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Best Practices in Performance Management at Kimberly Clark
I just completed a detailed interview with Gary Short, Kimberly Clarkās director of Talent Management. The company has had a legacy performance management process for 20 years which had limited adoption but a very long term history. The old process grouped employees into only three levels: meets expectations, exceeds, or does not meet expectations. As ... Re
Performance Management is Management
The Seven Important Elements of Performance Management Performance management is far more than performance appraisal. In fact, this is probably the last and least important part of the process. As we see it, āperformance managementā is āmanagement.ā It describes the ongoing process between employees and managers which takes place every single day. The seven
Talent Management: Too Important to Delegate to HR
Talent Management is a Business Problem, not an HR Problem As we complete our High Impact Talent ManagementĀ® research (to be launched this May), we are uncovering some very important issues. One in particular is the critical need to understand that talent management is not an āHR process ā but rather a ābusiness processā which ... Read moreĀ» The post Talent
Saba Acquires Centra
In the last 12 months we have seen many mergers in the learning market take place: Oracleās acquisition of Peoplesoft, SumTotalās acquisition of Pathlore, Sabaās acquisition of Thinq, and KnowledgePlanetās acquisition of KnowledgeImpact. Why these Mergers are Occurring In general the enterprise learning and LMS markets are maturing. The LMS market has grown
HR Technology Conference 2006
Reflections on the 2006 HR Technology Conference We recently attended the HR Technology trade show in Chicago. This conference is the only event purely focused on the selection and implementation of HR technology (primarily software systems). This yearās three-day event, held in Chicago in early October, drew more than 1,500 attendees and more than 220 ... R
The Challenge of Training Measurement
More than 240 books on Amazon.com and 90 articles on the American Society of Training and Development (ASTD) website are devoted to the measurement and evaluation of training. There are also more than 2,000 websites featuring consultants and tools to help the measurement process. Yet, despite all these extensive resources, most training managers do not ... R
Coaching: The Next Big thing in Leadership Development
We recently completed High Impact Talent ManagementĀ®, a large research study on the business impact of various leadership and talent management processes. One of the goals of this research was to understand where organizations could best focus their leadership development and management efforts to drive greatest business results. What we found was very enlig
Career Development is Back: Returning to the Forefront
As organizations continue to understand and focus their talent management strategies, one of the most important processes they are focusing on is performance management. Our High Impact Talent ManagementĀ® research identified performance management as the area of talent management which actually drives the highest levels of business impact. Why? Because as we
Managing Compliance Training
Compliance-related training is a very big business. Bersin & Associates estimates that complying with regulatory guidelines accounts for as much as 30% of training-related technology expenditures. Many technology expenditures (LMS systems in particular) have been justified simply on the basis of keeping more accurate and accessible compliance records. Our cu
Learning Organization Benchmarking
As organizations evolve their training organizations to further improve business impact, better leverage technology, and become more service-oriented, we find them looking more and more to benchmarking . As a research organization we have had the opportunity to help dozens of organizations with benchmarking. This article will explain what benchmarking is and
Channel Sales Training Best Practices
We estimate that sales channel training alone makes up more than $6 Billion in products and services. All product companies, from software companies to medical device manufacturers to beverage bottlers, have sales channels to train. These āextended enterpriseā sales forces must be regularly trained on new products, promotions, service and support procedures,
Talent Management Changes HR
āTalent Managementā has become one of the most important buzzwords in Corporate HR and Training today. In this article we will explain the history, principles, and processes of talent management and help readers understand our research agenda in this important area. From Personnel to Strategic HR to Talent Management To understand why Talent Management has .
Death of the Corporate University
In our High Impact Learning OrganizationĀ® research and workshops we talk with training managers and directors about their challenges in organization, management and governance. Nearly every organization tells us the same thing: their current organization model for corporate training is undergoing a dramatic change. This article summarizes these changes and w
Offshoring Content Development
The Trend toward Offshoring There seems to be a stampede of U.S. companies rushing to outsource their operations to offshore companies, dramatically expanding the economies of India and China. What is fueling the trend is the desire to gain access to lower cost, high quality labor. Top business functions for offshoring include customer service, IT ... Read m
Coaching: An Imperative for Leaders
We recently completed High Impact Talent Management Ā®, a major research study on the business impact of corporate leadership and talent management processes. One of the goals of this research was to understand where organizations could best focus their leadership development and management efforts to drive greatest business results. We call these findings th
The Need for a Chief Learning Officer
One of the ongoing debates in learning and development organizations is the need for a CLO. In June I hosted a panel of three very effective CLOs at the ASTD conference in Atlanta and also had a series of conversations with a client about how they justified this role. Let me say flat out that ... Read moreĀ» The post The Need for a Chief Learning Officer appe
What is Talent Management?
Talent Managementā has become one of the most important buzzwords in Corporate HR and Training today. In this article we will explain the history, principles, and processes of talent management and help readers understand this important area. From Personnel to Strategic HR to Talent Management To understand why Talent Management has become so important, we .
Management of Compliance Training
Compliance-related training is a very big business. Bersin & Associates estimates that complying with regulatory guidelines accounts for as much as 30% of training-related technology expenditures. Many technology expenditures (LMS systems in particular) have been justified simply on the basis of keeping more accurate and accessible compliance records. Our cu
High Impact Talent Management: Top 22 High-Impact Processes
The Top 22 Business Processes which Drive Business Impact In 2007 we conducted one of the largest-ever studies of corporate talent management: we interviewed and surveyed more than 750 corporations to gain an understanding of their business problems, their talent challenges, and their levels of maturity and sophistication in 62 different talent management pr
The New Chief Learning Officer: 2008 and Beyond
The role of chief learning officer has been hard to define for years. While it is becoming more prevalent (our research shows that approximately 30% of large organizations have a named CLO), the definition of what a CLO does is changing. Typically the CLO is defined as the ābusiness leader of corporate learning.ā At organizations ... Read moreĀ» The post The