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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Talent Questions for the 21st Century Workplace

Talent Questions for the 21st Century Workplace | Talent and Performance Development | Scoop.it

New, innovative, and agile approaches to talent management are urgently needed to keep up with future business needs.

   

The changing nature of work coupled with the changing face of the workforce creates new employer-employee dynamics. If the challenge facing large organizations is in the shift from production to producing, the social challenge facing large companies is in the changing demographics of the workforce and in how producing gets done. This creates complexities and challenges for fresh talent. Knowledge workers require different conditions to produce.


___________________________

   

How will social communities and technologies amplify one's ability to leverage experience [in the new workplace]?

   

___________________________


       

Top-down organizations are too bureaucratic and cannot react to market changes quickly or adequately. These hierarchical structures are being replaced by dynamic social structures. Wisdom of the crowd networks fuels new forms of innovation, collaboration, and productivity. Organizations must establish collaborative approaches to deliberately form networks and social communities to get new and different forms of work accomplished.

    

Talent on demand

…Being an employee of a particular company [is an] organization model that has been growing obsolete during the past two decades, largely due to globalization and automation.

The onset of the information economy brings forth opportunities for an on-demand talent market, where individuals and global project teams will bid on high-value tasks and opportunities. 

  • How will talent leaders design projects so they can be parsed out to talent communities? 
  • How will employees engage with just-in-time employers? 
  • How will performance be managed?

___________________________

   

Organizations must establish collaborative approaches to deliberately form networks and social communities to get new and different forms of work accomplished.

___________________________

   



Rethink performance management

  • Today's systems are designed to support Industrial Age organizations.  Can data analytics and dashboards track relevant indicators or predictors of business and performance?
  • Can we imagine…on-demand access to rolling dashboards and Yelp-like sites that provide immediate (systemic and) constructive feedback against current projects and initiatives? (Parens, DN)


Re-imagine career planning

Within an open talent market, workers will be on point to develop their own careers over a portfolio of integrative experiences.

  • How will talent development professionals re-imagine how careers are developed through their organizations?
  • What processes need to be in place?
  • How will social communities and technologies amplify one's ability to leverage experiences across a variety of settings and situations?
  • How do we approach career planning in much more dynamic ways?
Deb Nystrom, REVELN's insight:

The theme here:  21st century talent for a changing and changed workplace.  It's helpful to review these questions and think of more that need answers as we adapt to the realities before us as work changes.  ~  Deb

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Talent Wins: 4 Strategies to Ramp Up Retention

Talent Wins: 4 Strategies to Ramp Up Retention | Talent and Performance Development | Scoop.it

Successful organizations focus on people as well as profits, built with talented staff that take action as co-owners of the business. Twenty-first century talent retention practices can build greater success in your organization. Here’s are 4 ways leaders can help this happen:

    

1) Check your “hire smart” bench strength & compensation

Nothing breeds success like talented staff and the ability to pay them at the going market rate.  Nothing works right if you don’t have these two basics as your foundation. It’s hard to keep the great staff you have with lower market pay, and it’s hard to succeed with staff that are sub-par for what you need, and cannot adapt to what’s needed and next for your business.  

        

Make sure your hiring process is top-notch using behavioral and performance based questions and follow-through. Don’t hesitate to make change if staffing mistakes have been holding your business back from success.

       

2) Tune how you give feedback, people preferences matter First, GIVE the positive feedback. So many leaders do not do this.  Whether you are a colleague, peer leader or supervisor, 75% of people like to hear specifics about their good work, AND 25% do not. Tune what you say to your peers and direct reports to offer, in general, a 5-1 ratio of positive as well as performance improvement feedback.

    

Based in recent research,  the 5-1 ratio  creates credible feedback that builds intrinsic motivation and high performance teams. For the other 25% make sure they have resources and your full support to develop and excel. They don’t need much more than that.

    

3) Have performance conversations

Performance appraisal is a relic from the 20th century industrial age. Instead, have ongoing, informal performance conversations for both groups and one on one. 

   

4) Have a retention conversations

Retention conversations or “stay interviews,” a term coined from research by Dr. John Sullivan, a former talent executive, happen along with regular conversation with your peers and teams. These conversations include questions like:

      

What do you like best about working here?

What do you consider to be the best work you’ve ever done here?

