Talent and Performance Development
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Talent and Performance Development
Making sense of performance and talent development systems to create & sustain high performance in organizations. For the BEST of the BEST curated news in performance, change, agile learning, innovation, motivation, social media and careers, SUBSCRIBE to Reveln.com/Tools/
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Scooped by Deb Nystrom, REVELN
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The New HR Organization is a Talent Machine 2014

The New HR Organization is a Talent Machine  2014 | Talent and Performance Development | Scoop.it

"HR 2014 Future Trend findings by Bersin of Deloitte Analyst based on interviews with organizations on the Future of HR."


Excerpted:


1. Talent Management Defines HR


Microsoft's recently announced they've done away with forced ranking. ...HR's role was to spearhead this change - beyond the basics (payroll, employee relations, time and attendance, compliance.)  The basics are NOT enough to be competitive.


2. Integrated Talent Management Has Shifted to Optimized Talent Management.   ... "Optimization" = how can they better compete to attract, retain, and engage their aging workforce?


3. HR Business Partner Roles Have to Change Dramatically

This item features a special performance consulting group...of five senior HR specialists (staffing, OD, learning, labor relations) working on special talent projects. They diagnosed a problem in one unit as a lack of employment brand in one of the areas they serve. They worked with the recruiting team to build a local, highly tuned employment branding program - with internships, local universities and new sourcing tools - to gain access to engineers. Within a few quarters the problem started to go away.


Could a generalist have done this without a lot of help? Unlikely.


4.  Business Thinking and Data Are Now Critical to Success

...build talent analytics and workforce planning capabilities so [HR] can prove that we're delivering impact.

Photo: gilmorec Flickr cc


Related posts by Deb:

Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It

     

Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems

Deb Nystrom, REVELN's insight:

I'd define the 2014 term as Talent Development.  Traditional management techniques are changing too.  Many of the bigger companies, including Microsoft as cited in this article, have been slow to change.  Mid-size  and more agile large companies have long ago dropped forced rankings, for example.


Mid-size and larger companies are also building in Business Intelligence, data access that is accessible by more than the traditional management / leadership elite.  This is also changing the nature of business.

Bersin's views capture approaches already in place in leading companies, the exact point of this curation stream.  ~  Deb

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Deb Nystrom, REVELN's curator insight, December 11, 2013 4:08 PM

I'd define the 2014 term as Talent Development.  Traditional management techniques are changing too.  Many of the bigger companies, including Microsoft as cited in this article, have been slow to change.  Mid-size  and more agile, adaptable large companies have dropped forced rankings long ago.


Mid-size and larger companies are also building in Business Intelligence, data access that is accessible by more than the traditional management / leadership elite.  This is also changing the nature of business.

Bersin's views capture approaches already in place in leading companies, the exact point of this curation stream.


From Talent and Performance Development 

http://www.scoop.it/t/talent-and-performance-development 

news.   ~  D

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Photo-Blog: What's Happening with HR in Michigan

Photo-Blog:  What's Happening with HR in Michigan | Talent and Performance Development | Scoop.it

This is a link to what's been happening in Michigan with HR events and learning in 2013.   A number of the photos, especially those with the tag MISHRM  (on Flickr photo sharing) are connected to blog posts by topic.




Deb Nystrom, REVELN's insight:

This is a bit of an experiment - an HR photo blog.  Let me know via DebNystrom@Reveln.com if you found it helpful, or via the comments below.  ~  Deb

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Flawed Performance Management and Hospital Consultants Don't Mix > Insights to Change

Flawed Performance Management and Hospital Consultants Don't Mix > Insights to Change | Talent and Performance Development | Scoop.it

"...improvements envisaged by the Department were achieved but that’s because its objectives were absurdly unambitious."  


Does this sound like a hobbled performance management system to you?  From "An open blog enabling commentators from across secondary care to share their opinions."


Excerpts:


“A new contract which increased consultants’ pay by between 24% and 28% failed to halt a continuing decline in productivity. Many of the improvements envisaged by the Department were achieved but that’s because its objectives were absurdly unambitious.


____________________

The use and quality of annual appraisals in trusts are patchy.

___________________


“The contract allows consultants to refuse to work during evenings and weekends. As a result, hospitals struggle to provide the appropriate level of consultant-led care for patients. Some trusts even pay up to £200 an hour for additional work which is done at weekends.


“The use and quality of annual appraisals in trusts are patchy. Seventeen per cent of consultants have not had an appraisal in the last year. It is also startling to hear that nearly half of trusts do not assess whether consultants have met the objectives in their job plans.


____________________.


..half of trusts do not assess whether consultants have met the objectives in their job plans.

