Read HR Content

Change is so constant in the modern economy that it is often indistinguishable from straight up chaos. The minute you have the lay of the land, a new acquisition is announced, a fresh scandal bubbles over, or a new technology disrupts your industry.

Executive burnout and derailment are at record numbers – in some sectors 75% of executives say they can’t see themselves in the same job in five years. According to Harvard Business Review, burnout is costing approximately $190 billion a year in healthcare spending in the US. Other systematic costs include high turnover, low job satisfaction, and low productivity. Moreover, the majority of executives state they are physically or emotionally depleted.

The one-off and quick fix requests for training are not going to end any time soon, and the best and most effective training programs are those that address the underlying issue(s).

Agility has become an often-used buzzword in business. At the top levels of consultancies, in boardrooms, in the C-suite and in the leadership realm of product innovators, Agility has been a topic of conversation for many years. But despite the chatter and buzz, there is evidence that little, is being done on a practical basis to implement approaches to becoming more agile.

Without strong Learning and Development (L&D) programs, employees may have a harder time being productive, moving up in the organization, and contributing to financial performance. Additionally, it can also lead to lower employee engagement and increased turnover.

Despite the clear positive effects of learning, I’ve repeatedly heard from L&D leaders that they lack insights into whether what they do impacts overall business goals.

Have you ever bought something for your home only to realize you already have exactly what you need? This same phenomenon happens in the workplace, and on an even larger scale. The leader you think you need to hire from outside your organization may already be working inside your organization.  They may be hiding in plain sight; doing a great job for you, but in another capacity.

Continuous, agile performance management’s replacement of the traditional, annual review is SO 2016.

There’s no more structured process or need for employees’ nerves to shake, rattle and roll as they approach their boss’s office every 365 days, but that’s nothing new. Continuous performance management has evolved into new world of high performance that demands much more than increased frequency and leadership agility.