Explore HCI's collection of curated research, white papers, case studies and infographics on trending talent management topics.
People work in groups. Who we work with has a major impact on our performance. Yet most traditional performance management systems focus on individuals without considering how their performance is affected by other people. It is time to break ...Read more
The move to a hyperconnected, technology-centric, always-on work environment is creating increasing pressure on companies and employees to keep up in a world where change is not just constant, but ever accelerating. To succeed in this world, ...Read more
Compensation practices are starting to go through a major transformation. This transformation is driven by the need to more effectively engage employees. It is enabled by flexible cloud technology solutions that allow companies to rethink ...Read more
American workers are disengaged. But you already know that. You’ve probably seen Gallup’s perennially popular stat that only about one-third of workers are engaged. And so you’d think that with the billions companies have spent on engagement efforts, the needle would have moved more.
And yet … We’re experiencing an engagement crisis in which a great majority of employees are not as motivated or committed as they could be. As they should be.
OKRs alone are not enough! The OKR goal-setting methodology requires its logical adjunct, CFRs (Conversations, Feedback, and Recognition), to provide the continuous performance management element needed to drive results.
Since he was born almost three years ago, our son has looked to faces for cues. Almost instantaneously, inside his little, blonde head he looked up at us and wondered: Is this safe or unsafe? How should I interpret this situation? How am I doing? As parents, it is a subtle balance between giving too much feedback that can overwhelm and control, and too little feedback, which can contribute to uncertainty and doubt.
In the past, a smart business strategy separated the winners from the losers. But not anymore. Today, the best culture wins. Top Workplaces leaders recognize this, and they leverage it as a competitive advantage. How do they do it? More and more, they’re relying on a new technology to create an environment that gets results.
We are on the brink of a human revolution in the workplace. The old ways of living and working are no longer working. This people-centric revolution is where organizational performance and agility is driven by investing in employees and cultivating a culture of positive well-being in the workplace.
While it’s true that the world is constantly evolving, there are moments in history when massive transformations occur – the shift from hunter/gatherer communities to the agrarian age, the industrial revolution followed by the ...Read more
The world today can feel stressful. The news is filled with stories of divisive politics, dramatic social change, dire consequences of climate change, and helplessness in the face of global conflict and terrorism. With all of this as a backdrop ...Read more
When it comes to Emotional Intelligence (EQ) training, there are many commercial off-the-shelf programs to choose from, and they vary widely in terms of learning objectives and the experiences they provide. To add to the confusion, there are many ...Read more
Job seekers begin to form an opinion about a company, as an employer AND as a business, the very moment they begin the application process. One negative candidate experience creates a ripple effect as applicants vocalize their dissatisfaction with how they were treated and discourage others from applying.
Ever wonder what makes people succeed in their roles? Relationships—not quantity, but quality, and particularly with direct reports. Just as the best companies are concerned about the quality of their relationships with their customers, the best leaders seek feedback—both positive and negative—about how they’re doing in their relationships with their many constituents.
How do leaders, managers, and HR, L&D and Talent Management practitioners empower their people to execute their organization’s vision and thrive in a world of constant change? This research report explores how coaching can be integrated ...Read more
In February 2017, eight months before #MeToo went viral, a former senior engineer at Uber, Susan Fowler, published a blog alleging rampant sexual harassment, retaliation, and discrimination. Following an extensive investigation including hundreds of interviews, former U.S. Attorney General Eric Holder and his colleagues at Covington & Burling issued a list of recommendations aimed at changing the company’s culture and practices. While Uber’s transgressions were severe, they are not alone. The headlines of the past year indicate that many organizations are still at risk and in need of transformation. What lessons can be learned and how must organizations respond?
Objectives and Key Results are a powerful goal-setting system that works for organizations, teams, and individuals. They align employees’ goals with enterprise objectives. By using Key Results (metrics) to gauge performance and progress, organizations can improve execution both at the individual and company level.
How should top management handle the highs, but also the extreme lows that unexpected change often brings about?
Let's face it -- organizations are only as able as the people who comprise them. When employee wellbeing is prioritized and employees are happy, an organization is positioned to do its best work. This fosters an atmosphere of positivity where everyone can thrive. But if morale is bad, turnover is high, and socio-economic disenfranchisement is the norm, it's probably a good idea to revisit your ‘HR first’ principles.
If you’re a recruiting professional or hiring manager and your head is spinning, you’re not the only one! There has been so much going on in talent acquisition this year that we felt compelled to focus our annual survey on topics affecting our industry today.