If you could do your best work of your life, what would that be?
    

Also see on REVELN:  

       

     

Recent REVELN ScoopIt posts on this topic:


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

 


Deb Nystrom, REVELN's insight:

More questions for the "stay" conversation, which can be woven into regular conversations with your staff, peers and direct reports are in the original article here.  ~  Deb

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Deb Nystrom, REVELN's curator insight, April 1, 2015 1:21 PM

What makes for best practices for 21st century talent retention? Review these 4 practices to see if your organization is up-to-date. ~  Deb

    

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Ditching the Performance Appraisal in Favor of Performance Conversations

Ditching the Performance Appraisal in Favor of Performance Conversations | Talent and Performance Development | Scoop.it

Just 2 percent of human resources professionals reported in a recent Society for Human Resource Management survey that their organizations deserve an A grade in performance management, while 53 percent reported their organizations deserved between a C+ and a B. Twenty-one percent gave their organizations a C.

     

___________________
   
....More and more companies, including...Adobe...and Microsoft Corp., have opted recently to ditch the traditional performance review process for ...ongoing performance conversations.

___________________
      
The survey included nearly 400 randomly selected HR professionals in the United States who are SHRM members.

When asked about the challenges keeping their firms from getting a high performance management grade, HR professionals cited:

  • lack of managerial time,
  • insufficient training,
  • higher business priorities,
  • inconsistent evaluation standards and
  • lack of training.


....More and more companies, including technology firms Adobe Systems Inc. and Microsoft Corp., have opted recently to ditch the traditional performance review process for more frequent, ongoing performance conversations.


Related posts by Deb, including my mention of Adobe's work:

     

            

              

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

The bulleted list in this article is the reason that performance management will continue to be a losing proposition.  Instead, switch the focus to performance conversations.  It puts the emphasis where it belongs, less on inspection, more to acknowledgement of what works and support for the work within the system.  ~  D

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Develop your Talent, Sponsor a Workshop during International Coaching Week in May

Develop your Talent, Sponsor a Workshop during International Coaching Week in May | Talent and Performance Development | Scoop.it

Experience timely, current workshop topics  during International Coaching Week ~  May 19-25, 2014  - sponsored by the International Coaching Federation (ICF).

Coach Café Ann Arbor is offering to selected local leaders pro-bono workshops and coaching from some of the top coaches in the Ann Arbor and South East Michigan area (Flint and Detroit included.)
 

Why? We want to create awareness of the return on investment of coaching, as well as offering to you new educational partnerships in a win-win opportunity.  


______________________
   
We must always change, renew, rejuvenate ourselves; otherwise we harden.
~ Johann Wolfgang Von Goethe

______________________


Here’s the business case for professional coaching.  Of all clients who have engaged a coach,

  • 99% report satisfaction with the coaching experience,
  • 70% report improved work performance,
  • 80% report increased self confidence,
  • 68% individuals report financial return on investment,
  • 80% companies report financial return on investment.



For South East Michigan and Ann Arbor, check out our local website here featuring ICW sample workshops here.   See photos from last year here.

Deb Nystrom, REVELN's insight:

This is a great win-win talent development opportunity for your leaders, staff and faculty.  Coach, consultant biographies are also listed on the website and on the ICF Michigan website, as well as the national site for the International Coaching Federation.

Now is a good time to reach out to one of the coaches and plan some workshops and coaching demonstrations for this special May event.   ~  Deb

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Deb Nystrom, REVELN's curator insight, May 6, 2014 4:13 PM

Add freshness to your company workshops experience and coaching by local, professionals.  Contact a coach listed on the main, local website here:  http://coachcafeannarbor.weebly.com/

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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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What Can Swarms Teach Us About Teams and High Performance?

What Can Swarms Teach Us About Teams and High Performance? | Talent and Performance Development | Scoop.it

"Do you want your organization to behave in a more collaborative way? For better results, try taking some cues from nature."


The notion of “swarming” to assemble a cross-functional or cross-departmental team, could be considered a key factor in an organization’s ability to develop and thrive.


Gartner described a work swarm as a “flurry of collective activity” to deal with non-routine workplace problems or opportunities. Without this option, organizations can fall short in their quest to respond to stressors (or opportunities) in quickly changing internal and external environments.


