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Peformance Management

A high-potential programme must have a specific timeline

Different high-potential programmes need their own time horizons. For example, you've got to ask yourself: How can I capitalise on my senior staff members' remaining time at my organisation? If you take something like graduate recruitment where ultimately – unless the skills are highly technical and you can match the person into a specific role – you're taking a long-term view of that person's potential. You will start to look at indicators of a longer-term value-add to the organisation, which may only be realised 10 – 15 years down the line. What sort of criteria will you look for in this situation?

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How to measure high potential in your employees

When you look for high potential in your organisation, you need to answer the question: potential for what? David Conradie, executive head of the Top Talent Solutions, says that when you're recruiting for high-potential talent in your organisation you need to ask yourself what role the particular person will perform in the organisation. If you don't know this, you won't know what specific skills to look for. However, once you've identified the need for a high potential in your organisation, you need to know how you would measure an individual's ability for this attribute.

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What defines talent?

There are many issues that need to be considered when you try to define 'talent'. For example, is your 'talent' a specific person or is it a group in, or segment of, your workforce? It's essential for you to consider your answers to these questions before you identify and target high-potential future leaders because – said David Conradie: executive head of the Top Talent Solutions Institute at the IPM Directors Leadership Summit which was held at the Gordon Institute of Business Science in March this year – talent is defined by context. What does this mean?

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Do you make these performance management mistakes?

Performance management

Performance management is a tricky area in HR - one that sparks a lot of discussion. With so many different views on performance management, how do you know where to start? I find that sometimes it helps knowing what not to do…

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Science, politics and intuition needed for high-performance boards

High-performance boards
Proficient, high-calibre directors are the essential elements of a high-performance board that can successfully navigate the current complex volatile business and economic environment. These highly qualified individuals need not only the technical or scientific attributes of traditional business school competencies but also a mix of politics and intuition.

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