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. MORE

Rather than focusing on competing externally in the market, organizations should consider responding to their employees’ desire for a personalized and meaningful experience. De-linking pay and performance? Chad Atwell is a senior manager with Deloitte Consulting LLP. MORE

We then moved on to data: companies which use data driven decision making have 5-6% higher performance, and this affects us too: "big data and analytics are the only things bigger than technology shaping the future Learning function." MORE

Newmeasures clients have recently been asking for ways to evaluate their performance management practices. Moreover, this translates into 51% stronger performance than competitors on financial measures such as profit and stock price (Bernthal, Rogers, & Smith, 2003). MORE

Applied Psychology in Talent Management (8th ed.) is the newest edition of the Applied Psychology in Human Resource Management textbook by Wayne Cascio and Herman Aguinis. The title has changed with “Talent Management” replacing “Human Resource Management.” MORE

Competency models can transform the way companies operate. The buzzword “core competencies” has been at the precipice of conversations in recent years, but the origins of these concepts can be traced all the way back to a 1990 Harvard Business Review article. MORE

These can differ between organizations, but usually, they do include financial performance, customer satisfaction, organizational member engagement, and an increased capacity to adapt and renew the organization. Total quality management. Human Resource Management Interventions. MORE

We must know how we’re performing at our jobs in order to continuously improve and keep our organization moving forward. At one point, we all used benchmarks: From childhood through higher education, we had clear grades presented to us multiple times a year to let us know exactly where we stood in comparison to a mandated rubric. Temporal Comparison and Social Comparison. SEE ALSO: How to Effectively Change Performance Management. MORE

Who among us said, “when I grow up I want to do something with borderline competency that I don’t really care about just to make enough money to survive”? An inspiring manager creates more team engagement. “What do you want to be when you grow up?”. A fireman! A rooster! (I MORE

Rather than focusing on competing externally in the market, organizations should consider responding to their employees’ desire for a personalized and meaningful experience. De-linking pay and performance? Chad Atwell is a senior manager with Deloitte Consulting LLP. MORE

More and more companies use pre-employment assessment tools to compare the critical competencies of their candidates helping them to find the best match for the job and the organization. Persprofile Manager. AssessFirst helps companies recruit high-performing and committed employees. MORE

Currently, many organizations question their performance management. The reason for that is an increasing number of employees in competence-based jobs as technical and manufacturing jobs are disappearing due to automation. MORE