Abolishing ratings does nothing for performance in the vast majority of organisations, but in certain situations it might be worth the risk, an HR specialist says.
Leaders who take an evidence-based approach to management are better at closing the gaps between where an organisation's performance is, and where they want it to be, a specialist says.
Leaders who don't "measure what matters" are more likely to become stuck in reactive mode and have a permanently overflowing "urgent" basket, according to an organisational performance specialist.
High-potential employees can be identified by three key traits, but misconceptions about one of them is putting leadership pipelines at risk, a talent management specialist says.
Many organisations still seem unable to build a "robust, focused set of measurable objectives for employees", say two business strategists with recommendations for assessing employees' potential rather than past performance.
High performance is contingent on four key drivers of thinking, and understanding them should be an "essential requirement" for all managers, says a brain health expert.
Most employers are "unintentionally egalitarian" in deploying their top talent, but top-performing companies take a very different approach, according to two business strategists.
Some four years after abandoning its "soul-crushing" and "antiquated" performance review process, Adobe hasn't looked back and is sharing its own method of employee appraisal with other employers.
Reframing learning and development as a performance issue has been "gold" in helping an employer improve its workforce's capability, according to a senior HR leader.
Some employers have successfully stepped up to the task of managing psychosocial safety, but in many other workplaces, initiatives are falling flat. Join us for an HR Daily webinar to understand what's holding back progress in this critical space and how to move forward.