....Building a pipeline of talent is imperative with swarming – but this should be developed in a manner that is meaningful. Mapping the skills and strengths of potential team players within relevant industries, becomes a critical goal.


Furthermore, teaming applications (like Jostle), can also help document the evolving skill sets of potential contributors.


Related posts by Deb:


    
    
Deb Nystrom, REVELN's insight:

If you want to jump start an exploration of swarming, look at large group methods  that are swarm friendly, including Open Space Technology - photos here.


Also, this article reminds me of the Membership, Control, Goal simple model that helps create movement & synergy in a team.


I'm encouraged by organizations looking seriously into swarming support and creating more  permeable boundaries around formerly rigid roles.   ~  Deb

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Deb Nystrom, REVELN's curator insight, August 22, 2013 10:23 AM

Agile Learning include teams including flexible, adaptable conditions, vs. more rigid hierarchies, that allow teams to develop.  ~  D

Deb Nystrom, REVELN's curator insight, November 7, 2013 11:07 AM

A post that gathered interest  right away on the Talent and Performance Development curation stream.  Note the key aspect, "non-routine" workplace problems or opportunities. "


Don't we all have these?  Are we ready to respond to non-standard events, "anti-fragile?"


From  Talent and Performance Development, which also features recent articles on performance metrics and management (reinvention.)

~  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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Beyond Performance Management (40 Tools & Why?) Change, Lean, 6 Sigma & more

Beyond Performance Management (40 Tools & Why?) Change, Lean, 6 Sigma & more | Talent and Performance Development | Scoop.it

"Just 30 percent of these tools deliver as intended. Why?  ...They’re misused by most organizations."


As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they’re misused by most organizations. 

For example, executives buy and implement a tool without first asking,

  • "What problem are we trying to solve?” 

And they use tools to command and control frontline teams, not empower them—a serious and costly mistake.
 

Issue No. 251 of Your Weekly Staff Meeting highlights a new book from Harvard Business Review Press on how to select the right management tool—at the right time. The authors describe 40 tools in detail.
Deb Nystrom, REVELN's insight:

This helpful review highlights the framework that helps good and great performance happen with individuals, teams and in companies:  Choosing the best tools (and I'd add the best processes / change flow) at the right time to deliver right results.  

I bought the book and am reading it with great interest, as it is one of the few newer books that systemically look at  performance infrastructure.


This new book on the performance and talent management front seems to get it right including it's ambitious scope of trendy tools.   I'm reading it now and will share if it does or doesn't deliver.  ~  D

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Harry Cannon's curator insight, July 2, 2013 8:07 AM

Sounds like one to read. Certainly seen tools misunderstood and mis-used.

Deb Nystrom, REVELN's comment, July 2, 2013 4:45 PM
I'm 1/3rd into this book and it is REALLY on target. Great resource. Thanks for the comments from Suchitra and Harry. I so agree with the "not doing may be smarter" based on a solid review of what the needs and problems are.
Deb Nystrom, REVELN's comment, July 29, 2013 3:47 PM
Ok, I've about finished the book. It does contribute in many helpful ways to breaking out of industrial mindsets that hamper creativity, innovation and collaboration sorely needed in organizational thinking today. It is a helpful checklist for assessing blind spots and "keeping up with the joneses" when such "best practices" in corporate measurement and reporting are not necessary and, even worse, a drain on productivity. Highly recommended!
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Talent Management and Health System Performance: 16 Findings & the Bottom Line

Talent Management and Health System Performance: 16 Findings & the Bottom Line | Talent and Performance Development | Scoop.it
Here are 16 statistics on the link between talent management and other realms of healthcare organizations' performance.


While these initiatives may sound soft in the business sense of healthcare, they do seem to affect health systems' financial, clinical and workforce performance, according to a whitepaper from Witt/Kieffer. 


Results from the Healthcare Talent Management Survey 2012 are based on responses from 142 executives, mostly chief human resource officers (61) and vice presidents of human resources (43). Organizations represented in the survey mostly consisted of multi-hospital health systems (113).

