INDUSTRY INSIGHTS YOUR PEERS ARE READING
For one, they highlight the fundamental shift in focus from human capital management to creating a more human employee experience (case in point: the top post is titled “The End of Management as We Know It”). Three of the top 16 are about the end of traditional performance management. MORE
The rest in football (soccer) is a lot of things like training facilities, the size and quality of the field, tactics, medical staff, fans, coaching staff and of course the manager (which is equivalent to the CEO). What about manages, leaders and CEO’s of companies? MORE
Posted on September 9, 2014. The root of the problem was that each of the three call center departments—website, card services, and collections—operated independently, using different performance metrics, compensation calculations and manual processes. As a result, pay for performance compensation was often inconsistent and inaccurate. Do you know if your investment in automating your pay-for-performance program is paying off? MORE
Perhaps the most strident, recent criticism comes from management guru, Ram Charan (whom I admire), in the July-August, 2014 issue of the Harvard Business Review. CEOs want and need a trusted talent management and organizational capability leader at their side. MORE
So, what’s holding people back from moving ahead with talent metrics? The 2014 Global Assessment Trends Report from The Corporate Executive Board (CEB) found only half of respondents use talent metrics to prove ROI of talent or help inform business decisions, and only 45 percent currently use objective measures of potential to guide development and succession plans. Companies are loaded with employee, HR, and performance data. MORE
Recruitment, learning, performance management, pretty much everything we do are going through huge transformation - what we did in HR years 10 or even 5 years ago has little relation to what we''re going to be doing in 10 or even 5 years time. MORE
Even small companies ( I’m looking at you, Mr/Ms HR Manager of a company with less than 250 employees ) can incorporate these elements into their compensation planning without too much stress. Variable compensation tied to business performance is the same thing. MORE
“The employee performance appraisal is an underperforming, periodic business process that is loathed by both employees and managers alike. report, “ Disrupt the Employee Performance Process to Align with Business and Customer Outcomes.” July 2, 2014). MORE
Consistently and accurately evaluating employee performance is essential not only to individual success, but to the overall success of an organization. That being the case, you’d think more companies would actively measure employee performance. Performance Management MORE
At Reviewsnap, we''ve seen firsthand the benefits delivered by a pay-for-performance structure that closely ties compensation to the performance review process. Like most human capital challenges, tying compensation to performance reviews has its share of pros and cons. MORE
In mid-August, a New York Times article about Amazon featured heated accounts from former employees describing a workplace that rewards top performers with praise and bonuses, while punishing those who can't — or won't — commit to 85-hour work weeks and 24/7 availability. MORE
The rest in football (soccer) is a lot of things like training facilities, the size and quality of the field, tactics, medical staff, fans, coaching staff and of course the manager (which is equivalent to the CEO). What about manages, leaders and CEO’s of companies? MORE
In my last post The Politics of Performanc e I wrote about how manager bias during the performance review process may impact an organisation''s ability to accurately identify and retain critical talent. But how do you identify the best managers? MORE
Over the last 20 years, organizations have redesigned, reworked, and revamped performance management time and time again. They’ve tried different rating models, feedback tools, manager coaching, recognition programs, continuous performance management, and more. MORE
It's been an interesting year in the world of Human Resources: The certification debate rages on , talent management is evolving at whiplash pace, generational diversity has created a roller coaster of succession planning and the social space has never been more populated with educated HR advisors. In truth, HR remains the organizational pipeline to employees, managers and executives. Behavior Change Management Now more than ever change is paramount to organizational success. MORE
In a 2014 IDG survey, only 24% of enterprise organizations migrated or planned to migrate HR functions/applications to the Cloud. Not to mention, the potential of a system to include Artificial Intelligence and predictive analytics in sourcing , recruiting and managing people more efficiently. HR departments, for instance, use applicant tracking systems to manage job ads, sort resumes, shortlist applicants, coordinate with their team/candidates and so on. MORE
Previously, we wrote about the pressing need to solve the performance management puzzle that baffles so many of our organizations. To “solve” performance management, we not only need to address each piece of the puzzle but we also must come to terms with a new set of realities. Here are five of the most critical new realities that, once embraced, will help us all solve the performance management puzzle: 1. MORE
