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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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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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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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Out of the Chaos: Talent and Performance Management Meets HCM with a Cool Tablet Tool

Out of the Chaos:  Talent and Performance Management Meets HCM with a Cool Tablet Tool | Talent and Performance Development | Scoop.it

The biggest miss for most organizations in the previous chaos was the connection between their workforce management, payroll, or HCM systems and their recruiting, succession, development, and planning processes.


 ...the ability to physically integrate a series of talent management processes on a proprietary but open platform device is potentially (bold mine, DN) a game-changer, 


At its annual customer forum this week, Ceridian  ...threw its hat into the integrated talent management ring, and from a strong position. ...Ceridian is rolling out more strategic, less transactional modules over the next couple of years, including succession planning, compensation and rewards, and performance management.


Related posts by Deb:

    
   


Deb Nystrom, REVELN's insight:

Systems are developing to a higher level than just record keeping & financials.  Analytics lessons from social media, e.g. Google, Facebook and YouTube analytics, have paved a path to get good as well as in-depth (Google) information, data input tools (devices) and data feedback to people.


IS this a GOOD thing?  Welll....  It may simply be the same old, same old repackaged into a shiny app on a tablet.  Success Factors is the partnership with Ceridian on the tool. 

The video on Ceridian's website features their payroll & timekeeping functions mainly.  It's pretty spiffy, for that. ~  D

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Why Should You Care About Business Intelligence? - Innovation, Performance & Decisions

Why Should You Care About Business Intelligence? - Innovation, Performance & Decisions | Talent and Performance Development | Scoop.it

[It's important that business] intelligence (BI) is being used correctly by everyone in the business, including finance, marketing and sales.

  

Small businesses might also run into problems if they choose to rely solely on spreadsheets, problems such as:

   

  • Spending more time and manpower than necessary to maintain and set up spreadsheets
   
  • Not having the proper resources for sufficient feedback and data sharing  (essential to performance development for individuals and teams)
  
  • Having to deal with ...errors in spreadsheets

Before, business intelligence solutions were simply too expensive and intricate for every business to have, but times have changed so that intelligence solutions are now more accessible for businesses of all types and sizes.

Some of the newest innovations for BI solutions include:

   

  • Software that is function specific
  • Broader intelligence solution suites that have been pre-programmed
  • Solutions that are automatically integrated

There are more options than ever for businesses looking to take advantage of intelligence for business solutions.


Read more at http://www.business2community.com/business-intelligence/care-business-intelligence-0661723#lkyOCVPlxdVUJAmP.99



 

Deb Nystrom, REVELN's insight:

Data is a driver of many things, including helping simplify the problems with the human element in performance management, from giving feedback to people to empower achievement, to pinpointing vulnerabilities in running the business.  

Business Intelligence connects with improvement, responsiveness as Data, Purpose, Plan, Evaluate or DPPE, an acronym II've used with teams, groups and in planning.  It is similar to the Shewhart cycle of Plan-Do-Check-Act (PDCAcycle, or PDSA where Check is swapped for Study.


~  Deb

 

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Three Reasons Performance Management will Change in 2014 & Beyond

Three Reasons Performance Management will Change in 2014 & Beyond | Talent and Performance Development | Scoop.it

Key Change for High Performance? => An agile, social and mobile work environment."


Excerpted:

Activity lists are being replaced by composite dashboards, lengthy reports by simple performance heat maps – yes, pictures, literally replacing thousands of words.


____________________________

A shift in focus from process to outcomes. Burn the forms.

____________________________


Key Change for High Performance?


A shift in focus from process to outcomes. Burn the forms. With technology finally up to the task of producing meaningful information, managers can turn their attention to driving performance outcomes rather than being bogged down in laborious processes.


Excerpted:

  • You will set dynamic goals and adjust them in response to change;
   
  • your manager will provide just-in-time coaching wherever you are;
   
  • skills and knowledge you need will be recommended and streamed to you;
   
  • your performance journal will continuously capture and cluster feedback, ideas and suggestions from your peers and customers;
   
  • your formal annual performance review will be permanently deleted from your calendar…and
    
  • you will finally be in a position to manage your own career.

 

As always in our ScoopIt news, click on the photo, video or title to see the full version of the Scooped post.

    

Related posts by Deb:

    

   
     

 

  • Stay in touch with the monthly Best of the Best news, taken from Deb's  9 multi-gold award winning curation streams.  Preview it here, via REVELN Tools.

        

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  


Deb Nystrom, REVELN's insight:

Refresher:  There's hope that the old management activities of the past, tied to Taylor's industrial age, are finally waning, aiding letting go of the annual performance appraisal aided by useful tech tools like "heat maps."  ~  D

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Rescooped by Deb Nystrom, REVELN from Serving and Leadership
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Fractured Technology: Undermining Trust & Ownership?

Fractured Technology: Undermining Trust & Ownership? | Talent and Performance Development | Scoop.it

"Despite a substantial ...research showing that giving employees more autonomy and control leads to productivity growth, the UK in the last decade has been moving in the opposite direction."

 

Oxford professor Duncan Gallie and his colleagues found strong evidence of declining ‘task discretion’ and a significant reduction in autonomy in UK jobs.

 

Similarly, researchers Michael White and Stephen Hill suggest that while employees may have more freedom to decide how they deliver their targets, employers operate more rigorous regimes of accountability through sophisticated performance management systems and extensive surveillance.

 

Both studies show some workers have less control in their jobs than a decade ago, and that the use of IT in the workplace is one of the key areas for the erosion of autonomy. 


Via Fabrice De Zanet, donhornsby
Deb Nystrom, REVELN's insight:

Is this big data gone bad?  Don't be that organization.  

In the book, "The Charge," successful entrepreneur Brendon Burchard comments, "the team and project-based work dynamic causes many of us to act in ways that actually impair our ability to learn."  

This stream will be about searching out ways to instill positive, systemic practice that support talent development to the fullest.  ~  Deb

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donhornsby's curator insight, May 10, 2013 7:17 AM

(From the article): So technology pulls in two directions – sometimes reducing autonomy, sometimes stimulating creativity. Perhaps in workplaces where there is already a climate of distrust or cynicism, technology will be met with distrust, if the apparent liberty of ‘always-on technology’ leads to the tyranny of ‘always-on work’.

Laurence Dubuc's curator insight, May 10, 2013 8:49 AM

IT in the workplace: the autonomy of the worker seems to be challenged by heavier surveillance mecanisms, such as Big Data, 

Deb Nystrom, REVELN's curator insight, May 10, 2013 6:43 PM

We have choices, including deciding where you choose to focus your job search or entrepreneurial - intraprenuerial work, such as to include or NOT include a company that uses Big Data this way.  ~  Deb