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SUCCESSION PLANNING

Award Season is Like Succession Planning for the Rich and Famous

The Academy Awards are just a few days away and I have to admit that I am excited….primarily because of the fashion. I admit that I have not seen a movie in an actual theatre in at least three years and have only seen one current movie this year (Bridesmaids). Nonetheless, the Oscars mark the end of award season in Hollywood. All of the rich and famous can start eating again. The winners can bask in the glory of their stardom and wait for the scripts and high salaries to roll in.
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HR SOFTWARE

Ban the Binder – Succession Planning Requires Technology

What seems like MANY years ago, while in my first corporate HR job, I was thrilled to be given the opportunity to lead the company’s succession planning process. In years past, succession planning had been a behind-the-scenes, secretive process but senior leaders were open to building a new process focused upon development. Wow – I was excited. What’s more, we created a powerful Microsoft Access tool to store the talent assessment data (albeit, I had to bring in temps to hand enter the assessment data that was collected on expensively printed surveys) and allowed us to search and track leaders across the company. We were at the fore front! I thought that I had at last seen the end of the Succession Planning Binder/s. Oh, how I was wrong.
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PERFORMANCE MANAGEMENT

Low Performers Fuel a Dangerous Downward Spiral - Performance Management

In order to come out a winner in the global talent crisis, companies must attract high performers with the skills necessary to lead the organization into the future, as well as retain high performers. Failure to take action on low performance, taking the necessary steps to bring about improved performance or move low performers on to better fitting positions or out of the organization, will greatly reduce a company’s ability to win.
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PERFORMANCE MANAGEMENT

viaPeople Insight - January, 2012

Have you set the stage for high performance in 2012? The new year is well underway. It is time to stop planning and start executing. The question is: Have you set your team up for success? The January, 2012 edition of viaPeople Insight contains a collection of articles aimed at helping you clarify performance goals and plan your employee performance management process for the year ahead, written by viaPeople's team of industrial organizational psychologists.
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PERFORMANCE MANAGEMENT

Social Performance Management Goes Mainstream in 2012

"Social" has transformed our world! Are we ready to go social when it comes to employee performance management?
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VIAPEOPLE INSIGHT

Happy Holidays from viaPeople, Inc.

Wishing you a wonderful holiday season!
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SUCCESSION PLANNING

Identifying Critical Positions in the Succession Planning Process

Prioritizing our efforts helps us to make decisions and allocate resources in all that we do. Identifying critical positions or prioritizing is an important part of the succession planning process. It allows organizations to target talent investments to ensure leadership continuity and mitigate risk from leadership attrition. Prioritizing becomes even more important during times of economic turbulence and uncertainty. Determining which positions are the most critical as part of succession planning can be challenging. We won’t find a “standard list” of positions on the internet. Every organization must identify these vital roles in the context of many factors, including market conditions and organizational strategy. For example, companies who require technical innovation to execute their strategy might determine that specific engineering roles are critical while other companies would identify specific marketing roles at most critical.
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PERFORMANCE MANAGEMENT

It's Fashion Week....Time to Re-Focus on Performance Goals

Aahhhh....the week after Labor Day. I have always viewed this time of the year fondly. As a kid, this time of year offered limitless possibilities and a totebag full of new school supplies. These days it offers renewed energy, fall clothes shopping and of course, Fashion Week in NYC.
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360 DEGREE FEEDBACK

Case Study: Starwood Hotels Takes 360 Degree Feedback to a New Level

Starwood Hotels & Resorts Worldwide, Inc. owns, manages and franchises some of the most well-known brands in the hotel industry. With over 1,000 properties and approximately 145,000 employees, Starwood is one of the world's largest hotel companies and one of the most well-respected in the industry. BUSINESS CHALLENGE Starwood wanted to provide a valuable developmental offering for all leaders across the global organization. The organization had considerable experience with 360 degree feedback in the past but over the years had decided to refine their approach and had developed specific criteria for this initiative: Implement an easy-to-use 360 degree feedback process to gain more participation across the organization, Tailor the survey questions to best address the skills most critical at various levels of the leadership team, Partner with a vendor that could deliver a highly flexible solution but at a very reasonable cost, and Customize the feedback reports to not only provide critical information on strengths and development areas but also to allow individuals to interpret their feedback report without the use of individual coaching. The HR leadership team recognized that to achieve the above goals, they needed to partner with a vendor who not only had extensive experience working with large global organizations but also had a very flexible technology and consulting experts who could advise along the way (both in terms of 360 survey design, as well as system customizations). Starwood chose viaPeople for this global 360 degree feedback initiative.
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