Is "making teams better" the new holy grail of performance analytics? More quantitative attention is being paid to how well players improve the in-game performances of their teammates. Indeed, how can the coaches improve the TQ—Teamness Quotient—of their players’ performances? MORE
to senior management, 19.1% awarded as much to employees at the management level, 19.7% awarded it to non-management salaried exempt employees, 20.6% in 2014, and 38.1% A peek at the maximum increase tied to a performance scale of 1–5 shows that 20.1% MORE
How does a business assess the effectiveness of their management? There is a CEO and a set of executive officers managing the core and the administrative functions of the business. Which managers have the best safety records, the best customer satisfaction, and the lowest absenteeism? MORE
Major League Baseball has for decades been a primary case of the use of big data and analytics improving performance and results. Sure enough, 2017 saw a record for this as well: the average game clocked in at three hours, eight minutes, which was barely longer than the previous high of three hours, seven minutes in 2014. more likely to have performance goals for teams that reinforce the importance of collaboration. MORE
Openness, transparency, shared and socialized goals - and progress towards attainment of those goals are all generally seen as positive influences on workplaces, organizational culture, and individual performance. But, (and you knew there had to be a but), sometimes, openness, transparency, and increased visibility to employee performance and the ability to compare employee performance can drive undesired and even detrimental employee behaviors. MORE
Jayson Saba, vice president of Market Strategy, Ceridian HCM, offered his tips at the SHRM Talent Management Conference, held recently in San Diego. It comprises several key performance indicators (KPIs) and metrics, and it often includes more than one area. MORE
There is no silver bullet for performance management: not an app, platform or systematic flow chart. It turns our that managing performance is as much about knowing your people as it is knowing the metrics of their performance. Managers get a lot of s**t! MORE
Will more openness cause managers to be more cautious and risk-averse in their pay decisions? Enter Exhibit 2: The "Blowing Up Performance Appraisal" Movement. Pay-for-performance in organizations that have elected to kill performance ratings is necessarily different. MORE
Manager-level employees are included in formal mentoring programs at 22%. Leadership/management is the professional development topic covered most (78.9%) when training management team members, and company mission and values comes in second at 70.8%. Time management—50.7%. MORE
We can formulate a performance management strategy around Holacracy but packaging and selling these employee motivational mindsets is difficult to say the least. We all have metrics that define our success. What is it that engages people in their work ? MORE
We live in amazing times when companies have the freedom and all the possibilities to hire the best talent in the world without the need to relocate those high-performers. However, the effective management of distributed teams is still a big challenge. Such clarity is possible upon embracing data-driven performance management. This is what helps those leaders to focus on critical performance issues and activities that workforces need support with. MORE
The book covers the full People Analytics scope (Benefits, Compensation, Culture, Diversity & Inclusion, Engagement, Leadership, Learning & Development, Personality Traits, Performance Management, Recruitment, Sales Incentives) with numerous real-world examples, and shows how R can help”. MORE
Performance Reviews Need Help. In a recent survey conducted by Adobe, 88% of the survey participants indicated they were part of a performance appraisal process. This same study found that managers in these programs spent, on average, 17 hours per employee preparing for their performance reviews. Scary statistics, however, do not justify eliminating performance appraisal programs. It’s too valuable a data source and management tool. MORE
These tools are powerful and disruptive, and they have the potential to redefine how we manage our organizations. If we look at employee ratings of employers as a whole, we find that performance follows a bell curve. We know managers are biased. MORE
Solutions that potentially solve virtually every conceivable problem within the broad spectrum of Human Resources—recruitment, on-boarding, performance management, employee engagement, recognition, talent management—the list goes on. MORE
ClearCompany HRM
OCTOBER 30, 2014
“The employee performance appraisal is an underperforming, periodic business process that is loathed by both employees and managers alike. report, “ Disrupt the Employee Performance Process to Align with Business and Customer Outcomes.” July 2, 2014).
Bersin with Deloitte
APRIL 17, 2019
Over the last 20 years, organizations have redesigned, reworked, and revamped performance management time and time again. They’ve tried different rating models, feedback tools, manager coaching, recognition programs, continuous performance management, and more.