The "success factors" of talent management include:

  • top management team support,
  • performance management processes,
  • talent assessment practices,
  • leadership development culture (or the process for designating and promoting high potential employees),
  • pay practices (such as using incentive pay for talent management) and onboard programs or practices for new leaders. 
Deb Nystrom, REVELN's insight:

People systems DO affect the bottom line!  Heh.  ~  Deb

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Rethinking Leadership Development, Competency Confusion & What Happens Afterwards

Rethinking Leadership Development, Competency Confusion & What Happens Afterwards | Talent and Performance Development | Scoop.it

When your manager or colleagues finish their leadership program, do they demonstrate sustained improvements? Unless their post-program behavior changes, unless they do something differently, there is no return on investment.  

There's also the assumption that all leaders in a given company must demonstrate excellence on a defined set of leadership competencies.


But the [competency] paradigm doesn't work. Excerpts from the four reasons why:


Many competencies cannot be improved. Competencies are a mixed bag. Some are skills (e.g., strategic thinking), some are personality traits (e.g., drive to achieve), some are knowledge (e.g., market insight), and some are talent (e.g., good judgment). Skills and knowledge can be improved, but personality traits and talent cannot. ...No "Drive to Achieve" class is going to change that.


Competency models are unfocused. Abbott Laboratories (ABT_) uses 24 competencies...The U.S. Department of Labor's management competency model uses 60 ... Ridiculous.


...If a leader is world-class in operational excellence but poor in strategic thinking, he/she must add an outstanding strategic thinker to the leadership team.


Related posts by Deb:


   


Deb Nystrom, REVELN's insight:

The compentency systems reasoning in this article is especially provocative and worth a read to test your own assumptions. The comment about talent as not change-able is up for debate, personality less so.  ~  Deb

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Employee Engagement: The Strategic Advantage - Talent and Culture

Employee Engagement:  The Strategic Advantage  - Talent and Culture | Talent and Performance Development | Scoop.it

Employee engagement is largely about social connections happening in organizations and aligning work experiences with employees’ cultural needs.


Excerpts from the full article include:


  • Senior leaders must give supervisors (not HR to lead) the responsibility and authority to earn the enthusiasm, energy, and creativity that signal deep employee engagement.

      

  • Supervisors learn how to hold candid dialogues with teams.


________________________
   
What matters most, however, is not the metrics but the resulting dialogue.

________________________


  • They also do regular “pulse checks.” Short, frequent, and anonymous online surveys (as opposed to a long annual survey) give supervisors a better understanding of team dynamics and a sense of how the team believes customers’ experiences can be improved. What matters most, however, is not the metrics but the resulting dialogue.
     
  • Teams rally ‘round the customer. Companies that regularly earn high employee engagement tap that knowledge by asking employees how the company can earn more of their customers’ business and build the ranks of customer promoters.

Article from 2014, including Gallup reference.

Deb Nystrom, REVELN's insight:

Inspiration for how to better connect to your talent comes through employee engagement conversations.  Metrics are tools and aids  to conversations.  If designed well, metrics and qualitative pulse checks can increase strategic thinking, clarity and focus on the way forward, vision, of an organization.  

~  Deb 

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Giving Feedback: Remembering the Ideal Praise-to-Criticism Ratio | HBR

Giving Feedback: Remembering the Ideal Praise-to-Criticism Ratio | HBR | Talent and Performance Development | Scoop.it

The 5 to 1 ratio, "it’s the secret to high-performing teams — and strong marriages."  It's a classic feedback guide worth revisiting to do a self-check for the performance of your own business community.

Excerpt:   

The factor that made the greatest difference between the most and least successful teams, Heaphy and Losada found, was the ratio of positive comments: “I agree with that,” or “That’s a terrific idea”

to negative comments:  “I don’t agree with you,” and “We shouldn’t even consider doing that,” that the participants made to one another. Negative comments could go as far as sarcastic or disparaging remarks. 

 
The average ratio for the highest-performing teams was 5.6, nearly six positive comments for every negative one. The medium-performance teams averaged 1.9, almost twice as many positive comments than negative ones. Low-performing teams were at 0.36 to 1, almost three negative comments for every positive one.
     
The research, conducted by academic Emily Heaphy and consultant Marcial Losada, examined the effectiveness of 60 strategic-business-unit leadership teams at a large information-processing company. “Effectiveness” was measured according to financial performance, customer satisfaction ratings, and 360-degree feedback ratings of the team members.
    
