Consistently and accurately evaluating employee performance is essential not only to individual success, but to the overall success of an organization. That being the case, you’d think more companies would actively measure employee performance. Performance Management MORE

Perhaps the most strident, recent criticism comes from management guru, Ram Charan (whom I admire), in the July-August, 2014 issue of the Harvard Business Review. CEOs want and need a trusted talent management and organizational capability leader at their side. MORE

These tools are powerful and disruptive, and they have the potential to redefine how we manage our organizations. If we look at employee ratings of employers as a whole, we find that performance follows a bell curve. We know managers are biased. MORE

Solutions that potentially solve virtually every conceivable problem within the broad spectrum of Human Resources—recruitment, on-boarding, performance management, employee engagement, recognition, talent management—the list goes on. MORE

Over the last 20 years, organizations have redesigned, reworked, and revamped performance management time and time again. They’ve tried different rating models, feedback tools, manager coaching, recognition programs, continuous performance management, and more. MORE

To better understand effective employee recognition, we’ve outlined five guidelines for this management strategy, along with real-world examples for each approach. The results were clear: 42% preferred time off, 22% preferred clothing, and 20% preferred tickets to cultural events. Example: As described in The 24-Carrot Manager, “Mandy Assi, concierge manager at the Fairmont Royal York Hotel in Toronto, is a passionate practitioner of specific recognition. MORE

In a 2014 IDG survey, only 24% of enterprise organizations migrated or planned to migrate HR functions/applications to the Cloud. Not to mention, the potential of a system to include Artificial Intelligence and predictive analytics in sourcing , recruiting and managing people more efficiently. HR departments, for instance, use applicant tracking systems to manage job ads, sort resumes, shortlist applicants, coordinate with their team/candidates and so on. MORE

Is "making teams better" the new holy grail of performance analytics? More quantitative attention is being paid to how well players improve the in-game performances of their teammates. Indeed, how can the coaches improve the TQ—Teamness Quotient—of their players’ performances? MORE