ReviewSNAP
JANUARY 21, 2014
Previously, we wrote about the pressing need to solve the performance management puzzle that baffles so many of our organizations. To “solve” performance management, we not only need to address each piece of the puzzle but we also must come to terms with a new set of realities. Here are five of the most critical new realities that, once embraced, will help us all solve the performance management puzzle: 1.
UpstartHR
NOVEMBER 24, 2014
Even small companies ( I’m looking at you, Mr/Ms HR Manager of a company with less than 250 employees ) can incorporate these elements into their compensation planning without too much stress. Variable compensation tied to business performance is the same thing.
Compensation Force
MARCH 7, 2014
Is "making teams better" the new holy grail of performance analytics? More quantitative attention is being paid to how well players improve the in-game performances of their teammates. Indeed, how can the coaches improve the TQ—Teamness Quotient—of their players’ performances?
Visier
NOVEMBER 5, 2014
How does a business assess the effectiveness of their management? There is a CEO and a set of executive officers managing the core and the administrative functions of the business. Which managers have the best safety records, the best customer satisfaction, and the lowest absenteeism?
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ReviewSNAP
JANUARY 28, 2014
At Reviewsnap, we''ve seen firsthand the benefits delivered by a pay-for-performance structure that closely ties compensation to the performance review process. Like most human capital challenges, tying compensation to performance reviews has its share of pros and cons.
Namely
APRIL 8, 2015
Consistently and accurately evaluating employee performance is essential not only to individual success, but to the overall success of an organization. That being the case, you’d think more companies would actively measure employee performance. Performance Management
Compensation Cafe
NOVEMBER 19, 2014
In my last post The Politics of Performanc e I wrote about how manager bias during the performance review process may impact an organisation''s ability to accurately identify and retain critical talent. But how do you identify the best managers?
All about Human Capital
SEPTEMBER 9, 2014
The rest in football (soccer) is a lot of things like training facilities, the size and quality of the field, tactics, medical staff, fans, coaching staff and of course the manager (which is equivalent to the CEO). What about manages, leaders and CEO’s of companies?
Compensation Force
JUNE 20, 2014
Will more openness cause managers to be more cautious and risk-averse in their pay decisions? Enter Exhibit 2: The "Blowing Up Performance Appraisal" Movement. Pay-for-performance in organizations that have elected to kill performance ratings is necessarily different.
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Achievers
OCTOBER 10, 2014
Solutions that potentially solve virtually every conceivable problem within the broad spectrum of Human Resources—recruitment, on-boarding, performance management, employee engagement, recognition, talent management—the list goes on.
HR Times
SEPTEMBER 9, 2014
Posted on September 9, 2014. The root of the problem was that each of the three call center departments—website, card services, and collections—operated independently, using different performance metrics, compensation calculations and manual processes. As a result, pay for performance compensation was often inconsistent and inaccurate. Do you know if your investment in automating your pay-for-performance program is paying off?
Strategic HCM
OCTOBER 7, 2014
Recruitment, learning, performance management, pretty much everything we do are going through huge transformation - what we did in HR years 10 or even 5 years ago has little relation to what we''re going to be doing in 10 or even 5 years time.
All about Human Capital
SEPTEMBER 9, 2014
The rest in football (soccer) is a lot of things like training facilities, the size and quality of the field, tactics, medical staff, fans, coaching staff and of course the manager (which is equivalent to the CEO). What about manages, leaders and CEO’s of companies?
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Dave's Weekly Thought
SEPTEMBER 5, 2014
We can formulate a performance management strategy around Holacracy but packaging and selling these employee motivational mindsets is difficult to say the least. We all have metrics that define our success. What is it that engages people in their work ?
Dave's Weekly Thought
OCTOBER 20, 2014
There is no silver bullet for performance management: not an app, platform or systematic flow chart. It turns our that managing performance is as much about knowing your people as it is knowing the metrics of their performance. Managers get a lot of s**t!
Steve Boese
APRIL 25, 2018
Openness, transparency, shared and socialized goals - and progress towards attainment of those goals are all generally seen as positive influences on workplaces, organizational culture, and individual performance. But, (and you knew there had to be a but), sometimes, openness, transparency, and increased visibility to employee performance and the ability to compare employee performance can drive undesired and even detrimental employee behaviors.
