The Chief Human Resources Officer has emerged as the role to advancing business strategy through the organization’s people. The criticality of the role necessitates a look at the trends in the CHRO marketplace – who are the CHROs of our most complex companies?
After the most challenging four months for business in a century, many companies can start to focus their attention more than a few days in the future. This turn towards normalcy raises questions about how to manage and reward performance in such an unprecedented year. We suggest that there are no clear rules but that there is a logical approach that can guide how to best (re)-set goals and fairly evaluate at the end of the performance cycle.
It’s understandable that HR’s recent focus has been on employee safety and security. The function has responded admirably to unprecedented demands and unforeseen challenges. As we see the global situation starting to turn, it’s important to refocus our efforts on helping our companies to win through talent.
If you believe that having a growth mindset means that if you try harder you can accomplish more, you don’t need to read this article. We agree and the science in areas from self-efficacy to goal setting to motivation supports that exerting more effort often leads to better results. However, if you believe that growth mindset means that different outcomes in life will occur if someone has a Fixed Mindset or a Growth Mindset, or that it’s possible to increase one’s intelligence or change one’s personality, please keep reading.
What makes a Fortune 200 CHRO? Find out in the third edition of the CHRO Trends Report, the in-depth guide and analysis of today’s leading Chief Human Resources Officers.
The surprising findings in our Global HR Census raise questions about the purpose of HR in today’s organizations and the typical HR leader’s mindset as they approach their job.
Our experience shows that it’s not the usual suspects – troublesome technology implementations, challenging budgets, etc. – that undermine the success of HR transformations. The real culprits are both softer and far more controllable.
While the popular dialogue is focused on ratings, ranking and reviews, the power in performance management comes from great goal setting. Invest your time productively by building your organization’s capability to set fewer, bigger and more powerful goals.
It’s the missing foundation of talent management in most companies. Does your executive team agree about the best way to manage talent to achieve your business strategy? How do you know?
How can you accurately predict potential? Hear leading practitioner and academic Allan Church and leading talent voice Marc Effron as they present and discuss what we know (and don’t) on the topic.