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StrategyDriven Business Performance Assessment Program Best Practice Article

Business Performance Assessment Program Best Practice 13 – Capture Improvement Opportunities within the Corrective Action Program

StrategyDriven Business Performance Assessment Program Best Practice ArticleSelf-critical self assessments yield multiple opportunities for performance improvement; yet their benefits often go unrealized because assessment recommendations are not acted upon. To ensure the organization profits from each self assessment, it is necessary to programmatically pursue the recommended performance improvement actions*.


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The Best Jobs Go to the Best Educated People and Here is Why

Quite a bit of debate exists about whether education is obtained in school or through life experience. Looking at homes and families, the latter may reign supreme. However, universities, and the job market, often argue that a college degree is necessary to succeed in life and obtain a high paying job. Assuming that people can be educated in more than one way, what are some of the reasons why the best jobs go to the best educated people?

Education Blended with Common Sense
To succeed in the work world, people need to have a strong background in their field, but they also must exercise skills in common sense. Knowing the discipline provides the appropriate background information and the technical skills that are needed to succeed. However, the application of that knowledge often comes in the form of common sense. Exercising a blend of these skills allows workers to be confident, determined and strong in their decisions.


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About the Author

From her 25 years in business, Elizabeth Hill aims to pass on knowledge and skills gained in that time through her writing. She loves walks in the countryside, spending time with family and friends, and is ever so ‘slightly’ addicted to coffee.

Fire the Slugs! And Other Great, No-Nonsense Ways to Retain Your Best People

There isn’t an organization anywhere that doesn’t have a problem with some type of personnel turnover problems. Depending on the study you look at, the impact of turnover ranges from three months of salary for a low level employee who leaves to as high as 400 percent of the annual salary of an upper-level person who leaves.

It’s doesn’t have to be all bad. There’s good turnover and bad turnover.

Firing a non-performer is good turnover. When a top performer leaves to go elsewhere and leaves your organization with a huge void, that’s bad turnover. It can affect the performance of the whole organization.

If you are going to maximize your organization’s performance you have to make a conscious, binding top-down management decision and commitment to develop a no nonsense approach to retention. The following are several must-do actions items for retaining the high-value human assets you’ve worked so hard to acquire:


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About the Author

Jeff Kortes is known as the ‘No Nonsense Guy.’ He is the President of Human Asset Management LLC, a human resource consulting firm specializing in executive search and leadership training. He has trained hundreds of first-line supervisors, managers, and executives during his career. His approach to training is no-nonsense, and practical.

Jeff is also a member of the National Speakers Association and a regular speaker on the topics of retention, recruiting and leadership. For more information, visit www.SlugProofYourTeam.com.

StrategyDriven Management Observation Program Best Practice Article

Management Observation Program Best Practice 7 – Documented and Signed Observations

Robustly implemented management observation programs offer many benefits to the organization and its managers. At their core, each of these benefits is derived from aggregation and analysis of the performance data gathered during the observations.


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StrategyDriven Podcast Episode 28 – Responsibility-Driven Leadership

StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles found on the StrategyDriven website.

Episode 28 – Responsibility-Driven Leadership examines why now more than ever, people seek leaders who see beyond their own needs, who have vision and integrity, who inspire trust, and who encourage and develop their employees. During this discussion, Emmett Murphy, Chair of Murphy Leadership, shares with us his insights on:

  • the difference between responsibility and accountability
  • what responsibility-driven leadership is and qualities these leaders possess
  • the unique value responsibility-driven leadership provides to help companies survive and thrive in these difficult economic times
  • how responsibility-driven leadership can be fostered among the executives, managers, and employees within an organization

Additional Information

In addition to the invaluable insights Emmett shares with us in this podcast are the additional materials and resources found on his website, Murphy Leadership (www.MurphyLeadership.com). Complimenting Emmett’s website are his two books:


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About the Contributor

Emmett Murphy is Chair of Murphy Leadership, a leadership development consultancy providing dynamic programs, products and services that have yielded remarkable results at companies such as IBM, AT&T, Xerox, and McDonald’s. He is the author of the New York Times business bestseller Leadership IQ and the recently released Talent IQ. Dr. Murphy has held faculty, administrative, and consulting positions with the State University of New York, the American Management Association, Booz-Allen Hamilton, and London University, among others. To read Emmett’s full biography, click here.