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This is a good article describing the changes in the skills needed for leaders. Business is more complex and adaptive thinking abilities are needed. It speaks to why vertical development is needed

With so many avenues for social media, it is important to have good "branding" for your organization. Something that represents the company and attracts potential candidates.

I agree that good branding is a critical aspect for all organizations to consider in recruiting. It is also important to make sure the brand aligns with the actions of the organization and its employees; otherwise it has the potential to damage the reputation of the organization.

I know many of organizations that utilize this type of branding as a means to re-enforce their product. Their superior talent is supposed to coincide with their product. Its interesting though that many individuals are passed over because they did not necessarily embody the branded traits help by the organization. I wonder who is to blame when the company goes into a nose dive economically?

I am a Disney fan but now knowing a person who works there and seeing their on boarding process (via this website) it is no wonder that they are such a huge and successful company.   The website goes through, what looks like, everything a person would need to know in getting started at Disney.   I could see how helpful a website such as this would be to almost any profession.  Disney obviously has enough money to produce this website and keep it current, but I do not think that would be too hard or expensive for a school district, police agency, banking industry, military, or many other professions to implement.

My niece just completed an intership this summer with Disney. She was pleasantly surprised by how comprehensive the website and training was for interns. Eventhough she was scheduled to intern for six months, everything about the training and experience won her over to want to be a lifetime employee of Disney. Many companies could learn from this model.

I heard that the first two days of employee orientation is strictly story telling. They use the 'cast' members to acclimate employees to the Disney culture using stories. I feel like this is really in sync with Disney culture and would also be a very effective way to get employee excited about their role in the bigger Disney 'story'.

Should daily or weekly conversations about employees work - especially pats on the back for a job well done - replace the typical performance appraisal? Interesting read.

This is very interesting and I can understand where this article is coming from. There is a joke with the director of talent management because as she is busy overseeing goal setting, annual performance reviews, talent planning, etc. but the folks in her own department don't have goals! There is a big difference between understanding the value in something finding time to do the work yourself.

By now, we've all heard about how employers scope out the Tweets and Facebook profiles of job seekers to winnow down the field of applicants. But job seekers may be surprised to hear just how many recruiters now use social media throughout the hiring process.

Ah, the joys of social media! It truly does expand the meaning that "big brother" is watching. I've found myself pulling back on Facebook posts by trying to stick to only positive things. LinkedIn, I feel I need a to hire a PR rep to make sure everything is in order there. Twitter, I'm not a fan of it period. But from the sounds of the article, I better learn to like and use it. Thanks for the link to the article, very good information.

I always enjoy this dynamic. It is a double edged sword and not every organization should want the use of social media in their candidates. I have conducted surveillance in law enforcement, research on teachers while working in the education field, and pre-screened inbound young Officers in the military. Its important to see what you are getting. It has become suspicious if someone doesn't have a linked in account. If a person has too many accomplishments on their linked in account however while simultaneously not having an active personal social media account as senior management I find it suspicious. We are all aware that if you want to know who a person truly is, the last place to look is linked in.

On the SHRM website they have great information for all sorts of HR topics. Click on the "download your free report" as this is a great tool for onboarding. They discuss the Four C's (Compliance, Clarification, Culture, Connection).

The SHRM website is a great website to visit on a lot of HR related topics. I would recommend it as a useful website.

Looks like we all like this website. Solid practical advice given in the article.

How Talent Management Technology is impacting the workplace

Industry is going to continue see expanded measurements put into place, organizations are going to have to stay abreast of all the options available to them.

Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization.

Unfortunately, planning for succession is often overlooked or occurs when it is too late - after key people have left the organization and there are no internal candidates to fill the leadership positions.

Interesting....and oh so true!

"Organizational development is successful when it is seen as a business necessity and not just another department within an organization,"

Succession planning is a means for an organization to ensure its continued effective performance through leadership continuity. For an organization to plan for the replacement of key leaders, potential leaders must first be identified and prepared to take on those roles. It is not enough to select people in the organization who seem "right" for the job.

The involvement of the Board of Directors is critical when creating succession plans for C-suite roles. The Board has a responsibility to make sure the organization has an employee who is ready and have had time to experience or "shadow" those who are in the roles one might succeed.

The easier it is for leaders to engage in talent management, the more likely it is to succeed.

Not sure about who MacKenzie Jones is but one thing that was written was interesting regarding your performance being tired to the person you work for. Not sure I agree but I think a good boss can help make employees better or vise versa. It is up to the employee to not fall into any temptations of "behaving badly" when their boss may act badly or poorly on a regular basis.

Should we or shouldn't we? 

I found this to be a thought provoking article which seems to perfectly illustrate everything that can go bad with a performance review. I liked the practical approach to encourage open relationship which can provide the honest feedback we each need to address our self-improvement barriers.

Succession planning is perhaps the most important job of corporate boards. Without a strong succession-planning program, companies are not prepared to fill openings created by retirements or unexpected departures, nor are they able to meet demands of the organization.

To me the importance of succession and cross-training within departments is very crucial. Yet I think still many times today people view these things as a loss of job security. Many time individuals may feel a false sense of security if they are the only person that knows how to do 'x'.

I could not agree more with your comments. I hear it on a daily basis, if I am the only one who knows this information; the organization has to keep me. Much of the fear comes from massive layoffs and reorganization-if they need the knowledge they will need me.

Should organizations stop doing performance appraisals? Interesting arguments in favor of eliminating them or having them only for select groups.

Here are several examples of how companies conduct onboarding.

Short clip on having a successful succession planning...which starts early.

It is about being proactive and planning before the need arises. Often, employees leave and then the organization is left trying to figure out how to replace a critical role because there is no one identified to succeed the employee who left.

Correct...I have seen that to many times.

Forbes article

Good article, nice to see the 7 C's and an observation point from a leadership level owning up to be a contributing factor for new employee success rate.

There it is again with that compatible non-sense. That is why organizations get jammed up in lawsuits, and lose huge sums of money. Its a whole new generation of employers thinking that they should hire based on "Cultural matches" which are made up in the first place. That is a preference, and it cannot be articulated on the bench in front of a jury of 12. If you can't defend it, then don't make it a core competency or requirement. Make it a subfield, or a preference.

Right now, there's no hotter topic within the talent management community than workforce planning. The reasons are simple: with the current economy driving revenues down dramatically, many senior executives are examining how to plan ahead in order to increase their firms' capabilities, reduce costs, and survive the economic chaos likely to continue for some time.

Couldn't agree more! Our company is majorly making moves to being more mindful and data driven when it comes to how we operate even in HR.