Insights on Corporate Talent, Learning, and HR Technology
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.
This ... Read more»
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 this important area.
From Personnel to Strategic HR to Talent Management
To understand why Talent Management has become so important, we ... Read more»
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 findings the top 22 high-impact ... Read more»
“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
To understand why Talent Management has ... Read more»
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 all well know, ... Read more»
We recently completed High Impact Talent Management®, a large research study on the business impact of various 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.
What we found was very enlightening: the ... Read more»
Reflections on the 2006 HR Technology Conference
We recently attended the HR Technology trade show in Chicago. This conference is the only event purely focused on the selection and implementation of HR technology (primarily software systems). This year’s three-day event, held in Chicago in early October, drew more than 1,500 attendees and more than 220 ... Read more»
Talent Management is a Business Problem, not an HR Problem
As we complete our High Impact Talent Management® research (to be launched this May), we are uncovering some very important issues. One in particular is the critical need to understand that talent management is not an “HR process ” but rather a “business process” which ... Read more»
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»
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»