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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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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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Scooped by Deb Nystrom, REVELN
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2013 Performance Appraisal Report Card, #Infographic

2013 Performance Appraisal Report Card, #Infographic | Talent and Performance Development | Scoop.it

A "Performance Evaluation Report Card" inforgraphic showing the overall ratings participants gave their organizations, as well as the 3 worst mistakes evaluators make when conducting performance appraisals.


Infographic: 2013 employee performance appraisal practices - Human resources News on Performance Appraisal


Deb Nystrom, REVELN's insight:

It's good to see some light at the end of the tunnel regarding pay practices linked to appraisal.  However, we've got a long way to go to move beyond old-school appraisal practices, based on the way the these survey questions were constructed and answered..  ~  D

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Scooped by Deb Nystrom, REVELN
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Kohn, Herzberg and Pay: Challenging Behaviorist Dogma

Kohn, Herzberg and Pay:  Challenging Behaviorist Dogma | Talent and Performance Development | Scoop.it

Alfie Kohn's contribution to performance management, Pay-for-Performance and performance based organizations is well said in this short paragraph featuring the classic work of Frederick Herzberg, author of, The Motivation to Work.


Excerpt:


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The jazziest, most expensive and elaborate comp system ever devised can never do anything other than ...take you only to the baseline, the zero point.
 

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Frederick Herzberg's career was devoted to proving the following revolutionary principle: just because paying people inadequately can be demotivating doesn't imply that paying people better (or more skillfully) will be motivating.


The jazziest, most expensive and elaborate comp system ever devised can never do anything other than prevent some problems.


It can take you only to the baseline, the zero point. And if you become preoccupied with the topic, it can distract you from attending to what can move an organization forward -- projects such as meeting people's needs for autonomy, relatedness, and competence

From:  articles by alfie kohn


Photo:  by 401(K) 2013 Flickr


Related articles by Deb:

    


 

Deb Nystrom, REVELN's insight:

I have been convinced about Kohn's approach through my experience of seeing what makes the difference in large, complex organizations.  

Setting the "stars" or "community" question aside, based on hire-fire values, what really creates motivation is never, ever, ever going to be first about the pay for most people in the long view.  


Unless you happen to not mind, or prefer turnover and churn in the ranks, this point of view is worth a serious look in research as well as performance and talent development decision making.  ~  D

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Rescooped by Deb Nystrom, REVELN from Business Brainpower with the Human Touch
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Board Members and the Trouble With Stock Compensation & Social Responsibility

Board Members and the Trouble With Stock Compensation & Social Responsibility | Talent and Performance Development | Scoop.it

"Could board pay be contributing to corporate actions that brought about BP’s Gulf of Mexico oil spill and the 2008 financial crisis?"


Paying outside board members with equity grants is becoming increasingly popular. Unfortunately, new research suggests that it leads to companies with less socially responsible behavior. This investigation comes at a time of public outcry over business actions that have had a negative impact on societal and environmental interests, including BP’s oil spill in the Gulf of Mexico in 2010 and the 2008 financial crisis.


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"...director stock compensation in a given year exhibited higher financial performance in later years [and] lower levels of responsibility to communities"...

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Research into social performance ratings and director compensation data for more than 1,100 U.S. public companies between 1998 and 2006 showed that while companies with high levels of outside director stock compensation in a given year exhibited higher financial performance in later years, “they also showed lower levels of responsibility to communities as measured by their charitable giving, relations with indigenous peoples, community employment and economic development, and support for basic public services,” write Yuval Deutsch and Mike Valente (both of Schulich School of Business, York University). 

  
A similar effect was evident with environmental performance and with human rights measures.

   

The findings suggest that paying outside directors with stock incentivizes them to ignore other stakeholders.


Via Vicki Kossoff @ The Learning Factor
Deb Nystrom, REVELN's insight:

Problems with compensation create a whole range of unintended consequences, even disasters.  This view of executive and board leadership pay is worth a look from an ethical, values based perspective as well as a monetary one.  ~  Deb

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Vicki Kossoff @ The Learning Factor's curator insight, August 13, 2013 6:30 PM

Does paying outside board members with equity grants lead to less socially responsible behavior?

Rescooped by Deb Nystrom, REVELN from Innovation & Institutions, Will it Blend?
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Pay For Performance: Innovation Killer?

Pay For Performance:  Innovation Killer? | Talent and Performance Development | Scoop.it
Talent Management magazine, The Business of Talent Management


Pay for performance is effective for employees in operational roles, such as a painter painting houses or a salesman hitting quotas. But when it comes to employees responsible for finding creative solutions to problems, the model is ineffective, said Gustavo Manso, co-author of a 2012 study published in the July issue of Management Science.


...a straight pay-for-performance model does not have a tolerance for early failure, a component essential to innovation, said Manso, an associate professor of finance at the University of California at Berkeley.


Innovation is a “trial and error process,” Manso said. “You have to try things that you don’t know if they’re going to work.”


Deb Nystrom, REVELN's insight:

I scooped this originally to "Innovations & Institutions:  Will it Blend?" and am sharing it here due to the Pay and Performance theme. ~  Deb

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Deb Nystrom, REVELN's curator insight, July 25, 2013 1:08 PM

There are also cultural components to tolerance for failure.  


Also, performance and pay are linked in many, though not all performance systems.  It is how they are linked, (soft link, dotted line, one factor among others, or direct links / primary factor) that sends a message that affects extrinsic and instrinsic  (Alfie Kohn, cited), and churn (stay or go) in organizations. ~  D