Related posts by Deb, :

 

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


3 Success Factors for High Performance Teams, and What Gets In the Way  (Includes M. Losada research)


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

Deb Nystrom, REVELN's insight:

This research is very useful for peer feedback & teams, as well as leaders.  It helps organizations improve strategic and adaptive thinking, doing, as well as becoming more resilient and "antifragile.'  ~  Deb

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Choice about Performance Feedback is Powerful! A 2014 Top Product Winner: Skillrater.com

Choice about Performance Feedback is Powerful! A 2014 Top Product Winner: Skillrater.com | Talent and Performance Development | Scoop.it

     

What It Is:   Skillrater.com is a cloud-based performance-feedback tool that incorporates social networking and collaboration. It is designed to encourage employees, leaders, teams and organizations to collaborate and help each other improve over time. After completing any work activity, an employee can request a rating from a supervisor, peer, client or customer.   ….Skillrater's feedback is provided in the form of one-to-five ratings on day-to-day activities. 

    

__________________________

      

Employees are empowered to take control of their own development and advancement...so their good work gets noticed. 

   

__________________________

    

         

[Technology]:  Skillrater can also plug in to complement any integrated talent-management suite, such as Oracle Talent Cloud or SuccessFactors, or can be used as a stand-alone solution. It can also be used to help determine a return-on-investment in leadership-development programs and tracking talent data for various HR developmental and organizational initiatives.
     

Why We Like It: ...the ability to import LinkedIn profiles into the system were...highly valued by our team of judges... [W]e also liked that Skillrater enables employees to request feedback on their own work.

      

Employees are empowered to take control of their own development and advancement, and your most ambitious employees will want to request ratings often so their good work gets noticed. 

     

......we especially like how the product easily enables raters to include a positive, reinforcing message into a rating before delivering a critique. 

As always in REVELN ScoopIt news, click on the photo to see the full 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.


    Deb Nystrom, REVELN's insight:

    This tool can be used to shift the conversation about performance to ***conversation*** about performance, rather than inspection, monitoring, and all that industrial age stuff that continues to plague performance management systems.

    I talked with Louis Carter today about Skillrater, and learned I was one of the first to comment on this new technology last year.   As of this posting, I'm interested in testing this product in an organization ready to update to more modern, less inspection-oriented performance support, focused on appreciation and encouragement, using ratios such as 5 to 1, positive to critique [disclosure.] 
       
    The 5 to 1 feedback ratio is based on research from the Positive Organizational Scholarship folks including the Univ. of Michigan Ross Business School.  A video describing how Skillrater works is here.   Lou's press release about Skillrater winning the 2014 award is here.
           
    If you'd like to have a conversation about trying out SkillRater with the perspective of a seasoned, Whole System Transformation (WST) and organization development consultant/coach like me, contact me here.  Thanks!   ~  Deb Nystrom, REVELN.com

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    Never Say Never? Ratings & Frequency Scales for Performance Feedback

    Never Say Never?  Ratings & Frequency Scales for Performance Feedback | Talent and Performance Development | Scoop.it

    Take a second look at the validity of ratings, especially frequency scales for Performance including multi-rater feedback.


    Excerpts:


    [There are] …challenges of creating reliable/valid measurement when …relying on input …from observers of his/her behavior….[specifically] the rating scale that is being used.  


    _______________________

        

    “Always”....doesn’t mean they do it well.   …conversely...Rarely or Never doesn’t mean they are bad at it.

        

    _______________________

         

    …the rating scale’s effectiveness is likely to be directly affected by the quality of rater training….often neglected beyond …basic …written instructions. 

         

    In [David Bracker's] webinar, [he] shared a list of a dozen or so various rating scales that I have encountered over the years, all in a 5 point format.  

         

    …The 3D Groups recent benchmark study of over 200 organizations that use 360 feedback that, by far, the 5 point scale and the Likert Agree/Disagree format are used more often than any other scale type.  

        

    …this practice is a form of laziness in 360 designers who haven’t reflected long or hard enough to consider scales that work better when the target is a specific person and not some nebulous entity like an organization [as with an] engagement survey.

        

    ….frequency scales (typically 5 point scales…ranging from Never to Always)…continue to be widely used…[and are] conceptually flawed. People can’t do everything “Always” (or even Almost Always…)  …because they do something “always” doesn’t mean they do it well.   …conversely, because they do it Rarely or Never doesn’t mean they are bad at it. 


