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8
Dated: 12-17-2014
There is a new term that is being introduced to the world of talent management and the word is VUCA. This word (or this idea) VUCA was originally introduced by the U.S. Army War College to describe the more volatile, uncertain, complex, and ambiguous, multilateral world that resulted from the end of the Cold War. VUCA, however, was not widely used until the late 1990s, and gained popularity in military circles shortly after September 11, 2001.
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8
Dated: 02-08-2015
Why is it that in the sporting world the best teams would never play against competitors without their coach being ever present? Why do individual golfers, tennis players or athletes meet their coaches almost daily? How is it that the best performers demand more and more from their personal coaches? Yet, in business we obtain qualifications and think “that’s it!” We participate in training programs and then try, on our own, to put our new-found knowledge and skills to work (and usually fail). We go it alone, until we fail, and then it’s too late.
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8
Dated: 11-24-2014
Popular culture has of late been embracing the findings of behavioral and cognitive science.
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8
Dated: 11-19-2014
If you follow any of the discussion about what HR should report to boards and investors you will have noticed that someone always suggests reporting a ratio like “total compensation / revenue”. In fact, the discussion is not so much about whether this ratio is useful, but about whether a slightly amended ratio like “total compensation / return on capital employed” would be even better.
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8
Dated: 05-23-2015
As the average oil and gas industry age falls, organisations need to achieve more with a less experienced profile and appeal to a new generation. What can be done to build a compelling value proposition that will attract and retain critical technical professionals for the longer term?
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8
Dated: 05-23-2015
Effective executive development programs allow executives to develop a sense of introspectiveness and instill a “self-coaching” component to their own processes. Ultimately, this will allow these executives to consistently engage in genuine self-critique and self-development.
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8
Dated: 05-23-2015
After many years of formal engineering training and assignments as a controls resource, project manager and professional consultant for some very complex global Engineering, Procurement, Construction (EPC) and Information Technology projects; I am surprised that I have arrived at the conclusion that this article offers.
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8
Dated: 12-17-2014
You have been awarded the important job in realigning your compensation strategy. Individual organization feedback is an important factor to consider! Depending on trust and economic factors, your organization may choose to have a third party to implement the survey. If your organization gives you the responsibility to design, DON’T PANIC! You will go through nine phases, gather individual feedback, targeting, design, acquire results, analysis, conduct primary and secondary research, present, action, and reassess
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8
Dated: 12-17-2014
Most managers today dislike the performance appraisal process and view it as an annual, traditional, time-consuming, burdensome, counterproductive, and a painful practice where they only spend a small amount of time at the end of the year collecting employee information and filling out appraisal forms. Reasons include the inconsistency in using performance appraisals within the organization, the ambiguity in distinguishing among the different levels of performance, and the poor linkage between the appraisal system and the need to develop better skills and competencies for employees. Yet what these managers don’t know is that performance appraisal when properly conducted is considered invaluable to the organization since it builds up employee objectives, links them to the corporate and strategic goals, identifies employee strengths and weaknesses, and legally explains to an employee how HR decisions were taken. For more information on how to strengthen the performance appraisal process and strategically link it with employee training and development, check out my article Linking Performance Appraisal to Training And Development: Case Study Example.
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8
Dated: 11-24-2014
Many multinationals (MNCs) continue to ponder the question of how to get the most value from their global mobility investment. Most MNCs would agree that global mobility is the means to create a truly global workforce; however, building a global workforce also requires collaboration across the business and between the various HR and Talent Functions, but no one seems to be willing to take the first step to make this happen. Companies have procrastinated for years because a global mobility strategy has never been truly defined, but now is the time to begin aligning global mobility with internal talent deployment processes.
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