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Performance Appraisal & Rewards in Response to COVID-19

HR Digest

And the lessons from most recent events in the last 20 years like the relatively mild swine flu (H1N1) in 2009, the dot-com bubble of 2001, and the 2008-09 Great Recession, are nowhere near suitable to withstand the social and economic impacts of the COVID-19 pandemic. Managing Rewards and Mobility. Spanish flu). Performance Appraisal.

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Shaping Performance & Rewards in Response to COVID-19

HR Digest

And the lessons from most recent events in the last 20 years like the relatively mild swine flu (H1N1) in 2009, the dot-com bubble of 2001, and the 2008-09 Great Recession, are nowhere near suitable to withstand the social and economic impacts of the COVID-19 pandemic. Managing Rewards and Mobility. Spanish flu). Money talks, honey.

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What U2 and the US Navy Have in Common: Connecting with Core Employees

Michael Lee Stallard

Leaders consciously or unconsciously lump employees into three categories: the “stars” consisting of those in management as well high potential employees, the much larger “core” made up of solid contributors, and the rest, employees whose contributions and fit with the organization are questionable. Connecting the U.S.

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How Investors React When Companies Announce They’re Moving to a SaaS Business Model

Harvard Business Review

But the move to SaaS comes with considerable challenges: Firms will need to change their structure , sales culture, and incentives , and convince existing as well as new customers of the new offering’s value. Disclosure: One of us works at Amazon Web Services, a provider for many SaaS businesses.).

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Finally, Proof That Managing for the Long Term Pays Off

Harvard Business Review

Companies deliver superior results when executives manage for long-term value creation and resist pressure from analysts and investors to focus excessively on meeting Wall Street’s quarterly earnings expectations. This has long seemed intuitively true to us. The returns to society and the overall economy were equally impressive.

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The Real Reasons Companies Are So Focused on the Short Term

Harvard Business Review

Most attempts to combat short-termism are flawed because they focus on changing CEO behavior through some combination of pleading and incentives. When CEOs lack this expertise, they are more likely to manage R&D “by the numbers,” despite the fact that those numbers are more elusive than those for capital and advertising.

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The Outside-In Approach to Customer Service - SPONSOR CONTENT FROM HBS EXECUTIVE EDUCATION

Harvard Business Review

HBS Executive Education brings you these articles about business management courtesy of Harvard Business School Working Knowledge. At Harvard Business School’s Advanced Management Program. It’s worth noting that the companies and business units in my study were tracked between 2001 and 2007. How do they do it?