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8
Dated: 05-08-2014
The first time that ‘talent’, and particularly leadership talent, was identified it was as a specific, business critical, a factor to organizational competitive advantage. However, despite the clarity of when the term was first thought off, everything else about the term is contested amongst both academics and ‘gurus’, and subject to a large volume of commentary.
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8
Dated: 05-08-2014
You can never escape from sports. Having grown up in the UK football (soccer for my US colleagues), rugby, cricket along with a myriad of other sports were available 24x7. Now I am living in the US my sports jargon is increasing, I am learning about “March Madness” (The Annual NCAA College Basketball tournaments for my UK colleagues) as well the Super Bowl, and 7th inning stretches (again, for my UK colleagues, it’s real! At a baseball game the spectators will get up and stretch during the half-time break in the 7th inning.)
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8
Dated: 05-08-2014
Edward Deming, one of the gurus of quality management, developed 14 points for quality. Number 12 states, “Remove barriers that hinder the hourly worker. Supervisor responsibility must be focused on quality, not numbers. Abolish annual or merit rating and MBO completely.” Deming goes on to say that all employees should be rated, “Must Improve” because everyone must improve for the organization to advance. This is a great point. Continuous improvement is necessary in all organizational cultures. On the other hand, most people need to know what is expected and where improvements need to be made. In 99% of the cases, people will respond and deliver on their expectations.
$authorProfileLink
8
Dated: 05-08-2014
In recent years, we’ve learned plenty about improving human performance. Bestselling books by folks like Tony Schwartz (Be Excellent at Anything) Tal Ben-Shahar (Happier) and Tim Ferris (The Four Hour Body), have taught us plenty about selfoptimization.
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8
Dated: 05-08-2014
Traditional recruiting is reactionary – it’s about putting out fires, or filling positions as quickly and as best you can. Talent management, on the other hand, is forward-thinking – anticipating business needs before they arise and planning for those needs, thus creating an environment where “fires” are far less frequent. Talent management is deliberate and strategic.
$authorProfileLink
8
Dated: 05-08-2014
A friend of mine, who is Chief Service officer for a large, privately held company, commented last week that this is the time of year when executives and managers spend countless hours writing some of the best fiction ever produced. He wasn’t talking about dusting off resumes. He was talking about the annual performance review.
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8
Dated: 05-08-2014
In any company, the relationship among the management team, compensation committee and outside advisers can be complex. This dynamic interplay of parties often comes to a crescendo in the executive incentive plan design process.
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8
Dated: 05-08-2014
Many of us find ourselves working on teams these days, and are probably quite familiar with the advantages and frustrations of this type of work. In many ways, working on teams can be a positive and productive experience. It provides opportunities for collaboration, the synergy of diverse skills, and collegial support. However, team work also raises issues of less autonomy, accountability to colleagues, the requirement of frequent communication, and group problem solving. A consistent challenge is getting individuals to work together effectively on teams when individual members have differences in communication styles, project management priorities, time management, information gathering and decision making.
$authorProfileLink
8
Dated: 05-08-2014
Many years ago, I visited a manager who had just terminated an employee the day before for substandard performance. Because I knew the staffing requisition for a replacement would be approved, I stopped in to talk with the manager to get the recruiting process started. In my traditional HR style and as a starting point for our discussion, I asked if the job description for this role was current and accurate. I wanted to make sure I was going to start a search based on what he really needed rather than what he thought he needed, or work with a document that was developed by a previous manager and no longer accurate. A job title alone was not sufficient for me to start the search.
$authorProfileLink
8
Dated: 05-08-2014
The one-way power dynamic of the traditional performance appraisal actually has a lot in common with bullying. At the very least they are of no real benefit. I propose another approach which dispenses with bureaucracy, leading to a more open, constructive and enjoyable experience. The traditional appraisal is an artifact of the 20th century.
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