    ______________________  

        

    Frequency scales are used far too frequently.  They should be used Never.

        

    ______________________

        


    ...frequency scales severely penalize supervisors who do some things infrequently but are otherwise perceived to be effective.

         

    …Research by Kaiser and Kaplan (2006) (that you can access here:http://kaplandevries.com/thought-leadership/list/C44)...demonstrate that frequency scales are, by far, less satisfactory when compared to Evaluative and “Do More/Do Less” scales.


    Frequency scales are used far too frequently.  They should be used Never.

    Deb Nystrom, REVELN's insight:

    David Bracker's post helps clarify a number of issues with performance ratings.
     

    I’ve found in certain settings, a simple scale with description: Do more of, Stay the Same, Do Less of” with perhaps three to five items takes a group further, especially in “tender” groups, those who may have limited trust and openness. In such groups, making the “do less of” voluntary, helps to some degree, particularly if it is seen as an honest option, with no pressure to participate in “improvement” feedback.    ~  D

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    Talent and Performance Development

    Talent and Performance Development | Talent and Performance Development | Scoop.it

    "Every job is a self-portrait of the person who did it. Autograph your work with excellence."


    ~ Ted Key 

    Deb Nystrom, REVELN's insight:

    This quote is usually misattributed, as listed here.  Ted Key, an American cartoonist and writer  (1912-2008) did a series of posters.  This particular illustrated saying achieved popularity.

    It is quite appropriate to Talent and Performance Development's curation stream.


    The saying has been frequently cited, but Key has rarely been credited. 


    Wikipedia: Ted Key 
    Ted Key, born Theodore Keyser (August 25, 1912 – May 3, 2008), was an American cartoonist and writer. He is best known as the creator of the cartoon panel Hazel, which was later the basis for a television series of the same name. 

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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

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    Top Challenges Facing Organizations over the Next Decade - SHRM perspective

    Top Challenges Facing Organizations over the Next Decade - SHRM perspective | Talent and Performance Development | Scoop.it

    Is there REALLY a talent shortage?

    Yes...a very controversial topic...some say we do, others wonder how we could have a shortage with such high unemployment.

    ....About the same number of qualified candidates apply for the job... mixed in with 20 applications or 200 applications....with only 1 or 2 of them fully qualifying.


    Top trends?

    According to the SHRM survey. With 483 HR executives reporting, here are what they say (just a few of the results)...


    ________________________

    ...to the employee, the supervisor IS the organization...

    ________________________


    1.  Retaining and rewarding the best employees
    ... they show up, very excited to begin their new endeavor, disappointed to find that the pay raises are inadequate, employee morale is low, gossip is high, integrity is questionable, workload is greater than expected, and overall a work environment that is not employee-friendly.

    ... It may not be an organizational issue...it may be isolated to the supervisor. ...to the employee, the supervisor IS the organization...and if that is what they experience, that is what they will use as the basis to find new employment and to tell other people about their experience with your organization.

    2.  Developing the next generation of corporate leaders
    ...We often wait to train employees until they are in the management position...which sets us behind as the new employees typically don't have the tools they need to be successful from the start.


    ....By providing a development plan a couple years out, we can train up and coming managers the right way. ...more than simply creating a succession matrix... identify individuals who can fill those future roles.

    3.  Creating a corporate culture that attracts the best employees to the organization


    4.  Remaining competitive in the talent marketplace



    ___________________

    ....it is EASIER to develop current talent than to find new talent. 

    ___________________



    5.  Finding employees with the increasingly specialized skills we need
    ...a steady decline in STEM students (science, technology, engineering, mathematics) and STEM related positions. We are also lacking in other skills that typically set us apart in the United States...such as problem solving, leadership, decision making, competitiveness, etc.


    ....it is EASIER to develop current talent than to find new talent. This goes back to ...finding the core talent that already exists in the organization and developing it further for additional roles. 

    Deb Nystrom, REVELN's insight:

    Is it about coming in with the skills needed (the talent shortage?) our about hiring for capability and capacity?  

