Case study: Onboarding & Offboarding – Mailigen’s story

CakeHR

Most managers tend to think that its synonymous to company orientation while in reality, onboarding is broader and more crucial than that. Every new employee should have a sound understanding of management expectations and the specific role they play to help the company achieve its goals.

Eliminating Performance Ratings: 3 Ways to Improve the Employee Experience

Lighthouse

His research focuses on case studies of companies that successfully deliver results on their talent and learning transformation projects. He is pursuing a Bachelor’s of Communication Arts as well as a Master’s of Science in Human Resource Management. .

New Research on Cutting-Edge Performance Management: What Are We Learning?

Compensation Cafe

Editor's Note: Last summer we posted an announcement from Gerry Ledford (one of our profession's leading scholars) introducing a new academic study focused on leading edge performance management practices and an invitation for any qualified organizations to participate. For the past year, I have been leading research on cutting-edge performance management practices at the Center for Effective Organizations (CEO), University of Southern California.

How to Master the Shift from Performance to Development Management

Digital HR Tech

Currently, many organizations question their performance management. According to a study by the World Economic Forum , cognitive flexibility, creativity, emotional intelligence and active learning are the most important competencies for the future.

New Guide: Choosing Employee Performance Software To Ease Common HR Pain Points

15Five

To get you started, we’ve compiled a comprehensive HR Buyer’s Guide to help you search for and select continuous performance management software that fits your company philosophy and specific needs. In this case, your stethoscope takes the form of a fundamental needs assessment.

Performance Snapshots at Deloitte

Strategic HCM

Buckingham dealt less with the more formal aspects of performance management but it’s this that was covered extensively in the Harvard Business Review. Actual performance accounts for only 21% of the variance. So traditional performance reviews are clearly very unlikely to work.

ATS 77