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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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

Scooped by Deb Nystrom, REVELN
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What's Deadly about Workplace Hierarchy, Developing Performance

What's Deadly about Workplace Hierarchy, Developing Performance | Talent and Performance Development | Scoop.it

“[Hierarchies] are not very good at mobilizing effort, at inspiring people to go above and beyond.” Gary Hamel   ...hierarchy is a relic. ...It slows communication...decision-making...input. It discriminates against new talent and advocates for the familiar. .....Fresh ideas are stifled in hierarchies.
 

Hierarchies were useful to control employees when they could be easily replaced. Today it takes more than holding a job to motivate employees. They want to unleash their strengths, apply their passions and work alongside others who do the same

In time, rigid hierarchies...controlled by personality at the top will be outdone by nimble organizations that give power to teams. This ...shift gives the competitive advantage to businesses that leverage the collective talents of their people. ...organizations cannot thrive...with outdated structures that celebrate the individual at the top of the pyramid.
    

It’s more than seeking employees’ inputs, however. Replacing hierarchy means putting employees at the table co-creating solutions with managers, if they exist, to drive business results.

Deb Nystrom, REVELN's insight:

Performance and talent management systems tend to exist now embedded in hierarchical systems.  Talent & performance development requires something quite diffferent, unhinged from industrial age systems, as the author implies. ~  D

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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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