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8
Dated: 12-19-2014
The cost of staff churn is significant. We all know that. But could you put a figure on exactly how significant?
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8
Dated: 01-07-2015
In today's war for talent, succession planning is becoming a non-negotiable MUST-do for leaders and boards of directors. But is having a succession plan enough to ensure business continuity? Here, I'll discuss three reasons why I believe succession planning is merely a starting point and share five strategies for dealing with those factors.
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8
Dated: 05-24-2015
In a recent survey of CEOs by the consulting firm PWC, over half of the executives surveyed said, “lack of talent meant they either cancelled/delayed a strategic initiative, were unable to pursue a market opportunity, or could not innovate effectively.”
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8
Dated: 05-25-2015
In order to manage reward programs effectively compensation practitioners and senior management need to understand how competitive those programs are. In making that determination, though, just how precise does the analysis have to be? To what lengths should one go to increase the level of exactitude in the analysis, and is that effort worthwhile? Does the effort to squeeze out greater precision bring meaningful results?
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8
Dated: 05-25-2015
A business’ high-potential employees are rarely satisfied with their performance.
That’s good. It’s part of what makes them high-potential employees. But how do you help these workers improve their performance, increase their skills and advance their careers?
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8
Dated: 05-23-2015
Mining for data appears to be today’s favorite sport...an alternative to mining for gold, but with a slightly different twist. Important data nuggets can help an organization become more competitive in its talent management strategy.
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8
Dated: 01-06-2015
Every war has winners, losers and civilian casualties. The same happened in the 'war for talent', declared back in 1997. Here, winners are those who got organised well and managed to attract, develop and retain excellent performers. Losers are those that failed to do the same and got trapped in their wrong approach to promotion, selection, training, awarding and keeping quality people.
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8
Dated: 01-06-2015
A company’s human capital is one of its most valuable resources. Employee performance is critical to organizational success. How new employees are socialized and acclimated into a company’s culture can be the fulcrum for optimizing their enthusiasm, ideas, and manpower. Socialization has a pervasive impact on employee adjustment regardless of how minimal or extensive the employees previous work history or the organizational level of their position. Onboarding is the process that focuses on acclimating employees (Dai & De Meuse, 2007) both functionally and socially.
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8
Dated: 01-06-2015
Organizations, whether commercial or not-for-profit, have long been obsessed with managing and measuring performance and there is little sign of this easing up. It is therefore unsurprising that a recent global survey of over 3000 organizations found Key Performance Indicators (KPIs) to be the most widely used tool for managing performance, with a usage rate of about 75%. (The figure below shows the top ten tools). With some respondents preferring to name dashboards, benchmarking or Balanced Scorecards (which require a substantial metrics components) we can safely assume that the actual number of KPI users is even higher (and almost universal).
$authorProfileLink
8
Dated: 12-19-2014
I spend a lot of time running between the East Coast and the West Coast and one conversation that pops up a lot with executives is their concern and focus with employee engagement. Conversations, hypothesis, ponderings and wild-ass-guessing can ensue sometimes for hours as these intelligent educated leaders try to determine “how can I get folks engaged?” Of course, often the reason for these concerns of employee satisfaction and engagement is really how it ties back to productivity, profit and organizational health. Which is fine – as that is what these executives are charged with – ensure the sustainably and success of the company for generations to come or increase market value to prepare for an IPO or merger.
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