Is your organization one with managers expected to keep track of rotating teams, multiple shifts, and fluid reporting structures? You are not alone! BLOOM worked in partnership with a client whose needs went beyond the traditional manager/subordinate framework. The challenge was how can I safely "open" up my employees to allow an ever changing reporting structure? This client has rotating managers who manage shift teams of specialists in a 24/7 operation.
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We now allow Administrators to create custom performance journal types to meet the needs of your organization.
Organizations face many challenges when it comes to human resources: how to recruit, manage, develop, and retrain people. It’s hard for organizations that are experts in building products and services to also be experts at talent management, yet we know that people are our most important assets.
In his article “Strategic Functions Increase for HR in Organizations,” Stephen Miller notes that organizations that outsource administrative HR tasks tend to involve internal HR in strategic planning. That is a pattern we observe as well, and it is a successful model for business development. Miller goes on to state various vital contributions HR can make to strategic planning: retention, work/life, health, safety and security programs and success planning.
When it comes to the purpose and value of talent management, the core concept is simple: attracting, developing, and retaining skilled employees increases your company’s bottom line. While most companies understand the theory, they often don’t have the processes or systems in place to see it through, or they have only a few pieces in place.
We have been talking a lot lately about gaining buy-in and developing manager rhythms for the performance review and planning process. What if you have done it all, but it still isn’t working? What if managers are still not following the easy performance review steps, not giving feedback, and not using the many great tools that you have put in place?
Organizations that have utilized performance management to successfully develop and retain (and thereby attract) top talent have created a manager/employee experience that includes:
Letting people go is always difficult, and laying employees off during the current economic downturn is especially stressful given that jobs in many areas are scarce and that many companies simply cannot afford to provide severance packages or job placement services. What you can do, though, is approach a layoff with a practical attitude that includes understanding and appropriate, actionable advice.
Your employees are your greatest asset, and they will best thrive in environments that nurture and grow their skills without petty distractions. Part of your job is to foster that environment, which includes striking the right balance of intimacy and accountability.
BLOOM offers many economical shortcuts to small businesses trying to focus on developing their people. The pricing of BLOOM is based on Insight's experience working with small and mid-sized businesses looking for a talent management methodology that cuts to the chase and focuses the team.