Talent Management Systems Design – The Best Defense is a Good Offence
By Michelle Malay Carter on February 13, 2008
In my last post, I took a stand against annual, mandatory low performing employee cuts popularized by Jack Welch at GE.? I believe this practice is rooted in an untrue, negative belief set. Cutting the bottom 10% annually is a defensive, compensatory system for lack of understanding of work levels, human capability, and an inadequate […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | 6 Comments
Where Jack Welch Got It Wrong – The Mandatory, Annual Low-Performer Cut
By Michelle Malay Carter on February 12, 2008
Don’t Hack Jack! Our underlying beliefs and values drive our behaviors.? Jack Welch believed, ?If you?ve got 16 employees, at least two are turkeys.??? From this belief flowed the talent management systems at GE.? One of the most controversial (and unfortunately?emulated) practices was that of cutting the bottom performing 10% of employees annually. Judy at […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 13 Comments
How the Compensation Industry Machine Silenced a Circumventor – A True Story
By Michelle Malay Carter on February 5, 2008
A Quashed Circumvention of the Compensation Industry Machine In the late sixties and early seventies, the compensation industry was abuzz with the groundbreaking Honeywell study I talked about in my last post that found that time span of discretion was correlated with felt fair pay at the +0.86 level. Defensiveness Rather than Curiosity Instead of […]
Filed Under Executive Leadership, Felt Fair Compensation, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | Comments Off on How the Compensation Industry Machine Silenced a Circumventor – A True Story
If We Really Understood Work, Compensation Would Be a No Brainer
By Michelle Malay Carter on February 4, 2008
Excavating A 50-Year Old Groundbreaking Compensation Study A major compensation study was conducted at Honeywell in the 1960’s.? The results of that study, which was the PhD dissertation of Roy Richardson, were published in the book, Fair Pay and Work.? Click here for a book review excerpt?with summary results?displayed along with corroborative study information. The […]
Filed Under Executive Leadership, Felt Fair Compensation, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 3 Comments
Declaring a Major at 18 When We Don’t Know Who We Are Until We’re 30
By Michelle Malay Carter on January 30, 2008
I think most people reach about 30 years of age before they really know who they are and how that might translate into a job, and for some it happens later than that.? Some of this likely stems from our current education and work paradigms. My 15 year old neighbor is already being pressured as […]
Filed Under Organization Design, Personal Observation, Strategy, Talent Management | 7 Comments
Circumventing the Four-Year University Machine
By Michelle Malay Carter on January 29, 2008
I’m not a futurist, but my last post about Management Megatrends got?me thinking about other potential “machines” that may become either irrelevant or reinvented in my lifetime.?? So this post is mostly musing and is more about questions than answers.? I’d love to get your perspective as I go out on a limb and poke […]
Filed Under Corporate Values, Organization Design, Personal Observation, Strategy, Talent Management | 5 Comments
Circumventing the Machine – Wake Up! The World is Changing
By Michelle Malay Carter on January 27, 2008
I watched a video presentation by two futurists called Media Megatrends.? In it, Glen Hiemstra mentions that his assistant, a member of the?younger?”digital native” generation, remarked that once her phone/mobile device?had projection capability, she would no longer need a computer.? With projection, she could watch video on any wall, and she could type on any […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | 1 Comment
Seamless Integration – A True Work of Art
By Michelle Malay Carter on January 24, 2008
We’ve been talking about integrating the work of the team this week.? Do you think the artistry in the following video clip could have been accomplished without a leader integrating the work of the team?
Filed Under Accountability, Managerial Leadership, Requisite Organization, Talent Management | 2 Comments
Changing the Conversation about Work – A Friday Funny
By Michelle Malay Carter on January 17, 2008
Have you heard – I’m OK.? You’re OK.? Let’s fix the system?? If you hadn’t noticed, I’m determined to change the focus of the conversations?being had about talent management, organization design, and leadership.? Why?? Because I imagine what work could be, and I want that for people.? AT&T does a great job of capturing “what […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Succession Planning, Talent Management | Comments Off on Changing the Conversation about Work – A Friday Funny
Science Doesn’t Lie, But Liars Can Use Science (and Idiots too)
By Michelle Malay Carter on January 16, 2008
The Invisible Killer – Dihydrogen Monoxide Dihydrogen monoxide is colorless, odorless, tasteless, and kills uncounted thousands of people every year. Most of these deaths are caused by accidental inhalation of DHMO, but the dangers of dihydrogen monoxide do not end there.? Prolonged exposure to its solid form causes severe tissue damage.? Symptoms of DHMO ingestion […]
Filed Under Accountability, Employee Engagement, Executive Leadership, Organization Design, Personal Observation, Requisite Organization, Strategy, Talent Management | 2 Comments
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