Comments on: What’s wrong with Talent Management – Part 1

By: 2006 February | Performance and Talent Management Blog

2006 February | Performance and Talent Management Blog — Tue, 19 May 2009 17:02:39 +0000

[...] all this talk of the downsides of performance management going on in the blogosphere, I thought I might take a look at this from the employee perspective. [...]

By: The Human Capitalist » M&A Activity in Talent Management

The Human Capitalist » M&A Activity in Talent Management — Tue, 12 Jun 2007 17:39:36 +0000

[...] Double Dubs | May 18th, 2006 at 2:57 [...]

By: Fergal Coleman

Fergal Coleman — Mon, 06 Nov 2006 00:44:09 +0000

HI there, I am interested to read your views on performance management and personal development.

By: Steve McDonnell

Steve McDonnell — Sat, 04 Nov 2006 20:27:06 +0000

This assumes that the performance plans also serve as personal development plans. Take an example where the performance plans aren’t working. Look at what was accomplished during the year. I’ll bet it’s aligned with what’s on the performance plans. What gets measured gets done and perhaps that should be the only expectation of what a performance plan as described can accomplish.

By: systematicHR - Human Resources Strategy and Human Resources Technology » Is Talent Management Strategic?

Mon, 05 Jun 2006 14:39:33 +0000

[...] We can also take performance management. I’ve written before about performance and it’s lack of overall impact. This is because performance does not usually have a high adoption rate with operational managers, causing their execution of performance management to be less than effective at the employee level. The truth is that with the right tools, change management process, and a culture that believes in the process, performance processes can turn from the robotic evaluations they are today, into a true value add for the employee. [...]

By: Untitled Document

Untitled Document — Tue, 23 May 2006 15:03:06 +0000

[...] var site=”s14appraisal” Click here to go back to The Performance Management Library for free articles or use back button to go back. Open the article in the full window [...]

By: Double Dubs

Double Dubs — Thu, 02 Mar 2006 06:22:32 +0000

Jason Corsello also comments here:
http://jasoncorsello.blogs.com/jason_corsellos_weblog/2006/03/do_you_enjoy_th.html

By: systematicHR - Human Resources Strategy and Human Resources Technology » Blog Archive »

Sat, 25 Feb 2006 23:50:54 +0000

[...] What’s wrong with Talent Management – Part 1 [...]

By: Terrence Seamon

Terrence Seamon — Sat, 25 Feb 2006 19:20:10 +0000

Dubs,
I could not agree more when you say we are operating with a broken model when it comes to performance reviews.

I have some ideas on a fix that are not too far off from yours. For instance:

http://learningvoyager.blogspot.com/2005/11/most-wonderful-time-of-year-this-is-my.html

Terry

By: John McCoy

John McCoy — Sat, 25 Feb 2006 14:05:17 +0000

Of course, some organizations practice performance evaluation as a backward-looking process, use goal-setting to show stakeholders what they would have done anyway, and use goal accomplishment as a means to justify their efforts. I have worked in such organizations.

Other organizations use goal setting as a means of stretching their capabilities, goal accomplishment as a cause for celebration, and evaluation as a means of assessing future capabilities. I work in such an organziation now.

The point is that a well-designed performance management system is a framework and set of tools. The difference in whether it helps improve results or not is in how it is used, maintained and cared for.

Such a system is not a replacement for the long conversation that takes place about what gets done and how it gets done. Its value is in how it facilititates, encourages and aligns those conversations. When that happens, the results can be astounding.