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The Difference Between Personal Goals and Organizational Performance Measures

StrategyDriven Talent Management Best PracticeMost leaders monitor the performance of their various divisions, departments, and work groups using a system of organizational performance measures. These measures monitor the efficiency and effectiveness of that organization’s functions – a reflection of the responsible manager’s performance.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Talent Management Best Practice 5 – Include Talent Needs in Business Plans

Include Talent Needs in Business PlansRapidly changing market conditions drive businesses leaders to continually reinvent how their organizations do business, their products and their services. Regardless of the changes made, differences between the business of today and the business of tomorrow commonly necessitate a change in personnel knowledge, skills, and experiences. While acquiring some of this background can be accomplished through an initiatives’ change management program, strategic talent needs often require new foundational knowledge, skills, and experiences be added to the organization. Such additions can be costly and time consuming and, therefore, should be planned for within the organization’s long-term and annual business plans.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Talent Management Best Practice 4 – Know Your Artificial Employment Retainers

golden handcuffsEvery manager should seek to know the stay/leave propensity of his or her subordinates and certainly that of top performers. While true knowledge of others’ intentions is unknowable and unpredictable opportunities arise, there are artificial retention mechanisms and observable signs that together suggest an individual’s inclination. Recognizing these signs and factoring them into an assessment of employee loss risk is important to a manager’s ability to retain top talent.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Organizational Accountability Warning Flag 3 – Artificial Retainer Driven Complacency

StrategyDriven Organizational Accountability Warning Flag Article“The wheel that does the squeaking is the one that gets the grease.”

Josh Billings (1818 – 1885)
American humorist

It’s a natural human tendency to seek the path of least resistance. For executives, managers, and supervisors, this practice translates into assigning the difficult and emergent work activities to top performers, diverting work away from under-performers, and avoiding employee confrontations. The latter action erodes accountability. Leaders who do not address the shortcomings of under-performers including the provision of overly positive (even if neutral) feedback and unearned rewards (relative to top performers) loudly proclaim the merits of non-performance. Continued high performance and retention of top talent reinforces these errant practices until one day the lack of accountability drives the company’s best employees to a competitor’s business.


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Additional Information

Additional information regarding artificial employment restraints and how individuals can overcome them is contained within the StrategyDriven Professional Development article, Artificial Employment Restraints.

Management Observation Program Best Practice 9 – Feeding the Performance Management Program

StrategyDriven Management Observation Program Best Practice ArticleMost companies employ a periodic employee review program, typically comprised of a major annual review and sometimes complimented by a formal mid-year feedback session. Examination of these programs reveals most performance ratings are based on those individual behaviors, events, and accomplishments occurring within a few weeks of a review’s development. Consequently, employees achieving great success throughout the year, particularly those with significant achievements earlier in the period, feel cheated by a process that frequently overlooks these accomplishments.


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