Performance Management
Posted on July 17th, 2007.
The Top 22 Business Processes which Drive Business Impact
In 2007 we conducted one of the largest-ever studies of corporate talent management: we interviewed and surveyed more than 750 corporations to gain an understanding of their business problems, their talent challenges, and their levels of maturity and sophistication in 62 different talent management processes.
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Posted on July 16th, 2007.
Talent Management” has become one of the most important buzzwords in Corporate HR and Training today. In this article we will explain the history, principles, and processes of talent management and help readers understand our research agenda in this important area.
From Personnel to Strategic HR to Talent Management
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Posted on June 18th, 2007.
We recently completed High Impact Talent Management®, a major research study on the business impact of corporate leadership and talent management processes. One of the goals of this research was to understand where organizations could best focus their leadership development and management efforts to drive greatest business results. We call these… Read more»
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Posted on May 29th, 2007.
As organizations continue to understand and focus their talent management strategies, one of the most important processes they are focusing on is performance management. Our High Impact Talent Management® research identified performance management as the area of talent management which actually drives the highest levels of business impact. Why? Because as we… Read more»
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Posted on May 11th, 2007.
The Seven Important Elements of Performance Management
Performance management is far more than performance appraisal. In fact, this is probably the last and least important part of the process. As we see it, “performance management” is “management.” It describes the ongoing process between employees and managers which takes place every single day. The seven key… Read more»
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Posted on April 7th, 2006.
I just completed a detailed interview with Gary Short, Kimberly Clark’s director of Talent Management. The company has had a legacy performance management process for 20 years which had limited adoption but a very long term history. The old process grouped employees into only three levels: meets expectations, exceeds, or does not meet expectations. As… Read more»
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