    It's good to see what SHRM provides from trend surveying and put it in perspective with other data, including hiring, succession management (not just a matrix), motivation science (not as evident here), pay and culture.  ~  D

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    Sustaining Leadership Development: 7 Disciplines that Make it Work

    Sustaining Leadership Development:  7 Disciplines that Make it Work | Talent and Performance Development | Scoop.it

    "What matters most is the impact of the leader's actions on others—not just the actions themselves or the rationale behind them." 

    In the recent book,  Leadership Sustainability, (Pub. March 2013), authors Dave Ulrich and Norm Smallwood have defined seven leadership practices that instill sustainability:


    Simplicity. Focus on what matters most. Tells stories with impact...

    Time. Employees see what leaders do more than listen to what they say...

    Accountability. Take personal responsibility for doing what you say you will do and hold others accountable as well. 

    Resources. Get coaching and institutional support to become a better leader. 

    Tracking. Measure what's important and not what's easy. Tie to consequences. 

    Melioration. Master the principles of learning: to experiment frequently, to reflect always, to become resilient, to face failure, to not be calloused to success, and to improvise continually. 

    Emotion. "Leaders who are emotionally vulnerable and transparent will be more likely to sustain change."


    Read the full book review blog post by Leadership Now:  


    http://www.leadershipnow.com/leadingblog/2013/06/seven_disciplines_that_make_le.html


    Related posts by Deb:

       

         
    Deb Nystrom, REVELN's insight:

    Dave Ulrich is well known in the top consulting circles and for incorporating Positive Organization Scholarship (POS) which is well represented by what he and his co-author include in their 7 top sustainability practices.  ~  Deb

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    The SILOS: Integrated Talent Management, What Is It and Why Should You Want It?

    The SILOS:  Integrated Talent Management, What Is It and Why Should You Want It? | Talent and Performance Development | Scoop.it

    "Start with three (3) well-intended but ineffective scenarios of siloed talent management.  Add in, organizations are still struggling to understand what integrated talent management is."


    Elements 

    • Talent Management Processes Are Aligned to the Talent Strategy
    • Talent Management Processes Share Inputs and Outputs 
    • Competency Model as a Common Language
    • Technology Enablement for Talent Management
    • Change Management as a Foundation

    Deb Nystrom, REVELN's insight:

    Integrated lessons being learned here:  Do-able?   Any take-aways for smaller organization looking to avoid performance and talent snafus in building their systems? ~  Deb

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    Maya Mathias's curator insight, June 8, 2013 8:00 PM

    If talent management is silo-ed, no wonder our workflow and throughput is too.  Organizations need to speak the same talent management language, and align their hiring/training/rewarding/firing goals with overall corporate strategy.  If a big organization like GE can do it (based on popular literature), there's no excuse for the rest of us!

    Deb Nystrom, REVELN's comment, August 5, 2013 12:18 AM
    Getting the language clear (well-defined, accessible) helps a great deal, as well as seeing who is doing it well. Thanks for the comment Maya
    Rescooped by Deb Nystrom, REVELN from HR InSights
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    Integrated Talent Management Systems - Here They Come!

    Integrated Talent Management Systems - Here They Come! | Talent and Performance Development | Scoop.it

    Integrated talent management - via Josh Bersin who says this is rapidly becoming a feasible goal.

    Bersin by Deloitte’s 2013 research into the spend on talent management systems shows that investment is growing at an even faster rate than previously expected.


    Currently 32% of all investment into HR systems is spent on talent-related solutions, from recruitment to succession planning.


    _________________

    according to Bersin’s report, the 3 big new areas in talent management software are analytics, mobile, and social media.  

    _________________



    But ...according to Bersin’s report, the three big new areas in talent management software are analytics, mobile, and social media.

     

    One of the factors ...is the rapid development of cloud-based systems that operate over the Internet.


    Major players in this field include CornerstoneOnDemand, Oracle / Taleo, SAP / SuccessFactors, Lumesse, SilkRoad, Saba, PeopleFluent, Halogen Software, ADP, SumTotal Systems, iCims, Ultimate Software, Technomedia, JobVite who have been joined other major new entrants such as IBM (Kenexa), ADP, LinkedIn, and Salesforce.com.


    Via HR InSights
    Deb Nystrom, REVELN's insight:

    Big data and people systems, yes.   Talent development is a central part of it.    ~  Deb

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