limited open positions, P&G relies on a very efficient selection process to quickly identify top candidates and make sure their recruiters and hiring managers’ valuable time is only spent on the most promising contenders.
Joe Garcia, Ph.D., Sr. Director, Talent Management at The Home Depot, shares his experience in creating a competency model grounded in empirical data and linked with business strategy in mind.
Key insights include:
Start with the ...Read more
Joe Garcia, Ph.D., Sr. Director, Talent Management at The Home Depot, shares how HR made the business case to redefine their competency model to reflect the skills/traits that were proven to drive performance in managers.
Select ...Read more