Many organizations have failed to see the full promise of talent management systems and the two most common reasons are partial implementations and failing to integrate predictive behavioral information on each employee with their talent management processes and systems.
Contributed by alan on 7th of January 2016 02:24:32 PM
As we enter 2016, you hear story after story about the internet of things, the union of ecommerce with digital intelligence, cognitive computing and the cognitive business. Even Warren Buffet has got into the act, investing billions in IBM in the last year or so, believing in their main focus on it. Cognitive, of course, in this sense has to do with non- humans (businesses, organizations, machines, systems… ) understanding, reasoning and learning. A key aspect of this is what getting access to the 80% of data that is "
Contributed by alan on 18th of December 2015 01:44:07 PM
Why do you consider your assessment and decision support system to be potentially the most powerful management tool available? (or sometimes, it's worded, How can you say that…?)
Contributed by alan on 13th of December 2015 09:26:16 AM
Every organization is comprised of a set of processes - increasingly these processes span organizational boundaries and increasingly they have components (apps, programs…) that pull data from many sources and adaptively "learn". Processes have become more and more complex to set up but due to technology, often deceptively simple in operation which can hide problems.
Contributed by Michelle Serra on 4th of December 2015 11:47:07 AM
The recently developed capability to accurately predict whether someone will be a high, average or low performer on specific jobs is a very powerful management tool. Increasingly, it is one that is increasingly impacting the performance of organizations across the globe. The foundation for this capability rests in the ability to quickly profile a person's motivations, natural tendencies, preferences and attitudes along with their knowledge and experience requirements and then relating these to a validated job specific performance benchmark.
Contributed by alan on 29th of October 2015 02:11:16 PM
Many culture (or engagement) initiatives have little impact because they are focused on a one-time event or perhaps a series of educational or awareness activities that often lack focus. At the time, it feels like the right thing to do and of course, they typically further interpersonal understanding and internal communication, however, things largely very soon revert back to "the way we were".
Contributed by alan on 16th of September 2015 02:57:09 PM
The Harrison Assessment reveals insights on what drives behaviors and how we typically act under normal stress and under extreme stress. It also reveals how likely we are to see certain "strong" behaviors or imbalances. During the debrief process and even more so, in executive team building sessions using these tools, we've continually learn lessons in how to improve and sustain a high performing team.
Contributed by alan on 21st of August 2015 11:30:14 AM
Here I will discuss, at a high level, how you understand your organization's shared values and beliefs and then use this understanding to help create a higher performing and more inspired and engaged organization. Culture, as we see it, is the shared values and beliefs of an organization that determine much of its success. This is, in large part true, because culture largely determines the quality and quantity of discretionary effort both by managers and by employees.
Contributed by alan on 12th of August 2015 12:04:34 PM
