clair068

Adapted from Dan Pink's talk at the RSA, illustrates the hidden truths behind what really motivates us at home and in the workplace. Interesting research work showing how higher rewards not always leads to higher or better performance for knowledge workers.  Makes you wonder if we need to review and redesign performance management philosophy and Organizations reward approach. Higher performance need not always be driven by higher rewards, economic behavior is also a function of purpose of work and inherent satisfaction which a job provides. I am reminded of Herbert Simon's Satisficing approach where he pointed out that human beings lack the cognitive resources to maximize: we usually do not know the relevant probabilities of outcomes, we can rarely evaluate all outcomes with sufficient precision, and our memories are weak and unreliable. A more realistic approach to rationality takes into account these limitations: This is called bounded rationality .  These observations ...

Tom Malone, professor at the MIT Sloan School of Management and author of the HBR article "The Age of Hyperspecialization," explains why breaking jobs into tiny pieces yields better, faster, cheaper work -- and greater flexibility for employees.

Changing times needs different strategies to engage and retain key employees. Organizations adopt different approach towards managing talent and working towards improving deliverables for business profitability.  Mckinsey study shows that too many companies approach the retention of key employees during disruptive periods of organizational change by throwing financial incentives at senior executives, star performers, or other “rainmakers.”The money is rarely well spent. Many of the recipients would have stayed put anyway; others have concerns that money alone can’t address. Moreover, by focusing exclusively on high fliers, companies often overlook those “normal” performers who are nonetheless critical for the success of any change effort. Some of the key observations are: Find the “hidden gems” Once HR and line managers have generated a thoughtful and more inclusive list of key players (usually 30 to 45 percent of all employees), they can begin to prioritize groups and individuals ...

Talent management is one of the most critical and ever challenging activities for any HR team. Sound performance management system is quintessential for the success of any talent management strategy for any organizations. While lot of organizations have automated their Performance evaluation and rating processes a large number of small and medium enterprises continues to struggle between legacy systems and new age Human capital management systems which integrates different aspects of performance measurement and also integrates it with other ERP and HRIS (human resource information system) .Some of the key factors which needs to be considered while adopting automated IT system based performance evaluation model are: • A well defined performance management tool should focus on arriving at role based assessment and evaluation matrix which is duly aligned with the competencies defined for each role. • Ratings must translate into performance index scores and should follow the philosophy ...