In January 2020, when we had only vague and incomplete information on a new strain of virus, The Economist published a column entitled A Manager’s Manifesto for 2020: Eight Resolutions to Adopt in the New Year. It highlighted many wise practices and behaviours we knew about but which the authors thought we might pay special attention to, e.g. “give out some praise”, the “buck stops with you”, “listen to your staff” and similar important reminders.
Understanding the impact of hot skills on one’s business model and organizational capabilities can be both a challenge and an opportunity and, if not done thoughtfully and carefully, can result in a number of HR and economic risks. Knowing what hot skills are in this day and age, how they should be managed and compensated, and the risks and implications of ineffective choices for both one’s hot skill employees and broader workforce have become a critically important HR strategy issue for many employers.
This research on the effectiveness of teams was conducted in the early fall of 2020. It is largely supportive of, and consistent with, much of the thinking of others who were paying close attention to the experience of teams and leaders in a virtual environment. And the focus on teams also highlights the important relationship between teams and organization leadership and their interdependencies. The research also highlights a number of important insights and ‘learnings’ that will serve us well in the coming months; while it is difficult to predict with any certainty, it is possible that new habits will emerge as teams continue to focus on their overall effectiveness in support of organization priorities.
This research captures how organizations are re-thinking the role of teams, the work they do and how they approach and carry out that work. This report is based on a survey of team leaders, organization consultants and leadership coaches, as well as research in the field. The survey on the effectiveness of teams was conducted in the fall of 2020 with a goal to examine the following: What we have learned at the team level of the organization from the experience and challenges of moving through a pandemic? What has taken on greater clarity for leaders, managers and supervisors in terms of priority areas as teams strive for sustained effectiveness over the next period of uncertainty?
As a leadership coach, I regularly reflect on the approaches which support the essential relationship between the client and coach. Something that allows these approaches to work more effectively is an overarching mindset of humility, a mindset that applies to both the client as well as the coach. I do want to be clear that ‘humility’ for me does not imply weakness, nor is it the opposite of a tough-minded approach to supporting a client in his or her developmental goals. Rather, it implies a respectful environment that recognizes that the most appropriate coaching relationship is one in which client and coach work on strategies, plans and actions that will result in positive impact.
Just as leadership styles and organizational work have evolved, so have perspectives on performance evaluation. Traditional performance evaluation is hierarchical, control-oriented, and focused on individual ranking and grading. Present-day performance evaluation is relational, facilitative, and focused on development and problem-solving (Leadership, R. Lussier, et al). In Ontario, teacher performance appraisal requirements and processes are legislated. While the legislation is founded on a more traditional “three strikes you are out” mandate, the philosophy and practices are more contemporary.
Ben was concerned. Emma, a manager new to his group, had just received her employee engagement scores. They were not good. Emma had been a rock star in her previous individual contributor role. She was seen as talent for the future in the organization. As her HR Business Partner, Ben had watched her struggle as a first-time manager. Now, it appeared that her employee team was willing to put those struggles on paper in the form of not so good engagement scores.
A simple Google search on the words “talent management” reveals almost 17 million hits, and if we look at studies in all countries over the last decade, every time CHRO’s & CEO’s are surveyed, two of the top three challenges they say they face are lack of talent and a shortage of leadership. It isn’t clear whether these two are linked (i.e. is talented leadership scarce; or is it that both leadership and specific talents at all organizational levels are in short supply.)
2017 continues to be a year of significant anniversaries. Queen’s University is celebrating its 175th, Canada its 150th and the IRC is marking 80 years of professional development programs for HR, LR and OD professionals. These milestones are important, as they provide a valuable opportunity to celebrate our achievements, but also reflect on how the world of work has dramatically changed over time.
Summer is here and many of us are already taking vacations and spending some quality time with our family and friends. I am currently attending our summer Negotiation Skills program, being offered in beautiful downtown Halifax. At the IRC, we are reflecting on the spring program season and preparing for the fall. I would like to take a minute to thank all the people who attend our programs and the organizations who sponsor them. Congratulations to those who have earned their certificates.
There is strong evidence of the effectiveness of Cognitive Behavioural Therapy (CBT) to treat a host of symptoms and behaviours commonly associated with depression and anxiety disorders. In this article, I will discuss the application of CBT techniques to both return to work and performance improvement plans, for individuals whose work life has been impacted by these issues.
Performance Management (PM) has become a core organizational strategy and management priority for many organizations. PM can effectively be used to drive accountability, quality, productivity, competence, and rewards and recognition. Going beyond simply a tool to drive “appraisals” and incentive rewards, it can drive a sophisticated quality and performance-based culture.
There’s a great deal of talk about high performance organizations and teams these days. In a rapidly moving global economy that increasingly relies on big data and technology, we all recognize the advantage of using information and systems to help drive innovation and set goals. But how do we determine which models are most appropriate for our organization’s unique needs?
This study provides a detailed guide to managing employee performance and discipline problems within the context of new high performance systems.