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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Executive Problem Solving
Transforming complex, low-value talent processes into efficient and streamlined simple BLOOM talent management is an important first step in performance management. However, if your goal is to achieve sustainable performance management, you can do so much more.T he book One Page Talent Management defines sustainable talent management as talent practices that are performing as designed with sponsorship from the organization and with no complexity creeping back in. To achieve this, we believe that the following driving factors will ensure long-term success:
The role of a CEO has always been one of enormous responsibility and accountability – responsibility to employees to guide the company and accountability to the board and to shareholders to attain goals. Now CEOs must accomplish more in less time. That’s according to “A Decade of Convergence and Compression,” a special report from Booz & Company, that cites their 10-year study of CEO turnover.
Organizations in today’s world are facing many changes. According to Kouze and Posner of The Leadership Challenge, decades of research has shown that while the specific changes themselves vary, the factors remain much the same: information, technology, competition, and multitude of options. What has changed is these factors’ context.
A survey conducted by Barry Admon and Murray Axmith finds that many executives feel a sense of social and relational isolation due their prominent positions. According to an article in Academy of Management Executive, loneliness is specifically identified as one of the major primary health risk factors that CEOs and other business executives face.
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 a past post we summarized John P. Kotter’s eight steps for leading change, and we again present the ideas of a thought leader who offers eight steps - this time for cultivating innovation and creativity. We often utilize and refer clients to this book who are looking for a plan to execute innovation inside their organizations.
homas D. Kuczmarski is a recognized expert in new products and services innovation, among other areas. His book Innovation: Leadership Strategies for The Competitive Edge outlines eight building blocks for establishing an innovation mindset. Kuczmarski’s building blocks provide guidance for any leader looking to move their company into new territory, and we’ve summarized the eight steps below to jump-start your thinking about how your organization approaches innovation.
When it comes to strategic planning, you need to be sure that you’re thinking about the right questions and scenarios and not focusing too much on rehashing the past. After all, strategic planning’s main concern is the future: how your organization will grow and thrive and what steps will get you there.
For performance review to truly benefit the employee, the manager, and ultimately the organization they must be carefully planned. They are, after all, a key element in any strategic performance management initiative.
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.