ERGs are marching forward and supporting business agendas for growth. They are innovating, creating, teaching and building trust.
Research and Insights from the Center for Effective Organizations
Listen to CEO’s Alec Levenson on KGNU’s ‘It’s The Economy’ as he talks about who Millennials really are, and offers practical advice to help those who manage, lead, and work with them to improve teamwork, increase productivity, strengthen organizational culture, and build a robust talent pipeline. The podcast is here.
Alec Levenson, CEO Senior Research Scientist, along with CEO Affiliated Researcher Jennifer Deal (of the Center for Creative Leadership), were both cited recently by a New York Times article titled “The Self-Reliant Generation.”
Alec and Jennifer sift through the myths and realities about Millennials. Latest article for Strategy+Business by Alec Levenson and Jennifer Deal.
The problem is that HR too often focuses on the programs as designed, not whether they really address what the business needs. Three examples illustrate this point: compensation, leadership development and competency models, and training and development.
a.k.a. Are You Helping to Improve Strategy Execution Where It’s Most Needed?
The balanced scorecard has popularized the idea that organizations should regularly measure and monitor key metrics about people.
In my previous post I discussed why ROI falls short as a tool for making business decisions. Here I address why ROI doesn’t live up to the promise it’s supposed to have for evaluating human capital and HR.
CHREATE (The Global Consortium to Reimagine HR, Employment Alternatives, Talent, and the Enterprise)
The Global Consortium to Reimagine HR, Employment Alternatives, Talent, and the Enterprise
Return on investment (ROI) is perhaps the most universally applied tool ever created in the history of finance. It is a standard measurement used to evaluate the financial return from an investment or project.
Informal networks matter much more than hierarchies. Whatever the source, you find yourself doing what so many HR leaders have done before. You grab that bright, shiny object and take it home, in the form of pages of excitedly scrawled notes and an intense resolve to get your team working on it.
In the past, all too often talent has been thought of and treated as a maintenance item, not a critical determinant of performance. It has been looked at as a “don’t mess it up” factor rather than a source of competitive advantage, and as a result, has not been a major focus in many corporations or one where organizations have done new and exciting things in order to gain a competitive advantage.