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Reinventing Performance Management - Harvard Business Review Like many other companies, Deloitte realized that its system for evaluating the work of employees—and then training them, promoting them, and paying them accordingly—was increasingly out of
Creating Sustainable Performance - Harvard Business Review Reprint: R1201F What makes for sustainable individual and organizational performance? Employees who are thriving—not just satisfied and productive but also engaged in creating the future The
The Future of Performance Reviews - Harvard Business Review Hated by bosses and subordinates alike, traditional performance appraisals have been abandoned by more than a third of U S companies The annual review’s biggest limitation, the authors argue
How Netflix Reinvented HR - Harvard Business Review When Netflix executives wrote a PowerPoint deck about the organization’s talent management strategies, the document went viral—it’s been viewed more than 5 million times on the web Now one
Compensation Packages That Actually Drive Performance By aligning executives’ financial incentives with company strategy, a firm can inspire its management to deliver superior results But it can be hard to get pay packages right In this article
The CEO Life Cycle - Harvard Business Review A study of performance over time by James M Citrin, Claudius A Hildebrand and Robert J Stark T he executives who appear on Harvard Business Review’s 2019 list of best-performing CEOs in the
Does Gamified Training Get Results? - Harvard Business Review But a new study shows that gamified training done right—lessons conducted carefully and over time, incorporating elements such as progression through challenges and levels, instant feedback
The HR Scorecard: Linking People, Strategy, and Performance Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance Drawing from the authors' ongoing study of nearly 3,000 firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy--what the authors describe as an HR Scorecard--and measuring its activities in terms that line managers