Group items tagged

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'.

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.

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.

Lots of good articles from this source before. As I browsed this one seems to follow suit.

As I read this I was drawn to section on cognitive constructs. I found it very interesting and the openness of which the author references the need for future research makes me wonder if we are getting closer to understanding the cognitive sciences or just beginning to grasp how big this issue could be.

This is a repeat from a previous class but I still like the way Simon explains a few things specifically the WHY question.   Apply the why to your mission at home, work, where ever and see if new results occur!

I liked this video. He presented at a leadership conference I went to last year. It was very good.

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.

Figure 6 on page 9 and the conclusion were very illuminating. I am still looking for the follow-up study referenced in this article.

I would not choose Pepsi on a normal basis but this is good supplemental material and background to the information in our text.

Two mistakes that often occur when replacing a CEO ; either choosing someone in his own likeness when what the company really needed was someone different, or choosing someone of lesser stature to preserve his own legacy. This often happens with other senior management roles.

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).

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.

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

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.

This clip highlights the issue around talent management issues being of high-importance but low on preparedness. This is very true in many organizations.

I really liked this presentation on motivation of associates and people in general

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.

Volunteer performance review. Is this typical? Are volunteers usually evaluated on any consistent basis- yearly, after so many times volunteering, or any other way?

Something like this seems like it may be helpful for any industry and the person conducting the review or being reviewed.