In God we trust. All others must bring data
In the previous Talent Management Blogs, we defined “Talent Management” as a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. Hypothetically, we have created the job requirements, determined that we need someone to fill a role, recruited and hired a great new employee. We need to spend a bit more of the Company’s money to Welcome the new employee (On-boarding) and provide the proper skills and knowledge (Training and Development) to provide every opportunity Continue reading Talent Management – Training and Development – 5th in a Series
In the previous Talent Management Blogs, we defined “Talent Management” as a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees and we reviewed how to develop a set of skills and competencies to drive Job Descriptions, hiring criteria and Performance Management.
Wikipedia defines Workforce Planning as
“a continual process used to align the needs and priorities of the organization with those of its workforce to ensure it can meet its legislative, regulatory, service and production requirements and organizational objectives.”
In simple and direct terms… Continue reading Talent Management – Workforce Planning – 3rd in a Series
In the previous blog article on Talent Management, we defined “Talent Management” as a set of integrated organizational Human Resource processes designed to attract, develop, motivate, and retain productive and engaged employees. The initial step in the overall Talent Management process is to determine the skills and competencies a person requires to be successful in a given role.
Most organizations use “skills and competencies” interchangeably and define them as: the knowledge, expertise and aptitude to do something well; the Continue reading Talent Management – Skills and Competencies – 2nd in a Series
Talent Management is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives. John Hopkins University
I particularly like this definition as it first focuses on the outcomes from productive and engaged employees.
This is the model I follow when helping organizations “think about their integrated organizational Human Resource processes.” Whether you have a robust Talent Management process or you randomly Continue reading Talent Management – First In A Series
Unless your compensation strategies are tied to your business strategies, you shouldn’t expect effective strategic execution, an organization that is properly focused and great results. Compensation practices are a key element of how you manage, engage and motivate your employees. NOW is the time to assess the effectiveness of your compensation systems. Ask yourself; Continue reading Compensation Will Not Drive Results….
You should always be taking stock in past performance: Success, Failures, Opportunities, Strategic needs. The norm is to review your financials – Sales, Revenue, spending patterns, profitability, etc. but do you strategically review one of your most critical business functions – Human Resources and the Organization itself? Most companies don’t, leaving it to the leaders in the organization. Most companies respond to the immediate needs of the organization without advanced planning or forethought, unless it is a reorganization or a huge project. To determine how prepared your organization is for the future and your “next big opportunity,” or the company’s strategic needs, ask yourself these questions: Continue reading Why Would You Do a Human Resources Assessment?
Every organization wants their new hires or transferred employees to “hit the ground running”. This is especially true for millennials who have significantly different expectations and new managers. The faster they get up to speed, the faster they start delivering results. An effective onboarding system will position a new employee or manager for success. It shortens the learning curve and ensures they are a contributing member of the team. Effective onboarding systems focus on these basic tenets: Continue reading Fast Start: Onboarding Systems
Bruce Dougan joins Group50 as the head of its Organizational Development Practice
UPLAND, Calif. — Group50® Consulting announced today that it has significantly expanded it consulting resources and tools in Organizational Development and change management.
Jim Gitney, CEO and Founder of Group50® commented….”Strategic ExecutionTM is the cornerstone of a company’s success and our sweet spot. Our clients want to work with a consulting firm that has broad expertise and deep bench strength. I am pleased to announce that Bruce Dougan has joined Group50 to head up its Organizational Development practice. Bruce combines Technical, Operations and Human Resources expertise to Group50 as a result of his various senior level positions over a 15 year career at Procter & Gamble and his consulting background. He Continue reading Group50 Launches Organizational Development Practice
Many companies are thinking about Performance Management as a business strategy rather than a tactical business process. As we have spoken to senior executives around the United States, we have found that their perception ranges from doing better with employee evaluations to managing financial data to a company wide focus on managing performance. We have found Continue reading Performance Management As A Business Strategy