The conundrum at the core of ratingless performance management


Posted by Kathi Enderes and Peter DeBellis on January 17, 2019.

No one likes traditional performance ratings very much. Most people find the rating process opaque and question its objectivity and fairness. Managers don’t want to spend their time shoehorning people into fixed categories, defending their choices, and communicating ratings that disappoint more often than they thrill. Even HR doesn’t like ratings very much, as the process often involves chasing down managers to complete ratings and enforce guidelines. To respond to this, 14 percent of organizations we surveyed have gone “ratingless,” abandoning performance ratings altogether.1

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Talent sourcing solutions: Offering improvements beyond efficiency


Posted by Matthew Shannon on January 11, 2019.

Healthy economic growth in recent years has spurred talent markets in which job openings currently outnumber job seekers.1 Yet, recruiters still spend an average of more than 12 hours per week seeking new candidates.2 The challenge many talent acquisition (TA) organizations face is finding additional resources that can help them identify and engage top candidates before their competitors. Fast-changing technological advances position the TA function to benefit from new tools to augment the time-consuming task of sourcing talent. Our new research assessing different talent sourcing solutions provides insights into which next-generation capabilities can streamline the recruitment process, improve recruiter productivity, and enhance candidate experience.3

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What gets in the way of a learning culture?


Posted by Julie Hiipakka and David Mallon on January 3, 2019.

Business leaders, think tanks, and HR experts—not to mention all of us at Bersin and Deloitte—have stated time and again that being a learning organization is critical to driving innovation and generating business results. High-performing organizations have what we call a learning culture, which we define in our 2010 study on High-Impact Learning Culture as “the collective set of organizational values, conventions, processes, and practices that influence and encourage both individuals and the collective organization to continuously increase knowledge, competence, and performance.”1 We have since described the leading practices of learning cultures in multiple High-Impact Learning studies2, and have just released Fostering a Learning Culture: Why it Matters Nowresearch findings piece that connects data across these studies to our most recent High-Impact Learning Organization research.

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Notes from Nudgeapalooza: Behavior Change for Good

Posted by Melissa Cavanaugh on December 17, 2018.

Capital H’s first dispatch from Nudgeapalooza looked at the ways in which behavioral nudges can make a difference in influencing consumers, employees, and citizens—and where their impact might fall short. In the second keynote of the day, Katherine L. Milkman, professor at The Wharton School of the University of Pennsylvania, illuminated how her research is testing various ways to help people make positive choices and make them stick.

Milkman’s research focuses on the ways in which interventions can create lasting change in individuals’ behavior around health, financial wellbeing, and education. But the findings also have implications for organizations that hope to encourage particular behaviors in their workforce.

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Notes from Nudgeapalooza: Are nudges enough?

Have you ever seen your retirement savings rate increase without actively making that choice? Have you chosen a salad at a restaurant after seeing the calorie count for the cheeseburger? Have you decreased your energy use at home after getting a letter about how much your neighbors use? If so—you’ve been nudged.
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Prediction: A tight talent market will force differentiation in rewards


Posted by Pete DeBellis on December 6, 2018.

Organizations are in an uphill battle for talent. With less than one job-seeker per job opening in the U.S. at present,1 and a scarcity of qualified talent, organizations need to make substantial changes to attract and retain the talent they need to maintain productivity and drive innovation. Rewards, of course, are one of the most important ways that organizations attract talent. But the days of offering talent the same rewards as competitors have passed. The current job market demands differentiated rewards—by employee, by life stage, and by each organization’s culture and values.

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Prediction: Talent acquisition will use AI and predictive data to become truly embedded in the business


Posted by Denise Moulton on December 5, 2018.

For several years, talent acquisition (TA) has been emerging from its silo of filling headcount to become part of an overarching talent strategy. In 2019, we expect record-low unemployment rates and a demand for niche skills to hasten that transformation and make the TA function a critical player in ensuring that organizations have the talent they need to be productive. This means more than improving TA strategies, enhancing relationships with hiring teams, or becoming data-driven. A substantial shift in behaviors, capabilities, and business integration will fuel TA in those organizations keen to embrace the possibilities.

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