Outmatch
JULY 6, 2015
So, what’s holding people back from moving ahead with talent metrics? The 2014 Global Assessment Trends Report from The Corporate Executive Board (CEB) found only half of respondents use talent metrics to prove ROI of talent or help inform business decisions, and only 45 percent currently use objective measures of potential to guide development and succession plans. Companies are loaded with employee, HR, and performance data.
ClearCompany HRM
MAY 17, 2018
In a 2014 IDG survey, only 24% of enterprise organizations migrated or planned to migrate HR functions/applications to the Cloud. Not to mention, the potential of a system to include Artificial Intelligence and predictive analytics in sourcing , recruiting and managing people more efficiently. HR departments, for instance, use applicant tracking systems to manage job ads, sort resumes, shortlist applicants, coordinate with their team/candidates and so on.
Decision-Wise
APRIL 30, 2019
Performance Reviews Need Help. In a recent survey conducted by Adobe, 88% of the survey participants indicated they were part of a performance appraisal process. This same study found that managers in these programs spent, on average, 17 hours per employee preparing for their performance reviews. Scary statistics, however, do not justify eliminating performance appraisal programs. It’s too valuable a data source and management tool.
Cornerstone On Demand
SEPTEMBER 2, 2015
In mid-August, a New York Times article about Amazon featured heated accounts from former employees describing a workplace that rewards top performers with praise and bonuses, while punishing those who can't — or won't — commit to 85-hour work weeks and 24/7 availability.
Globoforce
DECEMBER 28, 2016
For one, they highlight the fundamental shift in focus from human capital management to creating a more human employee experience (case in point: the top post is titled “The End of Management as We Know It”). Three of the top 16 are about the end of traditional performance management.
HR Daily Advisor
JUNE 15, 2015
Jayson Saba, vice president of Market Strategy, Ceridian HCM, offered his tips at the SHRM Talent Management Conference, held recently in San Diego. It comprises several key performance indicators (KPIs) and metrics, and it often includes more than one area.
Rallyware
APRIL 9, 2019
We live in amazing times when companies have the freedom and all the possibilities to hire the best talent in the world without the need to relocate those high-performers. However, the effective management of distributed teams is still a big challenge. Such clarity is possible upon embracing data-driven performance management. This is what helps those leaders to focus on critical performance issues and activities that workforces need support with.
Littal Shemer
MAY 14, 2018
The book covers the full People Analytics scope (Benefits, Compensation, Culture, Diversity & Inclusion, Engagement, Leadership, Learning & Development, Personality Traits, Performance Management, Recruitment, Sales Incentives) with numerous real-world examples, and shows how R can help”.
HR Daily Advisor
JUNE 11, 2015
Manager-level employees are included in formal mentoring programs at 22%. Leadership/management is the professional development topic covered most (78.9%) when training management team members, and company mission and values comes in second at 70.8%. Time management—50.7%.
NCHRA
OCTOBER 7, 2015
Perhaps the most strident, recent criticism comes from management guru, Ram Charan (whom I admire), in the July-August, 2014 issue of the Harvard Business Review. CEOs want and need a trusted talent management and organizational capability leader at their side.
TalentHQ
SEPTEMBER 3, 2015
These tools are powerful and disruptive, and they have the potential to redefine how we manage our organizations. If we look at employee ratings of employers as a whole, we find that performance follows a bell curve. We know managers are biased.
HR Daily Advisor
AUGUST 16, 2017
to senior management, 19.1% awarded as much to employees at the management level, 19.7% awarded it to non-management salaried exempt employees, 20.6% in 2014, and 38.1% A peek at the maximum increase tied to a performance scale of 1–5 shows that 20.1%
i4cp
MAY 3, 2018
Major League Baseball has for decades been a primary case of the use of big data and analytics improving performance and results. Sure enough, 2017 saw a record for this as well: the average game clocked in at three hours, eight minutes, which was barely longer than the previous high of three hours, seven minutes in 2014. more likely to have performance goals for teams that reinforce the importance of collaboration.
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