Group items tagged

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?

The collective skills, abilities, and expertise of an organization-are the outcome of investments in staffing, training, compensation, communication, and other human resources areas.

A lot of good points are made in this article. In particular, the belief that organizational capabilities can only emerge after an organization consistently delivers on the combined or shared competencies and abilities of the people it employs. It provides another way to validate the notion that people either help an organization succeed or fail. If the organization has a lot of employees that are skilled but they are unable to work together towards a common goal, those individuals' skills are useless.

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.

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.

Interesting info on the Do's and Don'ts as the title of this article indicates.  Sometimes just need the reminder.   Kind of interesting how we (all businesses, organizations and agencies) seem to understand how bad these things are but just keep doing them (wrong) anyway

I found the pay for performance interesting as often time an employee needs to meet certain "basic" expectations in a review to get a raise. If they don't get the review they want and are in a union then it can be grieved. I wonder if this is why most managers of union employees don't bother to give accurate reviews because it creates more paper work and documentation of a job they don't want to do anyway (performance reviews)

The pay for performance seems to the norm in the past three organizations I have worked for. The mistake pointed out in this part is accurate, small difference in percentages between performers only goes to promote an imbalance between team members.

Ten years after publishing its research on the War for Talent, McKinsey produced follow-on work reemphasizing the need to make talent a strategic priority. Despite launching expensive programs to attract and retain talented employees, many senior executives remain frustrated with the results and admit their own failure

Good solid basic principles of walking the walk and talking the talk to create a culture of development.

It is very interesting to see how other organizations compare to mine with Performance Management. This information shows 3 different phases (plan, monitor, and review).

All employees experience some type of onboarding, although the formality and comprehensiveness of onboarding programs varies widely across organizations.

Some interesting points

Fun fact - this is actually the system my organization uses. I am on system administrator on the roll out and implementation of Cornerstone into our organization. This year will be the first year our employees are setting goals in the system so next year we will actually being doing performance reviews in the technology. We currently just have a paper performance review process, so using Cornerstone will hopefully be more efficient.

The trends discussed in this interview are ones I have noticed in my organization; vertical development, innovation, group versus individual, and greater emphasis on development being owned by the individual.

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,"

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

Onboarding programs are the first experience many employees will have with an organization. Keep them interested and keep it simple.

Enjoyed the simple format that can easily be put into action. Also the link to creating metrics as that feels like a difficult part to draft without some ideas.

By keeping it simple, in my opinion, makes everyone feel balanced in the first few months of employment with a new company.

Short youtube clip about the future of OD.

The comment made about everything is changing and being sensitive to how those changes are affecting you and others you lead is critical.

Increasingly, organizations turn to strategies that involve developing business leaders as talent leaders - making them the critical connective tissue between talent strategy and business execution.

Organizations are increasingly reliant on HR departments to build a leadership pipeline of managers capable of leading "creatively" through turbulent times.

Week 2 related

Week 2 related

The article identifies a couple of pieces that are important to creating a strong culture in an organization. They include building relationships, trust, the meaning of the work, and the relationship with colleagues. This aligns with much of the previous literature we have read within this course. I have also witnessed this within my organization and department. The department spends a lot of time recruiting people and making sure they will fit the culture of the department. If they have the right credentials but do not seem to align with the culture, we will not hire them. Culture is important in the workplace.

With strong competition prevalent for all levels of talented professionals, it's no surprise that employee retention is a key initiative for many organizations across the board. 

Really like these ideas and I think they can be tweaked for any job role. Especially the prep before the employee starts and their first days. We need this where I work

Strategic organizations take a comprehensive approach to talent management - aligning it with their business strategy