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360 DEGREE FEEDBACK

How 360 Feedback Reduces Employee Turnover

In the midst of high rates of employee turnover, companies need to use all the tools at their disposal to improve employee engagement and retention. One of these tools is 360-degree feedback. Learn more about the connections between engagement, retention, and a 360 feedback tool and how to make the most of feedback to enhance the employee experience and reduce turnover.
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DEVELOPMENT PLANNING

Four Development Actions to Help Employees Grow, Plus Five Tips for Creating Effective Employee Development Plans

An employee development plan can help your employee close the gap between where they are now and where they want to be. Managers can play a crucial role in creating these plans and helping their employees succeed—especially if they maximize the impact of their plans by including practical development actions and following some best practices for development planning.
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DEVELOPMENT PLANNING

Key Components of a Successful People Strategy

A people strategy is an important element of any business plan. Learn more about what a people strategy is and the five key components that every successful people strategy should include.
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360 DEGREE FEEDBACK

Three Reasons Employees Are Leaving Their Jobs and Three Strategies to Improve Employee Retention

Employee retention is a major challenge for companies right now across industries. And the talent shortage makes losing employees even more problematic. Let’s take a deeper look at the issue of employee retention and explore three common issues and their solutions. These strategies can help you manage employee retention and encourage employees to become even more engaged at work.
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TALENT MANAGEMENT

Performance Calibration vs. Talent Calibration: Do You Need Both?

What is the difference between performance calibration and talent calibration? Are they interchangeable, or do you need both? Let’s look at each of these distinct processes and examine why both are important means of successfully managing talent in your organization.
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HR SOFTWARE

Optimizing Your People Team’s Process for Employee Promotions

Promotion decisions can have a profound impact on the success of your employees and your company. And yet, while many organizations have invested in implementing consistent performance management processes, they have not taken the same steps with their management of employee promotions. If this is true of your company, consider the importance of an effective promotion process and how you can overcome obstacles with the right solutions.
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SUCCESSION PLANNING

How to Avoid Confusion About “Potential,” “Performance,” and Other Terms in the Talent Review Process

The talent review process is an essential component of the succession planning process. In other words, you need to evaluate talent on your team to identify top performers and those who can help lead the organization to success.
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SUCCESSION PLANNING

Everything You Need to Know About Assessing Retention Risk in the Succession Planning Process

Staffing naturally fluctuates over time, but you can do your part to mitigate these changes. Companies that pivot to prioritize their team and its development make retention risk management an important part of their operations, and you can too. Read on to learn about how assessing retention risk in the succession planning process can help you manage talent in your organization and plan for the future.
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DEVELOPMENT PLANNING

5 Common Reasons for Performance Issues (Plus 3 Tips to Create an Effective Performance Improvement Plan!)

In a perfect world, all employees would be top performers every day, week, quarter, and year, but we know that’s not the reality. Addressing performance issues can be an uncomfortable and daunting task for many managers, but avoiding the issue only makes it worse.
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SUCCESSION PLANNING

Replacement Planning or Succession Planning? The Perfect Combination

Succession planning and replacement planning are both strategies that are incredibly important to the lifeline of any organization. However, these two processes are often confused, even by senior organizational leaders. Despite the focus that boards and C-level leaders have placed on organizational talent strategy, I often encounter organizations that still equate succession planning with creating a list of replacements. I refer to this approach as the "names in boxes" method of succession planning. What distinguishes the two is basically the difference between executing short-term and long-term strategies. Do organizations need to employ one or the other, or are both strategies necessary to be successful? I would argue that the two talent strategies must work together.
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