Performance and Reputation

The Relationship Between Performance and Reputation

While it is inevitable that the dreaded performance appraisal will cease to exist in its current format, some form of performance measurement will continue to exist. One reason is that roles where value creation falls into a category called “individual value” will need a performance management system to measure how foundational activities impact the organization.

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What Makes Someone a Valuable Employee?

What Makes Someone a Valuable Employee?

So what is it that will make you stand out to your boss or organization as a valuable employee? When I say that you must achieve more than just doing your job well, I am not suggesting that doing your job well is not important. Conversely, in today’s excruciating work environments, good performance is expected. Your organization is finding less time and spending less money to train you to be a good performer. In her recent Wall Street Journal article, Herminia Ibarra of INSEAD continued to reflect that “Businesses are putting managers in a tough spot. They’re forcing bosses to take on many new responsibilities – but they’re not training them to get those jobs done.”

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Performance and Reputation

“Value” is the New Corporate Currency

The head-spinning advances in technology, endless bottom-line financial pressures, and growing networks of global economies described earlier demand a need for superior performance and sustainable efficiencies. Organizations aspire to motivate their employees to be better, more productive, and more engaged. Leaders seek ways to create a common language behind which organizational goals and activities can align. What can replace the void that is being created by the slow demise of performance management systems? What is the new corporate currency?

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Talent Development Hot Seat with Andy Storch

The Talent Development Hot Seat with Andy Storch

The Talent Development Hot Seat features interviews and insights from leading talent development professionals and company executives who are passionate about developing their people. The host, Andy Storch, asks each of them to share some of their successes, failures, challenges and advice for others as well as what trends they are seeing in the industry. The main goal of the podcast is to help listeners become more successful in their own jobs and accelerate their careers as Talent Development professionals.

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Satisfactory Margin and Value

Satisfactory Margin and Value

“Value is when the outcome of a situation exceeds the cost incurred by a satisfactory margin.”

But what is a ” satisfactory margin”?

Margin is the difference between the amount of cost incurred and the benefit derived. Not all margins, however, are created equal. In order to experience value, the margin must also be satisfactory. For example, a manufacturer produces an item that costs him $10.00 and sells the same item for $12.00. So this item has a 20% margin (($12.00 – $10.00) / $10.00). This manufacturer may be very happy with this margin. But for another manufacturer, and for a variety of reasons, this margin may be woefully deficient.

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When Exceeds Expectations Is No Longer Enough

When “Exceeds Expectations” Is No Longer Enough

In today’s “get-it-done-yesterday” business environments, tenure is shortening and relationships are becoming shallower. It’s no longer enough when an employee exceeds expectations. Herminia Ibarra, the Cora Chaired Professor of Leadership and Professor of Organizational Behavior at Institut Européen d’Administration des Affaires (INSEAD), reflected on this topic in a recent Wall Street Journal article. “With competition fierce and the business climate changing rapidly, companies are telling their leaders that it’s no longer enough to deliver results in their individual departments, or over the short-term.”

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Human Capital

When “Family” Turns into Human Capital

Every once in a while, you will hear CEOs of organizations declare “At Acme Products, we are like a family!” I am not exactly sure what a CEO means when she describes her company as a family.

Perhaps there was a time when organizations were familial. Your grandparents may reminisce about the “good old days” when employees were treated like family. In the not-too-distant past, family-like environments naturally flourished since tenures were longer and relationships were deeper. Doing your job well nearly guaranteed of lifetime employment. However, organizations today are not like a family, regardless of what your well-intentioned CEO tells you.

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Interacting vs. Participating

Interacting vs. Participating

Coming next, we’ll take a look at participating purposefully. You may be wondering what the difference is between interacting and participating. In the Raise Your Visibility & Value model, interacting is defined as “one-to-one” interactions with colleagues, while participating is defined as “one-to-many” experiences with colleagues.

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