Talent Mgmt
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Learning and Gaming Technology: The Advantage of Simulations
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Efficiency and effectiveness are derived from three specific advantages that simulations have over the experience based learning. First, simulations eliminate risk and the painful consequences of poor decisions. Simulation has the ability to not just mitigate, but completely eliminate the…
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Educating for Innovation
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Once again, from the Talent UnConference (TalUnCon) hosted by Electronic Arts on January 25, 2006. ((From the Talent UnConference, January 25, 2007. Ideas expressed in this post may be directly attributed to the TalUnCon or might have been triggered by…
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Analytics: Linking Silos, Linking Strategy
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There was a question posed on the web a while back (I’m hard pressed to find it) asking what linkages were important to the performance of an HR organization. I’m equally hard pressed to think of an instance where integrated…
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Engagement Insights From a Dumb Little Man
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Hey… Dumb Little Man is the name of his website, ok? Coming from a non HR practitioner he has some great insights about retaining engaging employees. In fact, I’d be impressed if some of these ideas came from HR practitioners…
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Quantifying Talent
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Sean over at Talent Ecology recently wrote a piece that got me thinking about how we think and process our talent, nut just as people but as distinct sets of competencies. After new accounting rules for property went into effect…
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Jeitosa’s Top 5 for 2007
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I was adamant this year about not putting out a list, so instead I’ll borrow from someone else. Jeitosa is an interesting organization built with industry experts with strong ties to organizations such as ADP and Workday. In fact, the…
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How to Develop People
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Any organization develops people; it has no choice. It either helps them grow or it stunts them… In developing people the lesson is to focus on strengths. Then make really stringent demands, and take the time and trouble (it’s hard…
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Performance Appraisals
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Appraisals – and the philosophy behind them – are far too much concerned with “potential.” ((Drucker, Peter F. “The Daily Drucker.” HarperCollins, 2004. Page 274)) Instead of focusing on the future, Drucker says to focus on the prior positions and…
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The Crucial Promotions
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If a company is to obtain the needed contributions, it must reward those who make them… The crucial promotion is not a person’s first – though it may be the most important one to her and to her career… The…
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Attracting and Holding People
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It is highly desirable to have specific objectives for manager supply, development and performance, but also specific objectives for major groups within the non-managerial workforce. There is need for objectives for employee attitudes as well as for employee skills. ((Drucker,…
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People Decisions
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People decisions are the ultimate – perhaps the only – control of an organization. People determine the performance capacity of an organization. No organization can do better than the people it has. ((Drucker, Peter F. “The Daily Drucker.” HarperCollins, 2004….
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A Return to Sabbaticals
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A few months ago I wrote about sabbaticals and wanted to swing back around and clarify my position – especially since I may have been proven wrong about a couple things. In my original article, I stated that sabbaticals were…
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What’s to be done about performance reviews?
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Harvard Business School Working Knowledge has a current discussion about performance reviews and what can be done to make them more effective. Quite a few interesting comments have been posted so far (discussion closes on November 24). I’ve written quite…
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Talent Acquisition Systems Updates
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I’ve been remiss in my lack of system and vendor updates. Truth be told, not much has actually changed in the vendor landscape other than a few mergers. The vendors I liked last year and early this year are the…
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Branding, Communications, Compensation, Engagement, HR Strategy, HR Technology, Talent Mgmt, Vendors, Workforce Planning
We Have Work to Do
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For all our lofty talk about employer branding, employee engagement, communications and change management, and for all the money we’ve been spending on implementing technology, process and workflow, we don’t seem to be tying the two together. I won’t be…
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Learning to Talent Management Integration
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We’ve already talked about performance, compensation and succession. Adding learning to the equation is fairly simple, but again, it’s a two way street (perhaps more circular than linear). And once again, it all starts with jobs and the competencies that…
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Succession Planning to LMS, EPM Integration
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Integration between the various functional “modules” that make up a talent management suite (TMS) are numerous, and in the next couple of days, I’ll cover a couple variations. The first is data integration that revolves around a succession planning process….
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Performance Management to Compensation Management Integration
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Unfortunately for most managers, technologists usually see a need to integrate performance scores with the compensation planning tools, but not much more than that. The reality is that if you are a manager, you really need more than just a…
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Recruiting to Talent Management Integration
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Here starts another series, this time on integration and in response to a rather surprising showing of interest in Performance Management Integration back in early August. In this series, I’ll be covering not only the reasons why integration is critical,…
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Stopping the Talent Drain
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This site has many recurring themes, but here are 2 of the most popular: There’s a talent drain and it’s only getting worse. Compensation is no way to retain your highest performers. Obviously I was struck when I read “Stopping…