HR Digest

NOVEMBER 28, 2023

There are many considerations here for how HR can contribute to business growth: Analyze the labor market and understand what the competition is doing as well as relevant trends and policies Provide competitive benefits and opportunities for employees Select the right avenues for recruitment and carefully assess the quality of candidates from each (..)

Succession 105

Succession Metrics Strategy Trends 105

Engaging Leader

SEPTEMBER 1, 2015

Research shows no one is happy with annual performance reviews—not executives, not managers, and not individual contributors. Even HR teams responsible for performance management aren’t convinced annual reviews provide value.

Goal 100

Goal Wilde White Paper Management 100

Harvard Business Review

JUNE 19, 2017

If software has eaten the world, then agile has eaten the software world. And there is no shortage of information and advice on how agile should be implemented in your tech organization. For example, a Google search for “agile software development” returns over 14 million results. Related Video.

Agility 8

Agility Software Incentives Banking 8

Harvard Business Review

JANUARY 11, 2016

We see big changes ahead in performance management. Organizations like GE and Accenture are experimenting with new approaches to that old shibboleth: the annual performance review. And our research found that over 50% of leaders fully expect agile talent to increase as a percentage of total employees.

Agility 8

Agility Management Cost Performance Review 8

Harvard Business Review

MAY 11, 2015

And as anyone who has ever given or received a traditional performance review knows, this process can be highly subjective — even in the most metrics-obsessed organizations. Conventional performance reviews can also undermine a company’s agility and lead to missed opportunities.

Management 8

Management Performance Review Review Mission Statement 8

Harvard Business Review

NOVEMBER 9, 2018

Transformation-capable teams are made up of people who are not only high performers, but who hold a unique balance of skills and mindsets that allow them to sustain focus, agility, and optimism in the face of uncertainty for prolonged periods of time. Ultimately, not all top-performing employees are equipped for this.

Innovation 15

Innovation Team Uncertainty Project 15

Harvard Business Review

JANUARY 18, 2012

Recognizing that the company's command-and-control culture wouldn't work in the 21st century, he defined leadership as leading by values and created a unique collaborative organizational structure. Never confuse charisma with leadership. They listen as well as they speak. The key to that is to build a sustainable culture.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

DECEMBER 19, 2016

Pursuing cost leadership versus differentiating for value. Leadership is changing — fast. CEOs must be agile and adaptive, operating from a mindset of continual anticipation and appraisal in order to make timely investment decisions and oversee speedy execution. Manage costs — or add value? Insight Center.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

SEPTEMBER 13, 2013

Executive leadership has your back. We originally envisioned the metric as a formal KPI in each staffer’s annual performance review. But we soon realized we had created a contradiction: You can’t build a culture that values rapid iteration by simply changing an annual performance cycle. Iterate fast.

Team 13

Team Metrics KPI Rogers 13

Harvard Business Review

FEBRUARY 9, 2015

If you were my manager and you watched my performance for an entire year, how accurate do you think your ratings of me would be on attributes such as my “promotability” or “potential?” ” How about more specific attributes such as my customer focus or my learning agility?

Document 8

Document Training Consensus Learning-by-Doing 8