Out with annual performance reviews and in with continuous coaching and feedback.
By Anita Bowness
When it comes to performance management programs, many organizations are no longer happy with the status quo: The annual review meeting where managers provide employees with feedback, a rating, and a compensation increase if earned. Then the file is closed until next year. One and done.
Learn how three organizations gain insight—and a competitive advantage—by executing analytics.
By Dustin Burgess
Today’s reality of big data is pretty straightforward: Although organizations have access to more data than ever before, their ability to extract meaningful business insights is not keeping pace with its availability. According to a 2015 survey of more than 2,000 managers conducted by MIT Sloan Management Review and SAS Institute, the competitive advantage with analytics is waning. The percentage of companies that report obtaining a competitive advantage with analytics has declined significantly over the past two years. In fact, the number has declined from 68 percent in 2012 to 52 percent in 2015.
CHRO of the Year Award winner Tim Mulligan outlines his “world-famous” approach to HR in his new book.
Building a resilient organization doesn’t require heroic acts or elaborate initiatives that consume a great deal of resources. At San Diego Zoo Global (SDZG), resilience begins with a commitment from senior leaders who articulate a compelling vision to honor and respect employees. Building on a strong “why,” leaders establish a people-centric focus and implement a culture of resilience that becomes part of the organization’s DNA. A well-designed strategy, combined with thoughtful programs, practical tools, and metrics to measure progress, transform how people behave, and recognize and reward resilient behaviors.
The Resilience at Work™ Model
By Elliot Clark
“Facts are stubborn things” argued John Adams as he passionately defended the British soldiers accused of murder in the shooting death of five protesters at what came to be known as the Boston Massacre in 1770. Most people forget that Adams got all six of the eight men acquitted by showing that they were not guilty of intent necessary to sustain a murder charge (the other two were convicted of the lesser charge of manslaughter). Adams went on to become President and if this were today, I am sure whether he was a Democrat or Republican, he would work equally hard to ignore the facts.
This magazine is about HR and this column is about the minimum wage. I have rarely heard so many impassioned arguments on either side of an issue so firmly grounded in emotional nonsense. Minimum wage in America has to rise. End of story. Not because of the “need for a living wage” or some heartfelt picture of low income workers, but because it so low that there is a serious competitor for unskilled labor no one is clearly recognizing.
By Debbie Bolla
At our annual HRO Today Forum in May, we honored four chief HR officers with our annual CHRO of the Year awards. This year’s recipient of the Lifetime Achievement award was Kimberly Hauer, VP and CHRO for machinery designer Caterpillar. Hauer has worked for the organization for nearly 20 years—which is considered a lifetime by today’s standards. She started as an intern and now oversees more than 100,000 employees globally. In our cover story, Excavating Value on page 12, Hauer discusses how transparent communication, leadership development, and HR initiatives that are tied to business strategy have made Caterpillar an employer of choice in today’s competitive labor market.
While at the Forum, Hauer also participated in one of our popular CHRO panels. One topic she spoke strongly about was performance management. Now performance management is no stranger to the spotlight these days. In recent years, many organizations have overhauled their programs—or gotten rid of them entirely.
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