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Going from bad to great performance management
Sustainable high performance doesn't happen by accident. It requires intention and adequate (or better) strategy, organization design, capabilities and execution. And, like it or not, it takes solid performance management. Sadly, in many organizations, performance management consists of little more than arbitrary performance ratings and (hopefully) face-to-face discussion between managers and employees. Innovative approaches like crowdsourcing performance reviews provide an exciting path forward away from traditional form-driven, compliance-centric processes.
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6 Drucker questions that simplify a complex age
Harvard Business Review
In 1981, Peter Drucker delivered a lecture at New York University titled "Managing the Increasing Complexity of Large Organizations." Drawing on lessons from the auto industry, banking and beyond, he offered provocative prescriptions for coping in a world in which "the real challenge is to decide what you are doing" in the face of tremendous "technological change or market change." More than 30 years after Drucker's talk, the level of complexity confronting us has only continued to increase — or at least it feels to most managers like it has increased.
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Chocolate University: Building a better worker
Paying for their employees to take a chocolate-tasting class would be a bad way for most companies to boost productivity. But most companies aren't Canadian luxury chocolatier Purdys. It deals with a specialty product, with a shelf life of just three weeks and available only at its 64 retail shops nationwide, so it depends on its salespeople to sell customers on the subtle flavor differences between cocoa beans grown in different parts of the world. The firm found its sales staff had more expertise if its resident chocolate scientist (who is also company president, Peter Higgins) helped show them how to properly chew and savor a truffle during sessions at its in-house "Chocolate University."
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7 ways to nix interruptions at work
It's popular to say that people do their best work when they're able to collaborate with others — bouncing ideas off them, having impromptu hallway conversations and the like. But study after study have found that working in an office can be incredibly distracting. Unless you work alone, the people in your office are probably hampering your productivity. Here's how to carve out some alone time.
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How onboarding can feel too much like waterboarding
Business 2 Community
Onboarding is a buzzword often used to declare that an organization knows what's current and appropriate when it comes to managing new employees. However, those same organizations typically lose 40 percent of their senior-level executives within the first 18 months. Is better onboarding — more thoughtful, comprehensive and up to date — the answer?
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Global Human Capital Trends 2013
Five years after the onset of the Great Recession, companies are beginning to reset their horizons. For the past several years, human capital decisions have been largely shaped by that recession and its aftermath of weak economic growth. While the global economy continues to lurch forward, the Deloitte Global Human Capital Trends 2013 report finds companies pivoting from the recession to the new horizons of 2020.
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The 30-hour work week is here (if you want it)
Fast Company's Co.Exist
In 1930, famed economist John Maynard Keynes predicted that within his lifetime, the future economy would be powered with a quarter of the effort. Technological innovation meant that we could accomplish whatever needed doing in a 15-hour workweek, and we'd be endeavoring "to spread the bread thin on the butter."
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Handling 'loudmouths' in the workplace
Human Resource Executive
You likely know who they are. They're the ones who are the first to speak at meetings and the ones most likely to have the last word. They're confident, assertive and, sometimes, overbearing. Now there's research to suggest that, despite their confidence and the tendency to dominate interactions, they are not necessarily endowed with the most knowledge in the room, and may not even have the most valuable perspectives to help drive the goals and objectives of that group.
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ISPI Performance Digest
Colby Horton, Executive Vice President of Publishing, 469.420.2601
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.

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