____________________



“Pay progression for consultants is linked to years in the job rather than how well they are performing. And Clinical Excellence Awards, costing £500 million a year and aimed at rewarding consultants whose performance is over and above what is normally expected, are held by 60% of consultants.


____________________

...This nonsense highlights how badly consultants’ performance is being managed.

____________________


“This nonsense highlights how badly consultants’ performance is being managed. A proper culture of performance management for consultants and other NHS staff must be implemented if we are to avoid incidents of poor performance.


“Despite the increased pay, there is still a shortage of consultants in some parts of the country, in hospitals in deprived areas and in specialities such as geriatric medicine. This makes some trusts reliant on locum consultants, who provide less continuity of care for patients as well as being more expensive for the NHS.


Excerpts:  By Mike Broad - 3rd July 2013


Related posts by Deb:

   
   


photo credit: - born1945 Tom Brandt Flickr cc

Deb Nystrom, REVELN's insight:
  • This open blog window into healthcare consulting shows problem in implementation with performance management in healthcare.  The flaws mentioned or implied include:  
  • fragmented ownership of the system;
  
  • lack of clarity IF there is a performance system;
  
  • performance indicators are opaque, unclear;
 
  • performance appraisal is seen as a non-implemented solution to determining consultant performance pay;
  • contracting (deliverables) with consultants is flawed 
   
  • including the hours consultants can be contacted for help;
   
  • the way decisions were made is unclear, including whether or not the consultants fully support the hours they are available to help those they serve;
   

...and more.


This makes for a handy, current case-study-in-progress (like open source) for performance management systems, the 2013 and international version.  ~  Deb

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Talent Development: Do We Need HR Departments?

Talent Development:  Do We Need HR Departments? | Talent and Performance Development | Scoop.it

If HR doesn’t deliver some unique benefits then outsourcing it makes a lot of business sense.


Other companies, however, have invested in the ‘people function’. They realize that they need people who ensure that the company finds, recruits, retains and develops its people. 

Deb Nystrom, REVELN's insight:

The author's provocative article has stimulated 1000+ comments in just a few days.  How HR is viewed is also a reflection or microcosm of the clarity and integrated condition of the company's mission, vision, performance approach and culture of valuing (or not valuing) people.

From the commentary on this piece, 'before we talk about all the strategic HR staff, no one will listen or care unless you pay them right."   I find this to be true in my own work with performance management over the years.

Good structure, fair compensation, and HR not overstepping its bounds providing performance management "advice" is important.  


~ Deb

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Why Are We Managers So Poor at Feedback? It’s Like Trying to Explain How to Use a Towel to a Fish

Why Are We Managers So Poor at Feedback?  It’s Like Trying to Explain How to Use a Towel to a Fish | Talent and Performance Development | Scoop.it

Is the manager’s most important job to give feedback to employees? ....Study after study point to managers who are poor at giving feedback as the major reason why performance appraisals fail.


Excerpts:

"...most managers are so poor at it which means the feedback is infrequent, poorly timed, of poor quality, or all three."

Sibson Consulting reports that HR professionals are frustrated because managers don’t give constructive feedback and 58% of HR professionals give their number one feedback tool, the annual performance review, a C grade or below. 


Study after study point to managers who are poor at giving feedback as the major reason why performance appraisals fail.


...[The] ..four big reasons (barriers) why feedback is poorly done now:


  • …what managers call feedback is not feedback at all. It is criticism. Feedback is data from a process that is used for learning.
    
  • Second, current HR polices require managers to give the feedback. Why not give employees the ability and autonomy to collect their own data? ... Why not provide autonomy and trust to employees instead?
    
  • Third, the work environment most often discourages open and honest feedback. …How can managers give feedback to something they can’t see?
    
  • Fourth, most managers intuitively know….Attempting to provide feedback on the behaviors of employees without studying the entire system (the context) is like trying to explain how to use a towel to a fish.
   
Related posts by Deb:
      
Curing ONE of the Seven Deadly Diseases of Management, Performance Appraisals

       

From Chaos to Creative Performance Development in a VUCA World (One that is Volatile, Uncertain, Chaotic and Ambiguous) - Slideshare

        


photo:  by deepwarren Flickr cc 


Deb Nystrom, REVELN's insight:

This helpful article points to the systemic source of problems in performance appraisals and feedback.  It also implies that data and business intelligence have a bigger role that managers could help happen.  

Getting data in the hands of those who could best use it for, direct, untainted, well-timed feedback relieves managers of a burdensome, low-value task and empowers them to direct data tools to where they can do the most good.  ~  Deb

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