Category Archives: Talent Management

What Can We Learn About Happy Employees and Customers From the Magical World of Disney?

November 26, 2014   

If you’ve ever been anywhere associated with Disney, whether it was a theme park, a hotel or a cruise ship, you’ve likely seen the impeccable level of customer service each and every one of their team members provide. This level of service is likely one of the reasons this company is the global phenomena it […]

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The Process of Performance Appraisal

November 26, 2014   

It almost goes without saying that the annual or semi-annual performance appraisal is one of the most maligned events in modern organizations. All you have to do is take a look at the titles of stories from various sources such as the following: Time to Scrap Performance Appraisals? (Forbes) Is it Time to Give Up […]

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The Difference Between Performance Management and Performance Appraisal

November 26, 2014   

If you think that your company’s annual performance appraisal or review means you’re doing performance management, think again. Understanding how the two are different, and how they relate to each other, is a key learning point for today’s HR and talent management professionals. The problem of course, is that for the vast majority of employees […]

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10 Statistics About Performance Management That Will Blow Your Mind

November 22, 2014   

Few things in life produce more moans and groans in the workplace than the mind-numbing, fear-inducing ritual of annual performance reviews. In recent years, there have been calls for companies to free themselves from this burdensome practice. Download the free whitepaper on how Autodesk overcame this problem. 1.    45% of HR leaders do not think […]

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Workforce Optimization Versus Workforce Planning

November 20, 2014   

For decades, the talk in HR and talent management was all about workforce planning. With the arrival of Big Data and analytics in the 21st century, however, that talk has shifted to workforce optimization. They sound similar, but in reality they’re substantially different, serve different purposes, and result in different outcomes. Both are needed, but […]

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Intelligent risk-taking. How to make good risk decisions.

November 20, 2014   

Whether it’s you as an individual employee, your department or your entire organization, your success is affected by your ability to take risks. In this sense, it’s important to understand the risk-taking profile of your company, your team and yourself. What you’re aiming for is intelligent risk-taking, which means having a process for making good […]

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Avoiding Common Workplace Investigation Mistakes

November 20, 2014   

In a previous article, I laid out 9 steps that should be taken when conducting a workplace investigation. Every step of the process contains inherent risks and the opportunity to do something wrong that can have major legal repercussions. It’s important to get things right when conducting an investigation. If a lawsuit does occur, the […]

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Workplace Investigation Basics

November 20, 2014   

When someone makes a complaint to your department, it’s vital that it be handled swiftly and carefully. After all, no one wants to let a problem fester until it blows up into a costly lawsuit. A workplace investigation is your best chance to sort out what happened and give you the information you need to […]

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Emulating High-Performing Organizations Through the Use of HR Analytics

November 19, 2014   

HR analytics is a phrase that just immediately conjures ideas of massive amounts of data, boring details, and a mundane process. We’re not going to argue that some of those notions may be accurate, but at the same time effective. Detailed and comprehensive HR analysis can provide you with the framework for a talent management […]

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Retention Secret #10: Employee Engagement and Climate Assessments

November 18, 2014   

I’ve written in previous articles about how important it is that employees feel like they are valued members of tight-knit team. This can be accomplished through such practices as participatory decision-making that not only solicits input from employees, but actively engages them in taking that input from the divergent thinking phase into the convergent decision-point […]

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